How do we tell the difference between what we feel and what we know? Many of us fear this question, particularly in the workplace, because it reinforces the conclusion that there is a firm line between emotion and rationality. Emotion, however, is a form of knowledge as well as a barometer of intelligence. In a productive organization, emotion is an essential component in the formation of strategy. We’ve learned this from branding.
A brand is a promise of a relevant, differentiated trustworthy experience. Defining a brand means knowing the functional, emotional and social benefits of the promised experience; the values of the customer; the personality of the brand that appeals to those customers and the features that bring the benefits, values and personality to life.
Recently, someone asked me: What is your theory of change? This question has stayed with me. Not because I didn’t have an answer—intuitively, I knew—but rather because I have never quite explicitly articulated the thread that weaves the different strands of my work—brand strategy, leadership, trust, and purpose.
Uncertainty is near an all-time high. Since 1985, the U.S. Federal Reserve has tracked an uncertainty index—and it’s now skyrocketing, fast approaching its pandemic-era peak.
Uncertainty around US economic policy is near record highs. As measured by the Federal Reserve, the index of uncertainty reached levels this week comparable to the 2008 financial crisis. And it seems likely that this situation will continue.
