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The Evolvement of Supplements Industry featuring April Siler, 8Greens

Gooder Podcast featuring April Siler

“The pandemic was everybody’s chief digital officer accelerant.”– April Siler 

This week on the Gooder Podcast I had the pleasure of talking with April Siler, the CEO at 8Greens. We discuss the history of 8Greens and how their product first entered into consumer’s visibility. We also learn about the trends that have come up in the supplements industry, accelerated due to the pandemic. Along the way, we learn the story of an experienced brand builder who incorporates the lessons that she learned as a professional athlete into the corporate world and running a business. 

In this episode we learn: 

  • The legacy of 8Greens and the taste innovation of their first product. 
  • How the supplements industry has shifted and been impacted by the pandemic. 
  • How, as a supplement brand, 8Greens leveraged an alt-channel strategy on the front end of the beauty supplement trend to become a dominant player in this growing consumer category. 
  • About April’s emphasis on diversity, inclusion, and the importance of creating a collaborative culture.
  • How marketing and creative experience in a CEO role produces a different organizational growth mindset than that of a traditional MBA approach.
  • The advice she finds herself consistently giving Gen Z mentees.
Gooder Podcast

The Evolvement of Supplements Industry featuring April Siler, 8Greens

About April Siler: 

April Siler, the CEO of 8Greens, is a globally experienced brand builder specializing in driving health and wellness innovation. 8Greens, a digitally native brand, is experiencing triple digit growth by delivering exactly what consumers are seeking in this moment, an easy and convenient way to build immunity and boost overall health. 

Prior to joining 8Greens April was the Senior Vice President of Marketing and Global Development for Califia Farms. During Califia’s most intensive 3-year growth period April spearheaded all USA marketing in addition to executing all operational aspects of the brand’s internationalization. April previously led marketing and sales at The Chia Co. From the brand’s creative inception through to development of a world first innovation – Chia Pod, where April partnered with world champion surfer Kelly Slater for brand communications. 

April also led marketing initiatives for Australia’s largest food and beverage packaging manufacturer, Visy, a $6.7bn privately held company. At Visy, she developed packaging innovation for the top ten accounts — including Coca-Cola, PepsiCo, Fosters, Diageo — and developed the company’s consumer insights platform. 

April has a Bachelor of Commerce, majoring in Marketing and Economics, from Monash University in Melbourne. April played professional basketball in Australia and Europe, rowed for Melbourne University Boat Club and has a passion for nutritious foods. 

Guests Social Media Links: 



Website: ; 

Show Resources: 

At Califia Farms, we’re all about creating delicious, plant-powered foods with natural ingredients. Because we believe the world needs a healthier food system. 

8Greens is an effervescent dietary supplement tablet, packed with enough superfoods to give your healthy diet a green boost. 

The Chia Co  are the largest producers of Chia seed in the world. Founder and CEO John Foss, discovered the benefits of Chia while researching natural solutions to modern diet related diseases such as obesity, diabetes and high cholesterol., Inc. is an American multinational technology company based in Seattle, Washington, which focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence. 

A dot-com company, or simply a dot-com, is a company that does most of its business on the Internet, usually through a website on the World Wide Web that uses the popular top-level domain “.com”.  

Nordstrom, Inc. is an American luxury department store chain. Founded in 1901 by John W. Nordstrom and Carl F. Wallin, it originated as a shoe store and evolved into a full-line retailer with departments for clothing, footwear, handbags, jewelry, accessories, cosmetics, and fragrances. is a leading luxury beauty retailer offering the best cosmetics, skincare, makeup, perfume, hair, and bath and body.  

Goop is a wellness and lifestyle brand and company founded by actress Gwyneth Paltrow. Launched in September 2008, Goop started out as a weekly e-mail newsletter providing new-age advice, such as “police your thoughts” and “eliminate white foods”, and the slogan “Nourish the Inner Aspect.”  

Target Corporation is an American retail corporation. The eighth-largest retailer in the United States, it is a component of the S&P 500 Index. Its largest competitors, Walmart and, are the first and second-largest retailers, respectively.  

