The Promise: Great things happen when belief-driven consumers connect with purpose-driven employees. (Hint: we can change the world.) The Challenge: Most employees are not fully connected to their company’s purpose.

1. n.
n.robertjohnsonUnitingpeoplethroughpurpose.
CHANGING THE WORLD
WHAT HAPPENS WHEN THE BELIEF-DRIVEN CONSUMER
MEETS THE PURPOSE-DRIVEN EMPLOYEE?

2. Imagine what happens when belief
meets purpose.
n.

3. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
The Promise
Great things happen when belief-driven consumers
connect with purpose-driven employees.
(Hint: we can change the world.)
The Challenge
Most employees are not fully connected to their
company’s purpose.

4. n.
Belief-driven consumers want to
change the world.

5. Social Consciousness Taking the Lead
§ 82% of people surveyed believe that brands and
corporations are responsible for doing more “good” in the
world than just making a profit.
§ 80% feel social consciousness can be a genuine part of a
company’s brand with no ulterior motive.
§ 77% prefer to purchase from socially conscious companies
rather than companies that are not socially conscious.
§ 80% feel brand purpose, or marketing and investing in
causes people care about is now a permanent part of
American culture.
Source: The Purpose Report 2020, purpose_brand, 2020
n.
n.robertjohnsonUnitingpeoplethroughpurpose.

6. And, It’s Personal
When pressed about ”why you are passionate about an
issue”, respondents affirmed …
Source: The Purpose Report 2020, purpose_brand, 2020
n.
n.robertjohnsonUnitingpeoplethroughpurpose.
I think it is my moral responsibility.
Because of my beliefs.
The cause speaks to my sense of justice.
The issue has always been important to me.

7. Consumers Expect Brands to Act
2017 2018 2019
Source: Edelman Trust Barometer 2020
Percentage of customers who are belief-based consumers
61%
64% 64%
n.
n.robertjohnsonUnitingpeoplethroughpurpose.

8. Belief-Driven Consumers
Sixty four percent of your consumers
will …
§ Choose,
§ Switch,
§ Avoid, and
§ Boycott a brand based on its stand on
societal issues.
Source: Edelman Trust Barometer 2020
n.
n.robertjohnsonUnitingpeoplethroughpurpose.
belief-driven

9. Brand Democracy
Belief-driven consumers are focused to make a
difference in the world.
Source: Edelman Trust Barometer 2020
I believe brands can be a powerful force for change.
I expect them to represent me and solve societal problems.
My wallet is my vote.
n.
n.robertjohnsonUnitingpeoplethroughpurpose.

10. n.
Employees yearn for greater
meaning in their work.

11. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
Nine Out of 10 Workers …
are willing to earn less
to do more meaningful
work.
80% prefer a boss who helps find meaning in work
over a 20% pay increase.
Source: Harvard Business Review; 2018

12. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
Purpose Performs
Employees thrive in companies that clearly define and
communicate how they create value in the world.
§ 63% are motivated (versus 31% at other companies),
§ 65% are passionate about their work (versus 32%), and
§ More than 90% of purpose-driven companies deliver
growth and profits at or above industry standards.
Source: Why Are We Here?, Harvard Business Review; 2020
Highly meaningful work will generate an additional
$9,078 per worker, per year.
(Harvard Business Review, 2018)

13. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
However …
Employees are feeling disconnected.
§ Only 28% feel fully connected to their company’s
purpose,
§ Only 39% can see the value they create,
§ A mere 22% think that their jobs leverage their
strengths, and
§ Only 34% think that they strongly contribute to their
company’s success.
Source: Why Are We Here?; Harvard Business Review; 2020

14. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
Lack of Passion
Source: Why Are We Here?; Harvard Business Review; 2020
More than half of those surveyed are not
even “somewhat” motivated, passionate,
or excited about their jobs.

15. n.
Connecting the dots and acting.

