Why Once Great Brands Get Off Track

It has been my experience that one reason for brand decline often stems from the “change of guard” at the top the brand’s organization. I have witnessed this first hand more than once (and have heard many other stories of it from friends that have led other brands). The original top manager knew what the brand stood for “in his gut,” perhaps because he was the organization’s founder with the original vision or perhaps because he was a visionary leader by nature.

Then someone else took over the helm (to mix metaphors), someone with little vision. Perhaps someone who only understands business models or numbers or operational excellence, but not the brand’s customers and not the brand’s essence and key point(s) of difference. Costs are cut in “unnecessary” areas of employee and customer satisfaction. Actions that preserve the “soft stuff” (such as corporate culture, brand vitality and emotional connection, “unnecessary” services, relationship building “gestures” and experiential elements) are eliminated in the name of “efficiency” and “cost effectiveness.”

How does one get through to individuals who only see the world as cash flow, balance sheets and income statements? Who can only think linearly?  Who do not seem to exercise their “right brains”? Who are only interested in their own personal power and wealth? Who are unable to empathize with their employees or their customers? Who do not seem to be in touch with their own “souls”?

Strong, intuitive, visionary, service-based leadership seems to lie at the core of strong brands.

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