Slack is a proprietary business communication platform developed by American software company Slack Technologies. Slack offers many IRC-style features, including persistent chat rooms organized by topic, private groups, and direct messaging 

Bluestone Lane is an Australian cafe lifestyle in New York, Los Angeles, San Francisco, D.C., Pennsylvania, New Jersey, Massachusetts and Toronto. 

Rosé Water is a refreshing combination of pure, sparkling water blended with dry rosé wine, produced in the heart of Bordeaux, France. Based in Wilmington, North Carolina. Produced by Boutique Beverage Company, LLC. 

SodaStream International Ltd. is an Israel-based manufacturing company best known as the maker of the consumer home carbonation product of the same name. The soda machine, like a soda syphon, carbonates water by adding carbon dioxide from a pressurized cylinder to create soda water to drink.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

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White Paper: DTC for CPG Brands

Why it’s time to use DTC to establish a first-party data strategy to increase your CPG Brands brand’s relevance.

Learn why food, beverage, and wellness brands are rethinking their DTC strategies to include consumer insights. As CPG Businesses have come to DTC marketing’s new frontier many leaders are looking to answer critical questions about their brand’s medium and long term viability. Key business areas of concern include:

  • Lost brand relevance due to marketplace disruption
  • Competitive pricing strategies vs. brand value
  • When the DTC bubble will burst in the new normal brought about by Covid-19

By switching to a brand-driven first-party data strategy, better-for-you brand owners are future-proofing their business and retooling for growth.

Download this white paper to learn how to:

  • Identify entrepreneurial cognitive bias and develop strategies to break out
  • Reduce reliance on pantry stocking and plan for two-way relationships with consumers
  • Reduce the risk of commoditization by leveraging first-party data to elevate brand purpose

Get this exclusive report brought to you by Retail Voodoo, the branding firm that has helped KIND, Essentia, LesserEvil, Wedderspoon, PCC Natural Markets, REI, and Starbucks build brand-driven strategies that create meaningful, sustained growth.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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How to Navigate Brand Change, When Your Sales or Operations Team Dominate the Conversation

Some of the organizations we work with are veritable marketing machines, built on the strategic thinking and specialized discipline that drive modern better-for-you brands.

Others are operations- or sales-centric, focused on chasing opportunity and ROI. Not that there’s anything wrong with either, of course. But in ops- or sales-driven corporate cultures, marketing takes a backseat, which means that the brand and the consumer often do, too.

If you’re a marketing leader with one of those companies, you and your team likely feel like order-takers, consigned to producing yet another sales brochure or tradeshow booth. You may lack the influence to pursue a comprehensive brand strategy. And your management peers probably don’t value the thinking you bring to the table (if you’re at the table at all).

When Brands Lack Marketing Discipline

In our experience, it’s easy to spot BFY brands that don’t place what we consider the proper amount of emphasis on marketing. Some of these companies were founded by process-minded entrepreneurs who thrive on the challenge of making a product, without worrying about how to build an audience around it. Some brands start out with a focus on building a wholesale business and are unconcerned about the end consumer. Organizationally, some companies bolt marketing onto another department, like HR and communications. Some brands are led by “numbers people” who don’t bother with “soft” disciplines like marketing.

In organizations where so much of the business rests upon sales or operations, the marketing team just produces what sales team needs. Rather than working as strategic partners, marketers are stuck in reaction mode: strategically underutilized, demoralized, and overtasked with chores that don’t move the needle.

But then, something in the business changes. A wholesale-only brand shifts to a consumer model or launches a companion consumer brand, or a company starts selling direct-to-consumers. These shifts require a strategic marketing approach, and if management doesn’t understand or value marketing, the battle to build a consumer audience is long and uphill.

If marketing doesn’t have a seat at the table when the business climate pivots, there’s a risk that the brand goes “rogue,” speaking in different ways about different things to different audiences. The brand loses internal and external relevance. Sales stagnate and growth is stymied. There’s a significant loss of potential, and the brand won’t fulfill its destiny.

How Marketing Leaders Can Gain Influence

If you’re a marketing executive in a company that doesn’t emphasize the discipline, or if your organization is facing a shift that makes your work more important and visible then it’s previously been, we can offer several suggestions for how you can gain influence.