16. Aligning Purpose (Inside and Out)
n.
n.robertjohnsonUnitingpeoplethroughpurpose.
LOW HIGH
HIGH
Belief-Driven Consumers’
Connection to the Company’s
Purpose
Employees’ Connection to the
Company’s Purpose
Source: N. Robert Johnson LLC, 2020

17. n.
n.robertjohnsonUnitingpeoplethroughpurpose.
LOW
HIGH
HIGH
Belief-Driven Consumers’
Connection to the Company’s
Purpose
Employees’ Connection to the
Company’s Purpose
Brand Anxiety
§ Consumers love the brand but are
frustrated with consumer experience
§ Will quickly move on to another brand
§ Employees feel overwhelmed by the lack
of fulfillment in their work
§ Employees’ frustrations hurt both
consumer and employee experiences
§ Low engagement, high turnover
Source: N. Robert Johnson LLC, 2020
Stressed-Out
§ Employees’ passion for the company are
unfulfilled; doubt creeps-in
§ Hard to sustain great consumer
experiences which impacts employee
morale
§ Risk of “losing the faith” for employees;
distinctions between purpose of work
and meaningful work are strained
Emotionally Connected
§ Customer and employee experiences
are aligned, and each share a deeper
relationship with the other
§ Customers become active brand
advocates and return shoppers
§ Employees find meaning, purpose, and
fulfillment which translates in to
increased company performance
Apathy Rules
§ Both customer and employee
experiences are transactional in nature
§ Shared experience, however, it’s shared
apathy for the company

18. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
Hierarchy of Social Purpose Branding
Compete, Claim, Practice, and Discard
First: Sort initiatives
1) Front-end investments
(actively promoted brand promise to customers, employees, candidates, and
stakeholders)
2) Back-end investments
(company practices but not of value to consumers)
3) Excluded investments
(those that the company won’t pursue)
Source: Competing on Social Purpose; Harvard Business Review; 2020

19. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
Hierarchy of Social Purpose Branding
Compete, Claim, Practice, and Discard
Second: Prioritize by characterization
Source: Competing on Social Purpose; Harvard Business Review; 2020
Compete Front-end: Social purpose branding promise to compete
with, pick one
Claim Front-end: Branding attributes that flow between social issue
initiative, and external and employer brands
Practice Back-end: Important practices to communicate but not in a
way that distracts from promise and attributes
Discard Themes/statements that only complicate and/or muddle
front and back-end messages

20. n.
Illustration of Hierarchy of Purpose Branding
Dove
Source: Competing on Social Purpose; Harvard Business Review; 2020
Place Category Narratives of Branding Communications
Front-End Compete Improving girls’ self-esteem
(central to the brand’s value proposition, marketing, and competitive
positioning)
Front-End Claim Use of sustainable packaging
(communicate to consumers, employees, candidates, and stakeholders)
Back-end Practice Responsible hiring
(communicate to non-consumer stakeholders)
Excluded Discard Protection of animal rights
(not pursed by employer branding initiatives)
n.robertjohnsonUnitingpeoplethroughpurpose.

21. n.
Does your purpose unite?

22. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
N. Robert Johnson LLC is a specialized consulting practice
focused on enabling organizations to better compete for
talent in today’s consumer-driven communications world.
Our mission is to unite people through purpose as purpose-
driven employees do great things. They work harder, deliver
more, and stay longer. Uniting people through purpose
identifies and communicates an organization’s authentic
employment story.
About Us
Authenticity is the new
paradigm.

23. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
We provide strategic talent-focused communications services
across employer branding, recruitment marketing, and employee
communications platforms.
Employer brand
§ Employer brand assessment
§ Employer brand strategy
§ Employer value proposition
§ Purpose development &
alignment
§ M&A/transition employer
branding
§ Consulting assignments
Talent advertising
§ Talent messaging and creative
storytelling
§ Candidate persona and
experience mapping
§ Employee life-cycle marketing
campaigns
§ Engagement and retention
advertising campaigns
Employee voice
§ Internal communications audit
§ Employee value proposition
§ Employee engagement
§ Customer focus alignment
§ Change management
communications
§ Workforce crisis communications
In today’s consumer-driven communications
world, HR needs to “sell” to attract, engage,
hire, and retain talent.
What We Do

24. n.robertjohnsonUnitingpeoplethroughpurpose.
n.
N. Robert Johnson, APR
Managing Principal
216.410.5258
nrjohnson@nrobertjohnsonllc.com
nrobertjohnsonllc.com
Contact