This week, Ted is giving you access to the first chapter of his new book, Culture Built My Brand, so you can take a quick peek and start winning more customers.
Download NowWe don’t often think that culture and branding are connected. But Ted Vaughn – co-author of Culture Built My Brand and co-founder of Historic Agency – will show us otherwise.
In this episode, he will talk about the Marquee Culture Method, what it is, how it works, and how to put it in place in your organization. You will better understand how culture and branding are related and what you need to do to win more customers.
The Marquee Culture Method is intentional about brand and culture, shaping the messaging, and differentiating the brand value. It reveals that the most important spart of a brand is its people.
If you haven’t identified your company’s values, you need to start there. Make them actionable and differentiated (not just something like “honesty” because everyone assumes honesty). If you already have values but they are abstract, then you might want to attach two or three clear, sticky actionable items with each one.
It should be something that everyone takes responsibility for and goes across the entire organization. When you start to understand how to contribute to the brand, you’ll see a breakthrough. That starts by communication between leaders.
(02:08) Ted talks about a memorable and unique trip that he has gone on.
(05:07) Ted gives an explanation of the Marquee Culture Method.
(07:47) What are the essential elements inside this methodology?
(08:58) Layer 1: Principles – The intentional behaviors that shape culture.
(09:47) Layer 2: Architecture – The structures that support your people (HR, leaders).
(10:44) Layer 3: Rituals – The experiences that energize and align your people.
(12:30 Layer 4: Lore – The sticky stories that shape culture.
(16:39) Layer 5: Vocabulary – Creating intentional languages and words that create worlds.
(17:39) Layer 6: Artifacts – The physical manifestations of culture.
(21:25) Culture starts with principles.
(23:10) How can marketing and HR work together to function cohesively as you build a culture?
(30:38) It’s really important the older you are to become “young minded.”
(30:55) How can our listeners get in touch with Ted?
(32:12) This week’s download: Ted is giving you access to the first chapter of the book, Culture Built My Brand, so you can take a quick peek and start winning more customers.
Ted Vaughn:
Typically in an organization, you’ve got your vertical structures. So you’ve got a chief who is over a division. So you’ve got a vertical authority structure and that’s important, you need that. Brand should not be vertical, brand should be lateral. Brand should be something that everybody takes responsibility for, is an owner of, has a piece of, and brand is a lateral conversation that cuts across the entire organization. Breakthrough is horizontal not vertical.
Announcer:
Welcome to one next step, the most practical business podcast in the world, helping you get more done, grow your business and lead your team with confidence, with tips and tools you didn’t get in business school. Here are your hosts, Tricia Sciortino and Lisa Zeeveld.
Tricia Sciortino:
Welcome to the one next step guys, the practical business podcast that helps you run your business, so it stops running you. I’m Tricia. And today we’re talking about one of my favorite topics, company culture and joining us today, we have Ted Vaughn. Ted is the co-author of the fabulous book, Culture Built My Brand. He’s also the co-founder of Historic Agency, a brand strategy innovation and design partner that helps ambitious brands do more good. And I am so excited he’s joining us today on the podcast to talk about how company culture can build your brand. So let’s get started. Welcome, Ted.
Ted Vaughn:
Thank you. And Tricia, you nailed our agency’s one liner better than anybody ever has. So kudos for getting that that’s like a home run. I’m already incredibly optimistic about this podcast.
Tricia Sciortino:
Nice. I’m glad I could fulfill that need right out the gate.
Ted Vaughn:
I didn’t think it was hard, but apparently it’s a line people have stumbled over. So well done.
Tricia Sciortino:
Well, good. We’re starting off on a high. So while we’re starting off on the casual side of things, before we get started and dive into the conversation about your marquee culture or method, which I’m excited to take detailed notes myself, we’d like to just start with an icebreaker. So my one for you is, is there one memorable or unique trip or vacation or something for you in your life that stands out as monumental, unique, different or the best?
Ted Vaughn:
Yeah.
Tricia Sciortino:
What’s that?
Ted Vaughn:
So my wife and I both have lived away from our family centers and one trip about four years ago, we did an international trip and decided to bring my mom with her husband and my mother-in-law, both of whom are very strong personalities and getting to our initial destination, which was Rome, anything that could go wrong, went wrong. We book the trip with multiple record locators, if you know what that means in travel, because some were points, some were system wide upgrades, some were classic, just pay for it. So all of these people traveling together, but not really together. And when the poop hits the fan, nobody actually knows you’re a group. So we ended up having my mom and her husband going through, I think it was like Ireland to get to Rome. And then we had some going and it was just a complete, if I could cuss on this show, I would say.
