Beyond perceptions

Brand strategy isn’t only about shaping external market perceptions; it’s also a powerful mechanism for driving internal behavioural change, particularly among high-performing fee earners in professional service firms who are often resistant to traditional change initiatives.

A brand-led approach to change can create collective momentum and evolve behaviours holding the organisation back without the disruption and resistance typical of conventional change management programmes.

“Imposter syndrome is endemic among high-performing people.”

Why change is hard in professional service firms

Professional service firms face unique challenges when it comes to behavioural change. While most leaders understand which behaviours need to evolve to increase profitability and effectiveness, changing the habits of highly skilled, independent professionals is notoriously tricky.

Imposter syndrome: a common barrier

Imposter syndrome is endemic among high-performing people. Despite their accomplishments, many professionals worry they’ve somehow ‘snuck under the radar’ and fear that stepping outside their comfort zone could expose them as inadequate.

This creates resistance to behavioural change, even when the need is obvious. Addressing these psychological barriers requires a nuanced approach that respects human nature and works with it rather than against it.

“These statements are more than slogans—they are calls to action, deeply rooted in the organisations’ identities.”

A brand-led framework for behavioural change

In my experience working with some of the highest-performing professional service firms in the world, a brand-led approach is a transformational alternative to changing leadership behaviours.

A brand-led approach harnesses the power of narrative, stories, and ideas to articulate and identify specific necessary changes. It then utilises the collective appreciation for the brand and business strategy to engage and motivate people to act—more carrots than sticks.

To navigate this process, we use the Principia Behavioural Change Framework:

1. Define the brand ambition: establish a clear and compelling vision for the firm’s future.
2. Identify behavioural barriers: pinpoint the key behaviours preventing the firm from achieving its brand ambition.
3. Articulate behavioural themes: develop 3–5 concise, unambiguous statements that align desired behaviours with the brand strategy.
4. Align systems and incentives: ensure compensation, performance metrics, and other systems support the desired behaviours.
5. Embed through engagement: introduce these behavioural themes across the organisation using engaging formats like retreats and team workshops.

The power of clear, compelling language

The language used to describe behavioural expectations is critical. Vague or uninspiring statements fail to motivate change, while clear, challenging language can ignite action.

Consider these examples:

• McKinsey: “We have an obligation to dissent.”
• Goldman Sachs: “We have no room for those who put their personal interests ahead of the firm and its clients.”
• Ritz Carlton: “We are Ladies and Gentlemen serving Ladies and Gentlemen.”
• Apple: “We don’t settle for anything less than excellence in every group in the company.”

These statements are more than slogans—they are calls to action, deeply rooted in the organisations’ identities. Crafting similarly powerful statements requires aligning behavioural themes with the firm’s brand ambition.

“When behavioural change appears on the management agenda, turn to your CMO for inspiration.”

Case study: global at best

Consider a large global law firm keen to develop a more assertive multi-lateral approach and outlook among its client-facing professionals in geographical locations worldwide. The brand ambition was to be recognised as a unified, global firm delivering seamless solutions for complex transactions and disputes.

Using our Behavioural Change Framework, we identified the following behavioural themes:

• “Always wear a global hat.”
• “Bring the entire firm to every meeting.”
• “Be an advisor, not a reporter.”

To embed these themes, the firm redesigned its compensation system to reward cross-border collaboration and introduced storytelling sessions, during which partners shared success stories demonstrating these behaviours.

Within two years, the firm reported a 25% increase in multi-office engagements within its key-client programme.

Bringing behavioural change to life

Embedding brand-led behavioural themes requires a multi-faceted approach:

• Partner retreats: leadership retreats are ideal opportunities to introduce behavioural themes and connect them to the firm’s strategy.
• Practice group sessions: engage smaller teams in focused discussions about how the behaviours align with their day-to-day work.
• Storytelling and recognition: share success stories highlighting desired behaviours and visibly recognising individuals who exemplify them.

“Brand-led behavioural change isn’t about adding another hurdle but enabling leaders to achieve their best.”

Actionable steps for your firm

To start implementing brand-led behavioural change:

1. Identify 3–5 key behaviours: pinpoint those that will bridge the gap between current practices and brand ambition.
2. Craft compelling statements: use clear, inspiring language to articulate these behaviours.
3. Align systems: ensure compensation, evaluation, and other systems support the desired behaviours.
4. Engage leaders: introduce behavioural themes at retreats and team meetings.
5. Measure and refine: use feedback to adjust and improve.

Conclusion: CMOs can lead the change

When behavioural change appears on the management agenda, turn to your CMO for inspiration. By leveraging the firm’s brand strategy, they can lead a change programme that aligns behaviours with business objectives and engages hearts and minds.

Brand-led behavioural change isn’t about adding another hurdle but enabling leaders to achieve their best. With the right framework, compelling language, and thoughtful rollout, firms can inspire meaningful, lasting change.