Issue link: http://www.e-digitaleditions.com/i/63913
YourTurn Faith in Business Successful corporate brands are created and maintained by the entire organization, and they require the support of all the organization's stakeholders. These stakeholders include investors, regula- tors, and special interest groups, as well as customers, suppliers, and local communities. Corporate brands particularly need the backing of the employees who deliver their goods and services. Just as important is the culture that those employees produce and rely upon for emotional support in their everyday working lives. When the culture of an organization supports the vision of its leaders, then stakeholders are more inclined to form positive attitudes about the firm. They will express these positive attitudes in the way they buy, invest, and seek employ- ment in the firm. But how do managers win this the delicate balance of the entire sys- tem. Managers almost have to assume the role of priests who can inspire their parishioners with their own beliefs in the ideals and goals of the institution. If that sounds too outra- leaders to have faith that their vision will attract enough supporters to keep geous, let me put it to you like this: s Strong corporate brands require By Mary Jo Hatch will receive a boost in confidence that will inspire their faith. s External stakeholders need to believe that the company will walk its talk. Strong corporate brands require customers, investors, and other stake- holders to believe that corporate spokespeople represent what they will find when they come into direct con- tact with the company's culture and employees. s Strong corporate brands require employees to have faith that if they fol- low their leaders they will not be led astray. Leaders who engage in unethi- cal behavior or expect their employees to behave unethically risk losing the faith of their followers. So do man- agers whose own poor performance in running the business puts employ- ees in jeopardy of losing their jobs. Faith plays an important but under- highly desirable coherence between organizational culture, strategic vision, and the images held by key stakehold- ers? When managers try to "align" the organizational cul- ture with their own ambitions for the firm, they often meet negative consequences. These might be cynical employees ("What, another culture change?"), disenfranchised customers or disillusioned investors, community mem- bers, and potential employees ("These guys are not who they pre- tend to be"). When managers are hell- bent on "aligning" their organization- al cultures and stakeholder images with their vision, they often overlook the extent to which vision, culture, and images are interdependent. They're also missing the degree to which faith is a factor in maintaining 60 STRONG CORPORATE BRANDS REQUIRE EMPLOYEES TO HAVE FAITH THAT IF THEY FOLLOW THEIR LEADERS THEY WILL NOT BE LED ASTRAY. the business prosperous. Most middle managers mouth support for this, but how many really believe in the vision sent from above? How many have taken account of what key stakehold- ers expect or desire from the business? Managers who know that their stake- holders will support them in their efforts to achieve the corporate vision BizEd NOVEMBER/DECEMBER 2001 recognized role in maintaining the viability and success of organizations. For instance, during the past year, Explorer customers lost faith in Ford, and many investors lost it in dot-coms. I believe faith is more important in bridging vision, culture, and images than managerial attempts to close the gaps between them. In that case, we need to consider the ways in which managers act as spiritual leaders—that is, as priests who inspire the faithful to celebrate the religion of business symbolized by corporate brands. Without the faith of employees and other stakeholders, any busi- ness could fail. What can managers do to build faith? First, they must recognize that faith is a personal choice. It cannot be demanded, only invited. This is why inspiration is the key—faith can be passed from one person to another through inspiration. For example, when a manager has passion for the