Because I do what I do, when purchasing many products or services, I usually choose between them quite thoughtfully amidst the flood of offers. In doing so, I consider how one product or brand differs from another, which of the two products is closer to me, what their manufacturers advocate, how they present themselves in public, what their message is, and what promises they make. I notice that there is no shortage of generic communication these days. And I wonder if brands/companies even have a vision of their own persona. Are they afraid to express it? Or do they simply not care and do not see such positioning as necessary? In any case, this is certainly a missed opportunity.

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By expressing their characteristics, uniqueness, differences, attitudes, and opinions, a brand reveals who it is, becomes more personified, and can thus get closer to target audiences, forging closer ties based on shared traits, interests, and beliefs. Of course, this means getting closer to certain audiences and potentially distancing themselves from others, but the closer ties with the former can certainly mean greater loyalty, long-term relationships, fidelity, and even advocacy. This applies to both external and internal audiences.

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Companies should pay particular attention to genuine communication with (potential) employees – especially in times of extremely low unemployment, when employers are fiercely competing for (good) talent – in the context of building belonging and, perhaps even more importantly, engagement. It is crucial that words reflect actions – that what you say, you actually do; after all, you know the saying, "actions speak louder than words."

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In a 2022 Gallup survey (conducted among employees in the United States), 40 percent of respondents cited engagement and culture as the reason they left their employer, followed by wellbeing and work-life balance at 26 percent. Combined, these two areas of dissatisfaction represent 66 percent of the reasons why employees left their employer in 2022 – three times more people changed jobs because of engagement, culture, wellbeing, and work-life balance compared to those who cited pay and benefits as the reason for leaving. Culture and engagement are where transparent and genuine communication is crucial. A very simple example – during an interview, you tell a potential candidate that hybrid work is possible. Upon starting work, their supervisor explains that remote work is possible only twice a week at most, and not on Mondays and Fridays because you have meetings and want the whole team present in person. For other days, if they want to work remotely, they must submit a written request and, of course, obtain approval. This situation is quite different from the assurance "hybrid work is certainly possible" given during the interview. Since this is an important factor for the new employee, they are understandably dissatisfied. And this is right at the beginning of their job with you! It’s like saying on a first date that you spend your free time actively, only to reveal soon after that the only active thing is your thumb on the TV remote. Giving empty and misleading promises, just because something is trendy and sounds good, doesn’t hold water in the long run.

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Trying to be something you're not and making promises you can't (or won't) keep makes no sense in any relationship. It’s authentic to say what you do and do what you say. People – and consequently the target audiences of a brand or company – are so diverse that expressing authenticity will certainly be rewarded by the group that identifies with your values, culture, and actions. If you only dare to stand out from the generic grayness.

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The column was originally published in the printed magazine Super Brand, #13, Spring 2024. You can order the magazine here.