This post follows on my post from last week in which I introduced a basic brand philosophy, but neglected to define all the terms. Thanks to those of you who asked that I back up and give a bit more context before moving forward.
I use two of Gandhi’s famous quotes as the basis for Stokefire’s system of understanding how and why organizations or causes succeed or fail, and what can be done to fix them. I began working more seriously with his ideas (with the very capable help of my team) as I was preparing to speak to members of Congress about why Republicans consistently represented not only their own brand, but also defined the Democrats, while the Dems could neither represent themselves nor define their opponents.
A Definition of Terms
- Gandhi’s Trinity or Gandhi’s Pyramid: The three distinct elements that together result in the happiness mentioned in Gandhi’s quote, “Happiness is when what you think, what you say, and what you do are in harmony.”
- Do: Whatever it is that your organization gets paid to deliver, whether it’s a product, service, or cause, is your ‘do’. Within an organization you likely have a larger ‘do’ that encompasses what is offered to external clients, and smaller ‘do’s for internal departments such as HR, Payroll, and the like that are tasked with ensuring that the organization can survive to provide the intended service. My focus will most often be on the larger externally oriented definition, but lessons can usually be applied to either.
- Say: The sum total of externally viewable organizational communications. This includes almost any sort of communication that can be perceived by the senses. Verbal and visual are obvious, so you’ve got marketing, advertising, design, logo, and PR covered. But we can communicate using scent, non-verbal sound, touch, and taste as well. If the purpose of the experience is to communicate with the audience outside of the use of the product or service then chances are good that you’re dealing with ‘say’. Most importantly, any internal ‘confidential’ communication is also part of ‘say’. As you will see shortly, what we say is a window into what we think – so if we’re keeping secrets they’re going to be seen as more representative and believable than what we intentionally distribute to the world.
- Think: Perhaps a better word for this is ‘intent’. This is the true motivation or cause behind an organization. For those outside of the organization’s leadership circle, ‘think’ is typically only deduced by analyzing what is said and done and computing the probable cause. It takes a truthful and well communicated motivation to succeed for the long term. But it is only under extreme pressure that the true motivation can be proven. Intense positive or negative pressure reveals what is most important because in those periods we tend to embrace what we hold most dear.
- Perception of Intent: Somewhat related to Gandhi’s Pyramid, a second quote from Gandhi helps to explain this idea: “The moment there is suspicion about a person’s motives, everything he does becomes tainted.”
Since our true intent (or our ‘think’) is usually not provable it becomes critically important in competitive situations to understand how our motivations are perceived by our audience. Perception of Intent is almost completely unrelated to truth or genuine motivation. It is affected by the biases of the originators, deliverers, and receivers of the intended message, and can be easily manipulated (to the detriment of the originator) when the elements of Gandhi’s Pyramid aren’t in harmony.
Those are the key aspects within the developing philosophy.
But why define these terms at all?
Because I believe that all successes and failures can be attributed to either a lack of alignment between, or insufficient strength within, items two through four (‘think’, ‘say’, or ‘do’). It is this weakness that, in competitive situations, enables competitors or the media to manipulate Perception of Intent (item 5) and impact the likelihood of success.
Anything I’ve missed? Let me know.