So, your organization has made the decision to rebrand. While it may seem that getting consensus on this decision was a challenge in and of itself, your work to gain buy-in is just getting started. Now, we’re not saying this to scare you, but rather to help you face this challenge head-on. It’s best to prepare as much as possible before the rebrand starts to help identify potential roadblocks, establish a process for decision-making, and alleviate any unnecessary stress from this exciting venture.
A rebrand is often one of the most challenging projects an organization will go through––but it can also be the most rewarding. We want to help you enjoy leading this process as much as possible.
Sometimes getting buy-in throughout a rebranding process is just a box to check, ensuring you’re getting approvals as needed along the way. But the value of getting buy-in is something that shouldn’t be overlooked. Internal alignment won’t just help you streamline the process, it’ll also strengthen the success of the new brand rollout when it’s time to go public. Having brand advocates from the inside out is a true advantage, and there’s no better time than when undergoing a rebrand to help champion it among your internal stakeholders.
It’s important to note, getting buy-in doesn’t always mean the same thing as getting approvals. Sure, sometimes it does, but we make this distinction because it can help you identify particular milestones throughout the rebrand journey to secure buy-in versus milestones where internal approvals are necessary. For example, it can help to invite particular stakeholders to a presentation on research and discovery findings to allow them the opportunity to absorb relevant information that will be used to guide future decisions.
We often like to think of buy-in as a way toward necessary approvals — bringing stakeholders into the fold throughout the process will help them feel like they literally have a stake in influencing the outcomes. Then, when it comes time to get the green light on a particular decision, there hopefully won’t be any surprises or misunderstandings because you’ve done the due diligence upfront to keep decision-makers in the loop.
But, who should you bring into the rebranding process? Here’s a quick list of audiences to consider depending on your organizational structure:
Remember, there may be a key distinction between looping certain groups in for buy-in rather than approvals, which may change depending on the stage of the process.
Now that we’ve covered why it’s so valuable to place an emphasis on getting buy-in for your rebrand, here are a few tips to help you achieve it:
When it comes time to unveil the rebrand, there are a few things you can do to equip your internal audiences with tools to embrace this change. Developing a brand toolkit complete with messaging, visuals, and even branded swag can help motivate your team. If you have chapters or affiliate groups as a part of your organization, these toolkits can be an extremely valuable asset to provide guidance on how they can adopt the refreshed brand. Another option is to host an open forum or training opportunities for your internal teams. Use these touchpoints to share key messages on the value and intention of the rebrand and how it will be communicated to external audiences. Your internal audiences should be stewards of this message, so getting everyone on the same page is important.
For those that have already started on the rebranding process, and buy-in wasn’t secured or thought about, or maybe new people have entered into the process, don’t abandon the work you’ve already done. Believe in what you’ve started and map out a plan for getting key stakeholders up to speed. Some slight changes may be warranted, but remember: data and research can be your best friend.
Every organization is unique and you’ll need to tailor an approach that works best for your internal structure. We hope these tips will help you navigate the intricacies and embrace the value of getting buy-in for your rebrand.