First, start with the end in mind, instead of only the next step. So, for example, if you’re working toward a financial target, look at that, not at what your first sale will be. If you need to build an audience, do the research to identify and understand that audience. If you’re starting a consumer marketing strategy, look at what we call the Brand Ecosystem (seven essential communication platforms) as a whole, not just one tactic; like building a social media campaign.

Second, consolidate opportunistic and strategic needs as much as you can. If the sales manager asks for a new section of the website to communicate to a key retail account, can you also deploy resources to build out the consumer side? Can you use project requests as opportunities to do broader research? This approach to building influence and understanding of marketing involves “Yes, and …” conversations. Rather than declining a project request from the sales team, say, “Yes we can help you, and of the five things you’re asking for, here are two key projects that best mesh with our brand strategy.”

Develop the art of reflective listening. This tactic has proven highly effective whenever we encounter client organizations that distrust or devalue marketing. We teach our partners to use internal stakeholders’ own language when they talk about marketing solutions. When we gather all the client’s department heads, we model how the marketing leader can communicate to her peers in a way that makes them feel heard.

Wrap your conversations with other business leaders in strategic language. Always be talking about how and what other departments are doing and how they fit into the brand strategy. Gaining influence in an organization is like parenting a small child — you have to fold each interaction into a larger goal. Acknowledge their needs and start to bend their requests to your larger objectives. The more they feel you’re an ally and the more you use their input, the more they’ll feel like they’re being heard. Give them guidance on strategic thinking without cluing them into the lesson.

Enroll a small number of key people in strategy conversations. Enlist influencers within the corporate culture to advance your brand initiatives instead of hosting an “all-hands” meeting where egos will take over and the group is harder to corral.

It’s an eternal struggle for marketers to prove ROI on their work, but to the extent that you can, try to quantify your team’s impact. Beginning every project by setting goals and metrics that will define success is essential, especially as you’re building influence. At the end of programs or campaigns, recap goals and planning conversations so that you can point to outcomes. You’ll further advance your cause if you admit when you’re wrong and an initiative didn’t perform as you’d expected.

Finally, enlist your entire team in building a reputation for marketing in your organization. Set your own private agenda for every meeting with internal clients and stakeholders to make sure they feel heard and supported. Advancing the cause of marketing is all about managing up and around you.

If you’re seeking an outside partner who can advance your marketing agenda and spark growth for your brand, we’re here to help. Just drop us a line.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Engaging Your Brand’s Best Asset: Your Passionate Employees

Remember what it was like, back in the day, when you were energized by your job, passionate about changing the world, and committed to work that had a higher meaning for you?

And here you are now in a leadership role, running a better-for-you brand, perhaps one you launched.

Your brand’s success and your company’s legacy depend on having employees who are just as energized, passionate, and committed as you were when you started.

Are they? Are you, still?

Employee Engagement Is the Heart of a Solid Brand

Employee engagement is the heart of today’s most beloved brands. These category leaders aren’t just about selling product; they’re a movement, a conversation with their followers about working together to improve the world. And that conversation, a human one, needs to start with your employees. A brand’s purpose is an inside-out activity, originating with a passionate internal team charged with converting external customers.

In fact, this idea of surrounding your business with die-hard fans, both inside and outside, reflects one of Retail Voodoo’s core philosophies: True believers only.

As brands have changed, becoming standard-bearers for sustainability, compassion, community, quality, transparency — work has changed, too. Today, people no longer look to their job for just a paycheck. It’s part of their personal identity. And they want to be able to connect deeply with the company and share it with other people in their lives.

When you build a business where everyone who touches it buys in, it has huge potential to be a values-driven, disruptive play in your market. You’ll create a brand that always wins and owns an unfair share of the market because so many people are enthusiastic about it.

Help Employees Buy Into Your Mission

A purpose-driven brand will naturally attract talented employees. But it takes effort and nurturing to keep employees engaged. Leaders need to demonstrate that they care for their employees, value their contributions, appreciate their dedication. They’ll see your passion — or lack thereof — and model it.

You need to supply them with tools to stay engaged, and those tools have to be relevant and productive. Workshops and taskforces will backfire if they appear to just be busywork.