Tricia Sciortino:
You can. We encourage cussing.
Ted Vaughn:
Do you really?
Tricia Sciortino:
Okay, well, I do. Just don’t tell anybody else.
Ted Vaughn:
It was a complete shit show. And I’ve never been more stressed. I got upgraded on a British Airways flight, I’m sitting in first class on British Airways, my wife and daughter did not. They let me go up to first and I’m completely stressed about how I’m going to get all these people to all these places. And they’re having to figure it out on their own. But we all ended up having dinner in Rome together and it was this incredible experience. And I could write a short story around this trip, but that trip probably will be the trip that stands out for so many different reasons.
Tricia Sciortino:
Yes. It sounds like it goes down in history. I like it.
Ted Vaughn:
I pride myself on travel efficiency. So when things are not efficient, much less, this level of sideways drama, I don’t do well. I kind of shut down.
Tricia Sciortino:
Yeah. I have pet peeves around travel, which is probably the worst area to have pet peeves around because it is so out of our control, I keep saying like, I want to open an airline company because I’m going to run one.
Ted Vaughn:
True story.
Tricia Sciortino:
Traveling never goes according to plan. It’s extremely frustrating, but I’m with you. So I usually get to my destination quite perturbed, pissed off. So I guess ending it with an awesome dinner in Rome, would bring the vibe back around.
Ted Vaughn:
That was helpful for sure.
Tricia Sciortino:
Awesome. Thanks for sharing. I love it. So let’s jump in and talk about your marquee culture method. First, can you just start off by just giving us an explanation of what it is and dive into what its core principle is, really?
Ted Vaughn:
Yeah. So the word marquee typical is seen as a permanent sign that’s physically connected to a building. And often that sign in history has been the brightest, most significant form of advertising. It communicates something about the theater, it typically matches the design, it communicates what’s happening inside. It is that prominent part of the building it’s attached to and we believe in marquee culture that your people are the same thing for your brand. The only question is whether you’re intentional about shaping that sign, or you just let it be what it is. And it’s an unintentional marquee.
Ted Vaughn:
We believe a marquee culture is a culture that is intentional about that bright shining aspect of your brand and you shape it and massage it and take care of it and are very intentional and not only intentional, but differentiate it because not every marquee, not every culture, should be the same. And I think too often, we look at culture as healthy, unhealthy, good, bad, we have HR, we don’t, it’s a very utilitarian thing, and in the process, we miss a huge opportunity to accelerate our brand value and differentiation.
Tricia Sciortino:
Wow. I love that. I didn’t really put together truly the definition of what marquee meant and then associating that with the people inside the organization, not even just the brand itself. So it is so very true that an organization or a brand is the essential grouping of the people with which it represents. So I love that.
Ted Vaughn:
And most people know that it’s never a surprise like, “Wow, I never considered that.” The question isn’t do we understand it? The question is what therefore do we do about it? And in the tradition of agency and brand, we’ve often divorced it from people. So we think about brand as all of these things and disciplines, independent of people, people, company, culture, that’s HR, that’s organizational culture, that’s leadership development, that’s executive coaching and the separation of these two disciplines, I think has led to lack of integration in places that has, in some ways, prevented brands from accelerating as fast as other brands like Southwest, like Patagonia, like Starbucks, like brands that we all know get that right.
Tricia Sciortino:
Do it well. So are there essential elements inside the methodology?
Ted Vaughn:
Yeah. We, in the book, I think our second book is going to be how to build a marquee culture, I think this will is really a book introducing the concept of why culture and brand are so intimately intertwined. I think our second book will really be about taking this to a whole new level of integration, going deep into each layer, but we unpack marquee culture as six layers, or you could say dimensions, they touch one another and work together in a systemic way. And in the book we go through and unpack those six layers. And I’ll go through all six or as many as you would like me to go through.
Tricia Sciortino:
Yeah. Maybe just list them out with a net out quick what each one represents. I think there’s great shareable information nuggets.
Ted Vaughn:
So these six layers are somewhat linear, but don’t have to be linear. So these six are not like a start here, end here, but just more, here are six layers of culture that when thought about and intentionally designed, really do result in a marquee culture.
