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

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.

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?