Nike — in the news lately because of its issue-driven campaign with Colin Kaepernick — is a great case study on employee engagement. Several years ago, Nike leadership came to us for help understanding why the brand’s front-line retail workers didn’t bleed Nike like corporate employees did. These part-time, hourly workers, typically teens and twentysomethings, worked at Nike stores on their way to somewhere else. Could Nike generate the same fervor in them?

As we worked to build engagement, we identified a major stumbling block: Nike’s 200-page employee handbook. No surprise, retail workers had neither the time nor the interest to digest all that corporate information. So we developed a boiled-down guide for retail staffers that defined what the brand stands for, how the products fulfill its promise, and how to explain that to shoppers.

That brief employee guide proved so successful that Nike’s HR team rolled it out throughout the organization.

5 Keys to Inspiring an Engaged Workforce

1) Keep it simple. See the Nike example above. Your purpose, mission, and vision should be so ingrained in your organization’s DNA that people just feel it. No encyclopedic handbook required.

2) Involve top leadership. Employees should see leaders materially and emotionally participating in the brand’s quest.

3) Stand for something beyond the product. People hunger for meaning in their work. Successful brands do more than sell stuff; they advance a larger mission. Generating passionate fans means you’ll sometimes earn your share of haters, too. Your leadership team may need to go out on a limb to advocate for your mission. Employees will respect that you can take a punch.

4) Be open to discussion. Leaders at every level of the organization should invite questions and contrary points of view. Listen and engage, and have a plan to channel this input in productive ways.

5) Know what your brand promises and how it keeps those promise. Enroll all your people in understanding and shaping the way the brand behaves in the real world and interacts with real customers. Give them ownership to do what they need to do in order to deliver, particularly front-line employees.

If you think the key to keeping employees happy involves ping pong tables or free donuts, think again. You have to give them reasons to believe. Not just on their first day, but every day.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Change is Hard. These Seven Tactics Make it Easier to Manage

“Things change.” “Change is good.” “Be the change you want to see in the world.”

Platitudes about change abound, but here’s one thing you won’t see on a motivational poster backed by a scenic mountain photo: Change is hard.

It’s supposed to be. Change is risky, scary, inconvenient, messy. And we see it all, up close. Food and wellness brands come to us when they’re on the brink of change or in the thick of it — change that they haven’t anticipated and don’t necessarily want, often brought on by rapidly shifting consumer preferences and a turbulent retail landscape.

The changes we facilitate tend to be monumental — not a packaging tweak but a holistic repositioning or refocused brand strategy. And sometimes they’re painful, as we discovered when one of our recent clients came to us because they were floundering after a rebrand/renaming. Based on our consumer data that showed that customers still knew the brand by its original name, we recommended that the company return to that name. It was a real leadership moment: The CEO had to step up, own the mistake, and be the bright light shining through the chaos.

So let’s say you’re the wolf: You’ve been tasked with instigating or managing a seismic shift in your organization. Maybe there’s been a management shakeup, or the CEO may be looking to sell. Maybe you once led the category but you haven’t kept up with consumers’ wants and whims and you’ve lost share. Maybe a new competitor is chewing up the category. Whatever’s sparking the change, you’re expected to guide the team through it.

Take a deep breath and ready yourself with these tactics we’ve gathered from helping our clients deal with change wisely and well:

1. Acknowledge the fear. Understand the psychology of what you’re about to do and don’t dismiss your team’s fears. If change is challenging for you, it’s likely more so for others in the organization, who feel powerless and worry that their comfortable routines will be turned upside-down. Listen and share frequently and strategically; gather input and buy-in along the way. But don’t unveil the finished work until it’s ready for prime time.

2. Expect resistance. From all quarters: long-term employees who are happy with how things have been done forever, finance & operations people who are charged with getting results, marketing staffers who know the biggest impact will be on their department. Know that the sales team will be early and vocal objectors — they’ve been successfully selling the product for years, and they’ll object to changing their pitch. But they’ll also be the fastest adopters once they “get” the vision.

3. Start with strategy. A strong strategic foundation — one that addresses consumer trends, acknowledges market realities, and drives business growth — gives the team confidence and common ground. Strategy becomes a toolbox that guides everyone — from the CEO to the front desk receptionist — on how to behave in their role to contribute to the brand’s success.