Ted Vaughn:
Layer number one is principles. Principles are essentially the intentional behaviors that shape culture. I think often, businesses brands have values, Enron, great example of values that did nothing to shape behavior. So Enron had values of integrity and many of their senior leaders are still in prison today for financial lack of integrity. So values, I think often, become these esoteric open-ended abstract ideas that are often obvious and or so blurry, nobody knows what to do. We believe you need to have principles that shape behavior that answer the question, how should we behave in light of who we are and want to be aspirationally. So layer one principles.
Ted Vaughn:
Layer two, architecture. Architecture is simply the structures that support your people. We often will call it HR or people management. They’re the people or the leaders that spend the most time addressing the architecture of any brand or company culture. We use Frank Lloyd Wright as a great example of architecture and how we believe successful brands should embrace their internal structure and systems for people management. There should be intention of design. It shouldn’t just be good or bad, safer, unsafe. No architect ever said, well, it’s a utilitarian thing, whatever, who cares what it looks like. There’s a lot of intention behind how design happens for an architect. We believe the same thing should happen with your hiring systems, your comp systems, your supervision systems, all of those things can tie back act to your brand differentiation and value prop. It’s just a question of being intentional about it.
Ted Vaughn:
Third layer, we call rituals. Rituals are the experiences that energize and align your people. Every brand, every company, has rituals. Often, they are top down like all staff meetings or all staff scavenger hunts, or all staff whatever. Those are helpful rituals, important to be considerate about. We believe the best rituals are those bottom up organic experiences that your people do because they just so love your brand.
Ted Vaughn:
In the book, a great example, one of our favorites is a JPL NASA, essentially these rocket scientists years ago started a pumpkin carving contest, completely independent of leadership, your tax dollars are not paying for this. They get together and do pumpkin carving at a level beyond anything we could possibly understand. Rocket scientists carving pumpkins in teams, pumpkins are flying. Pumpkins are levitating. There’s all sorts of things happening with these pumpkins.
Ted Vaughn:
And again, this is not a top down, now we do the pumpkin contest, this is not what we’re dwelling in, this is them doing it. If they chose to stop doing it, it wouldn’t happen anymore. It’s completely outside the bound, but it is such a great example of a ritual that is born out of a unique group of people in a unique business or unique nonprofit. So I think that’s a great example of a ritual. And we believe if you have people who are passionate, who are the right people onboarded into the right brand, there will be rituals and things they do that you want to celebrate, you want to point to that will tell the story of your brand.
Ted Vaughn:
The fourth layer, we call lore, lore are the sticky stories that shape culture. Every brand has stories. Some are toxic and unhelpful, many are positive. We talk about Yvon Chouinard, the founder of Patagonia, his founding story and many of the things that he was passionate about and how those shape Patagonia’s culture to this day, lots of stories that circulate around Patagonia have been intentionally leveraged into their onboarding.
Ted Vaughn:
Then there are negative stories, like when I worked for a nonprofit, hired onto the executive team and was told by other executive members, “Hey, Ted, you’re just a plane right away from losing your job.” And I thought, “Well, what does mean?”
Tricia Sciortino:
That’s great story.
Ted Vaughn:
Yeah. The guy that you’re replacing was hired on a flight when the CEO sat next to him and before the plane landed, he had been hired and the person who was in the job was replaced and you’re now replacing that a person. It wasn’t a plane ride, but it was a party where I met this person and was essentially hired before the party was over.
Ted Vaughn:
So now, running through the hallways of this organization is this story that, essentially, that says the CEO is very either irrational or impatient or there’s no loyalty, the minute there’s somebody better, you’re out the door. And that says something about the company. I maybe ignorantly thought, “Oh, I think I’m going to share this with the CEO. I’m curious what he thinks about it.”
Ted Vaughn:
So ignorant Ted walks into a meeting and shares that with him and he says, “I have never heard that.” This story had been running through the hallways for five years and the CEO never heard that story. So one of the themes in lore is this, the, the more senior you are in leadership, the more unaware or, maybe delusional is the word, but the more unaware you are of the actual perception and stories and things that run around the hallways of your brand. So if you’re a leader in a large brand or a large organization, we have to figure out how to understand what the actual stories are, drag those into the daylight and address them, not let them create toxicity or create stories that are ultimately going to run the brand down. And we talk a lot in the book.
