The Brand Behind the Mask
You have at one point likely encountered an acquaintance or colleague who seems polite and well-intentioned, but something holds you back from warming to them fully. This hesitancy to trust is often due to a perceived lack of authenticity, perhaps stemming from an incongruence of what they say and do, or a lack of consistency in their standpoints. Human instinct would prompt us to approach situations like this with caution.
We also treat organisations much the same as people. The question of authenticity within brand values and the consequences of this was forefronted in the most recent episode of Why Care? by my wonderful guest, David McQueen. David is an international keynote speaker, podcaster, author, and co-founder of professional development company Q Squared Ltd. In the episode, David offered an interesting anecdote in which a client of his had released a statement in support of Palestine, then, following complaints from some clients, withdrew it for one in support of Israel. This sparked my thoughts on the concept of authenticity: how it can be fostered within the way organisations function and communicate.
The pitfall of tokenism
You may have remember Pepsi’s 2017 advert, which featured Kendal Jenner restoring peace between officers and protesters by handing them the drink, a misstep which was met with a wave of backlash for capitalising on the Black Lives Matter movement and police brutality in the US. Following this, Pepsi issued the following statement: “Pepsi was trying to project a global message of unity, peace and understanding. Clearly, we missed the mark and apologise”. The advert, which featured a number of actors from underrepresented Black communities, may be considered a textbook example of tokenism, which is defined as “the practice of making only a perfunctory or symbolic effort to do a particular thing, especially by recruiting a small number of people from underrepresented groups in order to give the appearance of equity”.
But, what makes this move by Pepsi a tokenistic misstep and not a liberating call for equity?
Among other things, it is the lack of any other substantial Diversity, Equity & Inclusion (DEI) efforts prior to this. It is ‘support’ (I use the word lightly) in words only, and does nothing to get stuck into the real, uncomfortable work that a move towards equity necessitates. It is an attempt to celebrate an achievement one did not work towards.
Unfortunately, tokenism is still prominent. As recently as last week, TFL faced criticism for its decision to rename a number of its lines, including a new ‘Windrush Line”. This announcement was followed by a wave of disapproval from underrepresented communities who feel it is an empty gesture following a lack of adequate compensation for the Windrush generation’s severe mistreatment by the government.
How can I authentically embody my brand values?
Lush has built a reputation as a brand whose very foundations are inclusion and equity. This is evident in the diversity of their workforce, their models, a number of inclusive campaigns, and, critically, down to their product design, such as their Afro hair care range. They are also transparent with their DEI efforts, as evident through their ‘100 Day Plan’ initiative and annual reports. Although they are still very much on their DEI journey (as are all organisations), their values are not an afterthought, but rather they shape almost every aspect of the business. Put simply, Lush’s success is down to the simple fact that they show not tell.
These examples offer us a number of clear messages and action points:
Incorporate values into culture, hiring, communications, and product/ service design.
Be self-critical, constantly reviewing your practices through both internal and external stakeholders.
Be transparent and accountable.
A lack of diversity at leadership level will reflect in the end product.
The journey to fully embodying your brand values, and, within that, inclusive leadership, is tough and riddled with complexities. As David says, success necessitates “Bold leadership”. It also requires a deep understanding of self. In my upcoming book, I discuss how leaders’ underlying values and beliefs influence their receptiveness to learning about DEI and their willingness to act towards creating inclusion, both of which are key to authenticity.
Beyond Discomfort: Why inclusive leadership is so hard (and what you can do about it) is now available for pre-order on Kindle, or in paperback and hardcover at WHSmith, Browns Books, or Amazon.