4. Enlist advocates. Creating a solid group of key stakeholders at the outset gives you an internal leadership team that co-authors the brand and becomes your ally when it comes time to strategically leak news. Encourage your advocates to share their personal experiences as insiders involved in the process along with information about how the project is unfolding and what’s to come.

5. But know that not everyone will get on board. In fact, we request that HR management is part of any rebranding or repositioning project we’re involved with because there’s always a training/coaching component to change. And staffers who resist and fight their way through the strategy development process may need to be asked to leave before they poison the well. Ask your HR partner for help identifying potential resisters and getting them on track or out the door.

6. Make it feel special. Tap your internal advocates to help build a sense that the change represents an opportunity to further a brand they’re passionate about. Connect this initiative to the brand’s greater purpose. Celebrate milestones and create momentum to fuel excitement.

7. Use language to gain buy-in. Reality exists in language. Having the brand strategy and talking points that answer questions will be key to calming your team’s nerves. We use language to teach the teams we work with how to describe their products and why they exist in the world. This is especially crucial for the sales team: Unless they buy in, they’ll never be able to make a presentation about the product.

Change can be humbling — it means admitting that what you’ve been doing isn’t working anymore, that your competitors are moving faster than you are. Or that you’re just flat-out wrong. That’s a real test for company leaders.

Done well, change can be a catalyst not for fear and internal squabbling, but for collaboration, growth, and rededication to the cause. The objective is not comfortable complacency, but transformational business success. On the other side awaits greater clarity, sharpened vision, and teams that are aligned with the vision and confident in moving forward.

Change ain’t easy. That’s why it’s essential. And when you’re ready, we’re here to help.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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The Recipe Disney, Whole Foods & Adidas Use to Transform Employees into Brand Ambassadors

Good employees are hard to find. It’s an adage that seems to prove true with every generation. But as with all generalizations, there are caveats. As employers, we need to be aware of the influences that contribute to the success and failure of an employee.

In today’s economy, simply offering a job and paycheck isn’t going to cut it. “Golden handcuffs” (as we like to call them) aren’t what every person is interested in. Your brand must offer something else to create a truly loyal community of employees.

So many brands struggle to gain buy-in from their employees. Either they don’t care about your brand or they don’t understand it. If even your own employees don’t love your brand, surely customers don’t have reason to. In order to grow and retain an engaged employee fanbase, your brand will have to do some work internally.

In this piece, we answer the following common questions:

  • How do you make your employees your biggest brand advocates?
  • How do you use your brand to attract top talent?
  • What companies manage and retain employees well?
  • What are the key ingredients to keeping employees happy and engaged?

Let’s start at the beginning. If you have no vision, you have no future.

Everyone has a vision for their life. Or better said, everyone has a vision for some parts of their life. Some ideas are smaller than others, but a vision nonetheless. Employment is one part of that vision.

It starts very young. We are asked as children, “What do you want to be when you grow up?” We play sports, we join clubs, and we take on hobbies. And then one day, we are launched into adulthood and we try to keep our passion going. We align ourselves with brands and companies who either share our passions or at least foster them. And naturally, we envision ourselves working for the brands we love and know.

Given the choice, no one wants to work for a company that only wants to increase revenue. Everyone wants to be part of something bigger. We can look to Whole Foods, Adidas, and Disney as stellar examples of brands whose fan base includes employees. These brands know how to recruit, motivate, and inspire customers. And who else would be more qualified for the job than someone who’s already a customer?

A Sprinkle of Mission & Vision

Now, I’d like to introduce you to the BHAG. Originally outlined by James Collins and Jerry Porras in “Built to Last: Successful Habits of Visionary Companies,” BHAG is short for “Big Hairy Audacious Goal.” Essentially, it’s a long-term goal that changes the very nature of a business’ existence. At Retail Voodoo, we use this term and point-of-view frequently when starting the brand strategy process. In fact, every company starts with a BHAG – it just gets lost in the P&Ls, M&As, and desire for the bonus at the end of the tunnel. But when a company and brand adheres to that BHAG in every aspect of their business, that’s when the magic happens.

