Internally, brand behaviors create a cohesive and collaborative work environment where our people are aligned with the our mission, vision, and values. They serve as a compass for decision-making, helping teams navigate challenges and opportunities with clarity and consistency. Through consistent application, brand behaviors promote a sense of belonging, purpose, and pride among colleagues, driving engagement, retention, and productivity.

Externally, brand behaviors are instrumental in building and strengthening client relationships. By consistently demonstrating behaviors such as empathy, proactive communication, and personalized service, we can enhance the client experience, fostering trust, loyalty, and advocacy. Clients are more likely to feel valued, understood, and supported when interacting with a team that embodies our brand behaviors. This, in turn, leads to increased client satisfaction, retention, and referrals, ultimately contributing to business growth and success.

In alignment with the CEO's vision of 'Working As One,' brand behaviors serve as the common language and framework for collaboration across the organization. By rallying behind shared values and behaviors, teams from different geographies, departments, and backgrounds can work together seamlessly, leveraging their collective strengths to deliver unified and impactful solutions for clients. This not only reinforces organization's brand identity and reputation but also positions it as a trusted and preferred partner in the eyes of clients and stakeholders.

In summary, brand behaviors play a pivotal role in shaping both the colleague experience internally and the client experience externally. By embodying these behaviors, we can foster a culture of excellence, collaboration, and client-centricity, driving sustainable growth and differentiation in today's competitive marketplace.

We encourage you to get on board.

We recommend that you start your Brand Behaviors journey by doing these three steps first:

1. Onboard your firm’s senior leadership. It is important that your program is seen to have the support of leaders and that they themselves demonstrate the behaviors.

2. Decide which is the right start point for your firm by assessing whether you need to start with the basic-level of Brand Behaviors or at one of the higher levels.

3. Start to socialize the concept of Brand Behaviors before applying these to policies and processes. People will have questions and will want to understand the objectives and implications before getting on board.

Once you have Phase 1 underway, it’s time to consider how you will embed the behaviors into the culture of your firm.  Behaviors need to be experienced consistently at every internal and external interaction.

This means considering how your current internal processes, policies . and procedures need to evolve to incorporate The Colleague Experience. Additionally, how can you demonstrate The Client Experience through your communications and acquisition jouirney for services and products. Finally, how can you evolve your client-service to make sure that clients experience the behaviors.

All of these considerations need firm measurement to track progress. These should be agreed at the senior-level and communicated to all leaders within your firm. If required, consider onboarding sessions for these important stakeholders to explore, develop, and define your approach.