Everyone sees a different version of reality. Aspects are magnified or diminished according to our backgrounds, priorities and environments. It’s true for us as individuals, and it’s also true for us as professionals that lead and manage brands on a day-to-day.
Blind spots are inevitable and also natural to a certain degree but should be solved sooner rather than later.
I’ve gathered three blind spots that, in my experience, most frequently create different levels of mayhem for brand teams:
You find yourself focusing on meeting too many customer needs at once and being everything to everyone.
It’s exhausting you (and your resources).
It also dilutes your message and ultimately creates confusion with your customers, stalling sales.
Your brand is starting a conversation on a certain topic but your sales team is focusing messaging on a completely different topic.
In your opinion, sales in not following through on your communication.
Likewise, your sales team thinks the brand message won’t close the sale.
Getting brand communications out to your audience involves a series of workflows, meetings and approval loops instead of a fluid brand process.
You’re losing resources and traction because you keep redefining what „on brand“ means to you and your team.
Don’t let a blind spot turn into a self-made obstacle.
What to do about it
We may not be able to control external influences, but we can solve, simplify and align the things we can control inside our own brand and business.
Your first step can be as simple as bringing in an outside perspective. Someone that can help you recognize what you’re not seeing and understand how to prevent in the future.
That can be in form of an advisor, or a brand strategist or consultant. It shouldn’t be your leader circle, team or agency partner, though. You have all very likely developed a similar perspective by being “in the arena” together.
So what’s next then? What do we do with that outside insight?
Reframe, simplify and focus
We need to put systems in place that help us prevent tunnel vision and identify blind spots before they stall us. This could mean regular perspective sessions with an external advisor or strategist, someone far enough removed to recognize a pattern, but close enough to understand how we work as an organization.
Another way can be to take advantage of internal teams. Sparring more with cross-functional departments can help us keep our eye on the horizon instead of getting lost in a detail.
Lastly, this is where the exciting work takes place: We become able to develop new ways of “doing brand”. We practice “flexing” and staying fluid, which helps us become more resilient to change. By simplifying, cross-connecting and focusing the way we work with our brand and communicate with our customers, we become more clear on what matters and what doesn’t.
After all, that’s what it’s all about:
Being ready to make the most of what lies ahead.