Often, a company’s vision is expressed in their mission statement. Let’s look a couple of examples:

  1. Applegate: Changing the meat we eat.
  2. Patagonia: Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.
  3. Starbucks: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.
  4. Walmart: We save people money so they can live better.
  5. REI: A national outdoor retail co-op dedicated to inspiring, educating and outfitting its members and the community for a lifetime of outdoor adventure and stewardship.

We know these BHAGs work because they adhere to the building blocks of a mission statement.

A quality mission statement should:

  • Include a goal that is an action
  • Avoid sentiment
  • Be specific and quantifiable
  • Change lives (stands for something other than simply selling a product or service).

If your mission statement can’t be easily memorized or is so full of “corporate speak” people can’t tell what company you’re talking about – you’ve got it wrong. Go back to the drawing board.

And if you need an example of a failing mission statement, look no further than Kroger: “Our mission is to be a leader in the distribution and merchandising of food, pharmacy, health and personal care items, seasonal merchandise, and related products and services.” It leaves you completely uninspired and speaks nothing of value to the customer, community, or soul of the business.

With a solid strategy-based mission statement, it becomes much easier to translate your operations and speak to your employees. Your mission distills your brand strategy into a simple bite-sized boundary that your employees can now easily buy into.

A Dash of Leadership

Leadership starts at the top and is visible all the way down to the frontline employees. Oftentimes, leaders like to see themselves as the smartest people in the room or smartest in their industry or the smartest at, well, everything. That’s not a good sign. If you rely on a few key people to be the smartest and best in your organization, you create a bottleneck.

Leadership should be more like coaching. Think of sports teams. That coach, being a good leader, knows they are there to inspire and groom members of the team. They are not out calling the plays or overseeing the medical staff – they inspire and grow another team of leaders who then go on to inspire each other and so forth.

Since they’re busy coaching and know how to coach well, they hire people they can trust to do the other work they might not have the time or experience to do. They know what they know and more importantly, they know what they don’t know. They hire people that best fill the gaps in their knowledge base. Good coaches encourage teams to work together and identify, nurture, and mentor future leaders.

Howard Schultz’s humble beginnings and his father’s experience with crappy employer/employee relations lead to the Starbucks BHAG. Schultz shares his passion so frequently that his employees own it, rally around it, and live it out through leadership that is almost unparalleled in any other employer with such a sizable minimum-wage force. Employees live the Starbucks vision at a corporate level all the way to the frontline barista making your grande latte with that triple shot of sugar-free vanilla syrup.

A Cup of Nurture & Care

If a company cares for its employees, the employees will care for the company. For sure. However, most companies translate a foosball table, an endless supply of snacks, and some health benefits as the ways to care for employees. And they are, but these items are table stakes. Let’s look at what Starbucks recently did after the natural disasters in Texas and Florida. Inc.’s Wanda Thibodeaux covers the situation well. After the storm, a total of 1,100 Starbucks stores were forced to close and approximately 15,600 workers and their families were impacted by the storms. In response, Starbucks offered catastrophic pay to employees who couldn’t work because of the storms and offered grants for additional aid to employees for rebuilding their lives. What a relief to these families, most of them frontline employees. Here Starbucks lives by their mission of nurturing the human spirit, and in this case, those humans are employees. Not all companies can afford this sort of support. That is not the point. The goal is to find a way that your company can take care of its employees that is a direct expression of your brand.

A Tablespoon of Career Paths

As most employees are on a personal career journey, brands should offer career paths that provide growth opportunities. Small companies have different career path opportunities than larger, more layered and divisional companies. Either way, be prepared for that conversation and even market the possibilities, like General Mills and Costco do. If you are smaller, it’s OK to have one person in a role. Leadership can still identify responsibilities that can be transferred to that role as the person grows. Knowing what a potential career path looks like, and then mentoring those employees is a very important part of employee happiness. Which brings us to our next ingredient.

A Teaspoon of Learning, Testing & Mentoring

The more you encourage employees to participate in shaping and implementing your brand experience, the more your employees will want to commit to the success of your brand. Career paths are great to have, but unless you have opportunities for learning and a pointed direction, the promise for advancement will fall flat.