Tricia Sciortino:
Yeah. Good, bad or ugly. So I think it’s hard for those maybe negative stories, if you will, to make their way up all, nobody probably has the courage to bring that story to CEO except you Ted.
Ted Vaughn:
But that’s often because of the power dynamic, we don’t know how to build bridges across our power and actually behave and shape a culture that allows people to be honest. So they’re going to tell the negative story, because it’s interesting and funny and provocative, but they’re going to do it in a that perpetuates lack of health, lack of clarity, and allows that story to do damage.
Tricia Sciortino:
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Ted Vaughn:
Two more layers of culture. Layer number five, vocabulary. In many ways, vocabulary is simply pulling from the other layers and creating intentional language. Vocabulary would be words that create worlds. A great example of that is Netflix. If you’ve ever looked at Netflix’s 126 slide deck on their culture, or read the book by Reed Hastings, No Rules Rules, killer book. Netflix is a great example of a brand with intentional vocabulary. They have phrases like the keeper test, like not hiring brilliant jerks, talent density has been taken to a whole new level of understanding and approach within Netflix and all these phrases and words and terms create understanding, shape onboarding, shape their architecture, very intentionally. And Starbucks has the same thing, you could argue. There are a ton of terms that shape Starbucks culture and their consumer brand.
Ted Vaughn:
And then the last layer are artifacts. Artifacts are simply the physical manifestation of culture. So we look at artifacts in three categories. There are your physical environment, we’ve worked with brands that have radically shifted their physical environments in light of Zoom and technology and COVID and the future of work, which is obviously a hot topic. Many brands are taking that to all new levels, reshaping meetings, reshaping their physical environment because of this new reality or actually, old reality, but newly understood and adopted.
Ted Vaughn:
Another artifact would be engagement tools. So we work with clients that will create branded decks of cards, that will create unique sticky notes, will create things that help in their facilitations, their sprints, their workshops. And third category would be reward or recognition. Disney has employee pins that become collectors items. We at Historic do face magnets for staff who have been with us for over 18 months. We create these really cool magnets of their face, laser designed. It sounds creepy, and it is, I can show you one.
Ted Vaughn:
This is our creative director, Steve and here is what’s so awesome about these things, I come into my office and on my magnet board, or my fridge are faces of the people I work with. And that helps me remember them as people and think of them as something other than a commodity or an end to a project. So we did Legos one year, I’ve got my Lego, I’m holding a large goblet of wine, because I’m super into wine. We’ve done custom Legos for everyone. So these are, I think, ways that, again, you can, in a fun way, differentiate through little artifacts that help keep your people on brand.
Tricia Sciortino:
I love it. Thank you for running through all six of those.
Ted Vaughn:
That was a lot, are we done?
Tricia Sciortino:
And giving great example. That was a lot. Yeah, you did great. That was fabulous. At the top of your head even. Those are an amazing construction of great culture. So I’m glad we were able to run through them. It’s just a really great teaser for how I really do think everyone listening needs to go get your books so they can dive into the depths of all the six things you just mentioned.
Ted Vaughn:
And our premise is not all six need to be owned at the same level. I think what we found is pick two or three and start there. You may have values that are solid and skip principles, you may have architecture, maybe for you, it’s looking at your lore. You know there’s all this toxic stuff running around and you need to figure out how to mine for it and name it, address it and see positive new stories maybe. But the point of the book is not do all six or here’s a linear process is, there’s no cut and paste, we’ve found more and more as an agency, every brand is a unique amalgamation of context, culture, conviction, oftentimes in faith-based brands, theology, all of these things work together to shape every nonprofit brand or for-profit brand in unique ways. And this book was written to provide options, not to provide some cut and paste pathway, because it just doesn’t exist. There’s no way it could.
Tricia Sciortino:
That you have to have all six in order to be successful. Well, two part question, first I would say, I think you answered, I was going to ask you, what’s a great starting point for someone who is listening to this and feels compelled to really invest in culture for the organization. And I feel like maybe you just answered, by picking the one or two, first start by reading the book so you can get in depth clarification on them, but picking one or two and don’t try and dive into and all six of these things being integrated inside your organization at the same time.
Ted Vaughn:
If you had to pick one principles is probably the first layer, it’s why we lead off with principles. And the reason it’s so important is, if you don’t have values, you need them. If you are going to create values for your brand, make them as actionable and clear and differentiated as possible. Do not do, as Lincione says, permission to play values, where you name something so stupid, obvious that the assumption is that you had it before you named it. You don’t need to say honesty, because everybody assumes honesty until you prove otherwise. So why make that a value? Why take up.
