As discussed in my last post, there’s no getting around the reality that all employees are marketers in the sense that they all impact the brand.
The challenge for marketers involves managing this “expanded” marketing staff when you have no authority over them. Specifically, how do you overcome resistance to marketing when, in truth, it creates extra work for employees? Here’s what I recommend.
Before launching any marketing initiative, you need to:
- share the rationale behind your marketing programs, including communicating what you’re trying to do & why; i.e., no sugar-coating or BS allowed
- align marketing efforts with the big strategic picture to send the message “we’re all in this together”
- get employee input … and be sensitive & responsive to how their work will be affected by marketing
- provide the appropriate training (and perhaps incentives) so staff can effectively support marketing’s efforts.
Once your marketing program is implemented, you can’t just walk away. As part of your monitoring efforts:
- stay in touch with what employees need to keep the momentum going
- share the program’s success and any interim fine-tuning that needs to be done (and why)
- recognize & reinforce employee support of the program.
And when all is said and done
- share the final results, including what worked & why … what didn’t work & why … (another reason to stay in touch with employees, as previously mentioned)
- solicit employee feedback on ways to improve future initiatives
- acknowledge employee efforts and their collective contribution to serving customers in support of corporate strategy, not just marketing.
It’s all about marketing to non-marketing employees – another critical aspect of internal marketing.