A framework to help leaders understand how they weathered COVID-19 and to keep leveraging their new innovation skills.

Shared with Dropbox

A survey of Fortune 1000 executives sheds light on the cultural barriers to change.

Researchers ran 60 billion simulations to identify when the risk pays off.

Google's Official Digital Marketing Publication. Explore the three types of marketing incrementality and what each type can be used for.

I've always thought about building an Oblique Strategies deck for EB folks. What, you don't know what the OS cards are? Designed by Brian Eno (the guy who turned "alien" David Bowie into "genius" David Bowie), they are cards you select when you're stuck. Designed for musicians originally, they had instructions designed to spark thinking like "go to an extreme and work your way back" or "change instrument roles." Sometimes they were very... high-minded like "twist the spine" or "question the heroic approach." I love it because it assumes that the right answer is inside you already and you just need to clear out the clutter of your own mind to find it. Anyway, if you're stuck, here are 10 strategies to re-spark your thinking when trying to turn around your employer brand.

I used to have a boss who used the phrase, "one man invading China" as shorthand for the person she tasked with a project that really should have gotten a LOT more resources. Of course, that could describe every employer brand person I've ever met, so I always love to see stories of how one person can make a difference in even large organizations.

Let me ask you a question: would your overall employer brand be better/stronger if everyone felt like they had a hand in crafting their own jobs, if they were able to shape the tasks, people and purpose of the job to better match who they were? The concept of "job crafting" (new to me) has been studied for the last 20 years and the impacts are very interesting. While the article is geared towards, "you should try to craft your job," what if you started to think how you support and encourage others to craft their jobs to make them feel more satisfied and fulfilled at work? That sounds like an interested employer brand strategy to me.

What's the line? Nothing may happen for a decade, but then a decade can happen in a week? We're living in a VUCA world. All the conversations we've been having below the water line around the purpose of a company, the why, the change the company is trying to make in the world, has suddenly become THE conversation.

I loved this piece from Branding Mag on "upbranding," the process of elevating your own brand relative to the competition. The goal is help your brand stand out and appear more valuable (something we probably all would like) by tapping in emotional and rational drivers. The kicker for me was the idea of working t appear more exclusive, something not everyone could have. As our brands hire on quality instead of quantity, exclusivity is a close cousin.

Speaking of "pivot," how deep are you in pivoting your content strategy? Here are two good guides on how to make a quick change of direction from Hubspot and Talent Brand Alliance.

Speaking of "pivot," how deep are you in pivoting your content strategy? Here are two good guides on how to make a quick change of direction from Hubspot and Talent Brand Alliance.

Emily Firth puts this idea front and center, claiming that now is the time for EB to show the value it can bring to the company beyond pipeline-filling (and she's 101% right).

Marketing Land is a daily, must-read site for CMOs, digital marketing executives and advertising campaign managers.

A lot of very smart people I read were talking about an article that came out from Marc Andreessen (co-writer of Mosaic browser, and all-around smart VC guy) saying that now was the time to build. The argument is obvious: when things are down, smart money takes the opportunity to surf the new wave of change, and the only way to be ready for that wave is to have the idea/business/product/model/function started before the water swells.

These six rules for revitalizing your brand are written about consumer/corporate branding, but terms like Culture, Experience, Trust and Relevance shouldn't require any translation. The net: your brand exists and lives, even when things seem "down." The companies that continue to invest in the brand are the ones who will escape the pandemic positioned with the talent to succeed.

Brooks Brothers a brand that has lasted for two hundred and two years, and was floundering well before coronavirus hit may be finished. The pandemic gave The main reason for Brooks Brothers' demise is that the brand lost relevance. It lost touch with customers, their changing needs and changing tastes. What could they do to restore brand relevance?

Brands take time to fine-tune their position, to develop enough validating and confirming evidence to even be taken seriously. But all too often, employer branders have built something more flimsy than a true “brand,” find an “issue” and try to re-brand. So ask yourself: why are you re-branding?