For nearly a decade, it’s been my personal mission to “rid the world of corporate babble one concise sentence at a time.” Almost nothing gets under my skin more than a brand that actively disconnects itself from its audience through poor communication. To me, these brands are like the Borg from Star Trek; an attempt to channel the collective consciousness of their entire workforce. They try to do good by appealing to everyone, but their efficiency trumps empathy and personality. “Resistance is futile!” Their jargon and their corporate-ese make them seem like a formidable enemy. So I put on my super hero cape, take off my black-rimmed spectacles, and transform into Content Girl.
In my adventures, I’ve learned that underneath these bureaucratic brands are good, decent, hard working people that really do care about their customers. It’s a challenge — finding a way to empower the individual while still adhering to a consistent brand voice. One step to this side and you’re wrangling cats. One step to the other side is what Jon Lovett, former presidential speech writer, calls the “culture of bullshit.” As he described in his Commencement Address to the graduates of Pizter College:
We are drowning in [bullshit]. We are drowning in partisan rhetoric that is just true enough not to be a lie; in industry-sponsored research; in social media’s imitation of human connection; in legalese and corporate double-speak. It infects every facet of public life, corrupting our discourse, wrecking our trust in major institutions, lowering our standards for the truth, making it harder to achieve anything.
When I read this, I want to jump up and start a rally cry. How did we get here? And how can we change?
Let’s look at an example, shall we?
American Airlines is a big, big brand that manages a massive amount of customer feedback. So when @DHH complains about their missing baggage, they reply with what feels like a very automated response. The result? The exact opposite of what they wanted. Their customer is even more upset and is pushed even further away from their brand. And, chances are that behind this tweet, there’s a customer service rep who really, really wants to help but feels bound by bureaucracy.
Brene Brown, a research-storyteller who specializes in shame and vulnerability touched on this in her popular TED talk from 2010.
Whether it’s a bailout, an oil spill, a recall — we pretend like what we’re doing doesn’t have a huge effect on people. I would say to companies, “This is not our first rodeo people. We just need you to be authentic and real and say, ‘We’re sorry. We’ll fix it.’”
So how does a brand shift from a Borg mentality to being authentic and real?
They focus less on the collective and more on one distinct and specific person. Like dogs, brands often share character traits with their owners.
Be less like the Borg. Be more like the Borzoi.
For alliteration’s sake, be less like the Borg and more like a Borzoi.
Another example? I’m glad you asked.
Virgin, the brand synonymous with Sir Richard Branson, is a trailblazing, forward-thinking, sophisticate — just like its owner. This isn’t a shiny veneer applied at the last moment by some snazzy design. These traits are part of their culture, and it permeates through every aspect of their business; from branding to operations to legal. Virgin Atlantic, has set itself apart from the monolith American Airlines by recognizing the humanity of their customers. The result? Virgin Atlantic doesn’t just have customers, they have raving fans.
So, which type of brand are you? Do you try to be all things to all people, thus ending up boring and Borg-like? Or, do you have the courage to be authentic? I’d love to hear your thoughts in the comments.