Ted Vaughn:
And if you do have values and perhaps they’re abstract or they’re blurry, but they’re right, then do some corollary principles. We’re working with a healthcare brand right now and part of our process is to help them take their values, but then attach two to three, very clear, sticky, actionable behaviors per value.
Ted Vaughn:
So their people know what it means to actually model this value. Because if you’re on staff at this brand, you’re a leader. Doesn’t matter what your pay grade is, doesn’t matter what your role and function is, you’re a leader and how you behave matters. So without violating HR protocol, let’s make sure we’re clear on expectations of behavior that tie back to our values. That’s why Southwest typically doesn’t sustain introverts who hate to talk on mic and don’t like people because their culture is not that, it’s the opposite of that. And they’re very intentional about that. And they’re hiring training, onboarding, supervising, coaching.
Tricia Sciortino:
The right people that fit the values. Well that’s a great place to start. So I know that anybody listening who’s intrigued can start there. And I know you mentioned this, you hit on this a little earlier in our conversation, you talked about how most people perceive culture as living within HR. It’s an HR initiative and that our brand lives in marketing and that there is seemingly a disconnect between two of those things. What would you say about the reality of those two in a day to day, really becoming more cohesive and function within an organization. Any advice or tips or thought leadership in that area for listeners today who feel like there is a disconnect, we don’t think of it this way, but we should. What are your thoughts on that piece?
Ted Vaughn:
So I think often, we’ve thought about brand as something we have instead of something we are. And I think if this book does anything well, it broadens people’s understanding of brand so that they see culture and people and management and HR as a critical aspect of brand, perhaps even more critical than identity, logo, marketing strategy, messaging, product design. Brand therefore, cannot be seen as one person’s job. You can’t have a chief brand officer because brand is too comprehensive.
Ted Vaughn:
What I think is a great starting place isn’t to restructure your organization, it’s to have, typically in an organization, you’ve got your vertical structures. So you’ve got chief who is over a division. So you’ve got a vertical authority structure and that’s important, you need that. Brand should not be vertical, brand should be lateral. Brand should be something that everybody takes responsibility for, is an owner of, has a piece of, and brand is a lateral conversation that cuts across the entire organization.
Ted Vaughn:
Breakthrough is horizontal, not vertical. And when we can all begin to understand how we contribute to brand, what brand is, you can start to see breakthrough because you see integration. And I think a practical way to start is by having a conversation about brand that brings key leaders into a room, unpacks brand. We’ve got a philosophy of brand at Historic, that brand is five pillars. The first pillar is culture, second pillar, product or service. And then rest of the pillars are in the book.
Ted Vaughn:
Figure out how to assess those pillars quarterly by having the at leaders in the right room, that in and of itself can lead to breakthrough conversations about brand in ways that we didn’t have before, because we didn’t think about brand cohesively.
Tricia Sciortino:
Yeah, I love that. We’re in all virtual organization as you all know out there, we don’t have a brick and mortar, so we have been one of those organizations who have been living and breathing on Zoom for many years long before we had a pandemic and all the things going on, but we do get together as an organization quarterly and at our last meeting, which was just last month, to add commentary to what you’re saying, I got up in front of the organization and really my belief truly is that BELAY, is who we are and the message really is, for lack of sounding cheese or corny is, you are BELAY. Every person in this room, we collectively are BELAY and it’s not the other way around. We are not part of BELAY, we are the living, breathing culture out there in the world, representing the brand. And we are the brand advocate.
Tricia Sciortino:
And so that every person in the room, to my point is a Belayer because we are the cohesive brand. And so I love that and to see more companies think that way, that the people are the drivers of the brand and the culture.
Ted Vaughn:
And this book only becomes helpful, if you have that mindset to begin with. If you don’t have that mindset, then talking about lore and wait, what’s an artifact again, and blah blah … because for most brands they’re not in triage, they’re not dying of a cultural death. The interesting thing about cultural is if it’s killing you, you probably don’t know it until it’s too late. So, this book is written for people that want to be proactive about their culture by seeing its critical role in brand. And when you get that right, you have breakthrough, whether it’s breakthrough in a nonprofit, by being on mission more effectively, or it’s breakthrough in a product marketing, customer building, whatever the breakthrough looks like, this book’s written more for opportunity cost than triage.
