Corporate branding is about setting both emotional and rational connections with target audiences. Brand strategists work to ensure that the image conjured when someone sees a logo or hears a brand name is reinforced by the specific benefits and differentiating features that set the brand apart.
There is power in branding. But that power is often shared with company employees and their individual relationships with clients or customers, since the best of them — employees, executives, even board members — have often established strong personal brands.
Alignment of this shared power is critical to balance the value employee personal brands bring to the enterprise with the corporate brand and its values, purpose and goals.
What Is a Personal Brand?
A personal brand is the combination of a person’s skills, the values they present and the impression left on others. It is what a person wants to be known for: their differentiation with purpose. A personal brand knows no boundaries between personal and professional identity. For those crafting their personal brand primarily for professional purposes, it is their “calling card” validating one’s reputation to establish credibility, trust and influence. It defines who you are and what sets you apart, in order to establish connections with others. Contrary to some popular opinions, it is not synonymous with relentless self-promotion or a strong social media presence.
Personal brands that are cultivated to establish professional identities can bring significant benefits to both the individual and the organization. But there is also a potential for risk. Companies and their boards must strike an equilibrium between embracing the power of their employees’ personal brands while also maintaining alignment with the corporate brand.
What Are the Rewards of Strong Employee Personal Brands?
Simply put, strong personal brands generate awareness and prominence for an individual; however, the companies they are associated with also benefit from the visibility and standing they help to cultivate. Those in the workforce with strong personal brands are often recognized as experts in their field and indirectly lend credibility to an organization. Their reach can extend the company’s message to a broader audience, potentially attracting new clients, partners and talent.
These standout individuals — top talent with well-developed personal brands — are more inclined to join a company that values their distinctiveness. Top candidates see organizations nurturing personal brands as more progressive workplaces, poised for growth and opportunity; in other words, organizations they want to be aligned with.
Finally, companies embracing and supporting personal branding often see enhanced employee engagement. Employees who align with the company’s values are generally more engaged, productive and loyal. And when a well-known person within the industry joins, other employees notice.
What Are the Risks of Personal Brands to a Company?
With reward often comes risk. In some cases, a strong personal brand might overshadow the company’s brand, leading to situations where the individual becomes more recognized than the company itself.
In other cases, an individual’s personal brand may not be in alignment with the company’s values, mission or messaging. Misalignment can lead to confusion and mixed signals to the market. Such misalignment can also lead to reputational damage when an individual’s public statements are in conflict with company values. It could lead to a loss of customer and stakeholder trust if there is market perception of a disconnect. Misalignment can also lead to legal or regulatory risks, particularly if an employee’s actions are unethical or illegal.
When companies do have high-profile individuals with strong personal brands, poaching does become a risk. And this comes at a cost, not just of the individual leaving and members of their team; followers, networks, a book of clients and market influence leave as well. This is of course a double-edged sword since the hiring of new employees frequently targets those with strong personal brands.
While thought leaders on boards provide high-level strategic direction, employees with strong personal brands contribute to day-to-day operational initiatives; their departure can be quite disruptive and costly.
How Does a Company and Its Board Balance Personal and Corporate Brand Alignment?
When it comes to employee personal branding, clear guidelines and policies need to be established. These policies need to outline acceptable practices for personal branding and social media use. Most importantly, they should emphasize the importance of aligning personal activities with the company’s values. The board should ensure that policies and practices are in place to foster alignment. This includes strong, established codes of conduct and communication policies.
Companies encouraging a focus only on the company brand — versus inclusion of personal brands — risk encouraging a workplace of anonymity. A culture of “faceless” employees needs to be avoided. When employees are viewed only as an element of the institutional voice, with personal brands shunned, creativity and trust are impacted.
A culture of mutual benefit must be encouraged. Personal branding and the corporate brand do play off each other and are mutually beneficial, both for the individual’s career and the company’s objectives. The board should work with executive leadership to ensure that the company’s strategic goals are aligned with these mutually beneficial values.
Support and resources should be offered to help employees develop their personal brand. Workshops focused on self-reflection, feedback, differentiation and implementation matched with mentorship programs and professional development tools can help guide employees toward the alignment of their personal brands with corporate values.
Training for board members on personal branding is also needed. Boards, by their very structure and demographic skew, may not have a clear understanding of a personal brand. Many often rely on outdated human resources and social media policies, which may not reflect generational shifts in the employee population.
The board should be involved in ensuring corporate and personal brands are aligned and in integrating branding into the company’s broader risk management framework. This ensures that potential risks are identified and mitigated. For example, branding misalignment can cause stakeholders to lose confidence in the company’s leadership and operations.
Companies that treat employees well and reward them for their success do not need to be afraid of letting individuals be themselves as part of building their personal brands. By addressing the alignment of personal brands with company brand values and reputation comprehensively, organizations can mitigate risks, maximize rewards and ensure a cohesive, strong brand identity. The board’s proactive involvement is crucial in setting the tone and ensuring these practices are embedded throughout the organization.