At Retail Voodoo, we call it “Jedi Training.” It’s a little corny, yes, but Star Wars fans get the connection. We have the teacher and the student, and both know their roles. We tell all prospective employees during the interview process that our firm is a learning environment. And it needs to be one because we promise our clients that we will change the trajectory of their business (rather than just make cool stuff). Then we provide all employees with a set of books to read as part of their onboarding process. It helps level set and allows learning from the same sources as the rest of the team. Then, during quarterly reviews, we review their learning along with their performance, to make sure they continue to grow and push outside of their comfort zone. Our goal is for them to be empowered and stay with us. But if they do leave, they will be much smarter, better, and faster than when they came in. If for whatever reason they aren’t, then we have not done our job as employers who embody their brand.

You’re probably thinking, “I don’t have time for that.” We suggest you find the time. Employee turnover is a very expensive and labor-inducing process. Develop a plan around your brand strategy and mission and then spread the training and mentoring responsibility around to others on the team for added strength.

Those that embrace coaching will stay and become an indispensable, passionate part of the company. And those that aren’t coachable will leave. In the end, it will give you an opportunity to find a better fit. If your employees are coachable, that’s a great indicator of success and potential. Show them that you’re willing to invest time and energy into them, and they’ll do the same for your brand.

A Pinch of Empowerment

Empowerment is a strange beast. The dictionary defines empowerment as “authority or power given to someone to do something, or the process of becoming strong and more confident, especially in controlling one’s life and claiming one’s rights.”

In business, empowerment means that you, the leadership, hand over some responsibilities and decision-making powers to others in the company. It can also mean brands allow employees to be ambassadors out in the world on their behalf.

For brands that aren’t dialed into this thinking, there is typically a lot of middle management to wrangle and dictate the bulk of the employee actions on some of the most trivial issues. Leadership should only be involved in issues that cannot be resolved or are simply too challenging to tackle. The more successful a brand, the more those decisions should be parsed out using the mission as the guiding force and benchmark. The more empowered the company, the more powerful the brand.

Let’s look at Patagonia. Love them or hate them, you know exactly what they stand for. And so do their employees. Patagonia’s approach to empowerment extends so far beyond the boundary of retail that it’s sometimes hard to know where the brand ends.

Many brands approach this direction by trying to figure out how to fix what’s broken when instead they should leverage the strength of those key employees that personify the brand’s ethos and mission — And use their dedication and commitment as fuel to grow an employee base that can help solve those problems beforehand. The simplest approach is allowing your employees to make decisions in the best interest of the customer.

A Pint of Recognition

This is a tricky ingredient. Without a definition of what recognition means in your company, employees will rely on weekly meetings, daily attaboys or the oft-dreaded annual review. This isn’t very effective in growing long-term, passionate employees.

We helped to developed key employee rewards programs at REI to leverage their mission in a meaningful way outside of compensation. Our research showed that outside of the outdoors themselves, REI employees valued quality gear and time off to be in the outdoors. We helped REI define and market their President’s Award to give gear and paid time off to employees who significantly contributed to upholding the brand’s mission. REI also introduced another more elite annual award for managers and corporate employees who best channeled the spirit of founder, Lloyd Anderson.

A Cup of Co-Authoring 

The culmination of all the above ingredients is co-authorship. If your brand already has many of the above ingredients above, this is the cherry on your employee engagement sundae. Congratulations! If your employees are feeling the love from all your efforts, they now get to participate in “spreading the gospel.”

The expectancy theory says that people are motivated by how much they want a certain outcome and the chance they have of achieving it.

We look to Patagonia again as an example of a brand that thrives by encouraging employees to co-author the brand’s mission. It’s very much an activist company. They encourage employees to become involved in environmental campaigns and to give back to the community. They provide grants and support to employees pursuing the betterment of nature and humankind. This empowers employees to participate in shaping an organization that allows them to afford their values by bringing them into the workplace.

Combine All Ingredients to Create Powerful Culture

When you blend all of these ingredients together, you can see we’re really talking about company culture. Knowing what your company stands for will help your employees enroll in your brand and a clear vision will help better identify right-fit candidates. But the key to participation isn’t simply the employees, it’s a leadership-inspired, branded employee culture, which becomes a self-feeding machine. It all starts with your brand vision.

So, next time you ask yourself how to inspire employees, start with your brand. The ingredients above are the recipe you need for success.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

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