Tricia Sciortino:
And I think that the state of employment these days really is such that the employee really wants to tie their work to great purpose and work for an organization where they have job satisfaction more and more, that is becoming important to organizational success. And we’ve seen it, I’ve seen other organizations either soar or flounder because of employee satisfaction. So I think the more we are focused on our team being connected and enjoying great culture, that they feel connected to. Organizationally, as a CEO of an organization. I see that literally hit the numbers, great satisfied employees that are in the right place, on the right seat, on the right bus, totally aligned with what you’re trying to do and live and breathe your culture, are the absolute best team members. If you can keep those people by having an organization, that’s focused on people loving what they do while they’re there for you 40 hours a week, then you’ve done great work and your organization will also see the benefits of those things.
Ted Vaughn:
Yeah. And I think to your point, there are massive shifts happening generationally that this book, without intending to speak to generation Z, if you embrace these layers and take things like your physical environment, like your lore, by allowing honesty to shine in places that you typically didn’t. If you begin to address what it means to be partners, all of us are brand ambassadors. All of these things speak very cogently to millennials and gen Z.
Tricia Sciortino:
Oh yes. They love it.
Ted Vaughn:
There’s too much of this narrative and rhetoric that is critical of millennials and gen Z. And I think it’s often just gen X and boomers hiding behind a fortress of fear that we’re growing less significant and we don’t know how to manage change. So we critique it instead of embracing the values that that generation and future generations bring. And when you throw into that, the pace of change and how rapidly things shift, it becomes really important, the older you are to be young minded and to be a life long learner, because if you’re not, it just becomes too hard to keep up and you just get critical instead of embracing what’s in there.
Tricia Sciortino:
Yes. Listen, I’m all on board with being young minded. So thank you, Ted. This has been awesome. How can our listeners connect with you? What’s a great way for them to get in touch with you?
Ted Vaughn:
We created a learning page for the book, not a learning page, but a website culturebuiltmybrand.com. We’ve got tools that are available free downloads, historicagency.com our agency. And then my personal is @TedVaughn T E D V A U G H N across all of the interwebs.
Tricia Sciortino:
Awesome. Perfect. Well, Ted, this has been an amazing conversation and actually I would love it if you wouldn’t mind hanging around a little longer after the interview to answer one more question about how some of these methods could work for a real small business or entrepreneurs just getting started.
Ted Vaughn:
Love it.
Tricia Sciortino:
Yes. Thank you. Guys, you don’t want to miss it, to hear the clip, subscribe to our email list and we will send you a link to our bonus content or visit one nextsteppodcast.com while you can find a link in our show notes. Thanks guys.
Tricia Sciortino:
I don’t know about you guys, but I really enjoyed that conversation with Ted. We at BELAY love and live and die off of our culture, but I actually learned a thing or two. So I’m looking forward to reading his book and as always, we have a one next step for you to take. And this week, Ted is giving you access to the first chapter of the book, Culture Built My Brand. So you can take a quick sneak peak and start winning more customers and aligning your brand. So until next time guys, own your journey and join us next week for more practical tips and actionable tools to advance your business one step at a time.
Lisa Zeeveld:
Next week we’ll be joined by the CEO of Best Money Moves, Ilyce Glink. She’s an expert, here me guys expert, on financial wellness programs in the workplace, and she’ll be chatting with us about how they can benefit both your team and your organization. Here’s a quick preview.
Ilyce Glink:
If you’re looking for information on how to buy a car and how to finance that car, the last thing you need is somebody telling you how to get a better credit card.
Lisa Zeeveld:
Right.
Ilyce Glink:
Those two things don’t mean anything to each other.No.It’s not going to help you do either of the things you want to do better. What we’re trying to do is provide the context for making these better decisions, and then when you are ready to look for a loan, give you a place where you can get a best in class loan offer.
Announcer:
Thanks for listening to One Next Step. Be sure to subscribe on Apple podcasts or follow us on Spotify, then join on us next time for more practical business tips and tools to help you get more done, grow your business and lead your team with confidence. For more episodes, show notes and helpful resources, visit onenextsteppodcast.com.
We don’t often think that culture and branding are connected. But Ted Vaughn – co-author of Culture Built My Brand and co-founder of Historic Agency – will show us otherwise. In this episode, he will talk about the Marquee Culture Method, what it is, how it works, and how to put it in place in your organization. You will better understand how culture and branding are related and what you need to do to win more customers.
