EMPOWER issue 13 'Activism 2.0' July 2021
Exploring the theme of the second wave of activism, Activism 2.0, in this latest issue of Marketing Society publication, Empower.
Issue 13, July 2021 Activism 2.0
#metoo, #timesup, #BLM, climate change... people are calling out injustices and abuses of power faster than ever. So like it or not, the world is changing and some organisations are at risk of being left behind. This issue: our writers explore superficial brand commitments, disability inclusion and human truths, standing out, challenging the boardroom, how brands can regenerate society, ego and activism within the marketing industry, and more.
Michael Piggott, Editor
STRATEGY
Trevor Robinson OBE, Founder of Quiet Storm, reflects on the new wave and warns that brands shouldn’t be scared of the consequences that come from standing up for something
(3 MINS)
INCLUSION
Marianne Waite, Director of Inclusive Design at Interbrand, says disability inclusion is not about doing the right thing, but about understanding human truths
(4 MINS)
AUTHENTICITY
From Adidas to Oreos, CEO of The Social Element, Tamara Littleton, looks at brands today that are taking a stand on the big societal issues that define our age
(4 MINS)
CREATIVITY
It's not easy for humans, but brands must be prepared to stand out, says Kevin Chesters, Co-Founder at Harbour Collective and Co-Author of The Creative Nudge
(4 MINS)
LEADERSHIP
Alex Barker leads Be More Pirate, a social movement that supports people and organisations to challenge the status quo. Here she says those best to hold brands to account are their own people
(3 MINS)
CHANGE
Author and LinkedIn Top Voice 2020, Amy Kean, says to the marketing industry: if you want change, change things, without fanfare or fireworks
(3 MINS)
PEOPLE
Lauren Kelly, CMO at ThoughtExchange, reminds us activists aren't brands, they're people - and it's people that create movements
(4 MINS)
REGENERATION
Brand Consultant and one of ‘The Dots 100 rising stars inspiring change and transforming the industry 2020', Amy Dick, says this new wave demands brands help regenerate society
(3 MINS)
Second wave of activism
Trevor Robinson OBE, Founder and Executive Creative Director of Quiet Storm, reflects on the next wave of activism and warns that brands shouldn’t be scared of the consequences that come from standing up for something
SECOND WAVE OF ACTIVISM
Trevor Robinson OBE, Founder and Executive Creative Director of Quiet Storm, reflects on the next wave of activism and warns that brands shouldn’t be scared of the consequences that come from standing up for something
If the injustices you see in the world don’t anger you, you’re unlikely to take a stand against them
Anger can be the best motivator and those who allow it to be a positive, driving force are often great leaders, like Marcus Rashford, who shamed the government into giving free school meals to over 1.5m children from low-income families; Raheem Sterling, who walked off the pitch because of racial abuse; and Antoine Griezmann who called out UEFA for not supporting LGBTQ+ rights.
Last summer, in the wake of George Floyd’s murder and the rise of BLM, I channeled my anger into launching Create Not Hate, an initiative aimed to help young people underrepresented in the creative industry unlock their potential - in turn increasing diversity in advertising - and addressing social issues they live with every day.
Create Not Hate is an ongoing programme providing mentorship from creative and advertising industry leaders, along with creating campaigns and will, ultimately, create a gateway for the young talent into a career in the industry. When Quiet Storm launched Create Not Hate at the height of BLM activity last summer, we were approached by lots of brands and businesses wanting to help and contribute. Some have continued to live up to their commitments, but others have now gone silent, in a sign that the momentum is at risk of fading.
Brands should be reminded that making superficial commitments or hiding behind purposeful promises is far from the easy way out. In fact, it can put the entire business at risk. BrewDog’s toxic culture crisis is not mitigated by its one ‘good deed’ of being sustainable. Brand posturing when it comes to activism won’t cut it either, as Pepsi discovered after its disastrous campaign featuring Kendall Jenner attempting to unify police officers and social justice protesters. When Colin Kaepernick famously took the knee in 2016 in protest against racial inequality during the American national anthem, a major brand had the guts to show him support and, by doing so, helped drive a movement. Nike stood by Kaepernick and it is a brand that has consistently spoken out to support equality and diversity.
Yes, the lack of diversity at a senior level at Nike has subsequently been called out. But that should not put off other brands from supporting social causes. In the current era, every company is expected to get their house in order when it comes to diversity and inclusion, regardless of whether they take a stand on social issues or not.
Nike advert featuring Colin Kaepernick
Clearly, supporting activism must go deeper than a marketing plan.
Companies like John Lewis and the Co-op have innovated with their business models giving employees part-ownership. Ben & Jerry’s has social justice at the very core of its operations, and brands like Patagonia and Oatly are dedicated to pushing sustainability into the mainstream.
Recently, a marketer told me he wanted his brand to take a stance on social issues, but he was concerned about a potential backlash,
despite the company having a strong ethos and a diverse workforce. So many brands are caught between wanting to support activism and a fear of rocking the boat. They feel they are not doing enough in this space and worry that speaking out opens them up to scrutiny and accusations of hypocrisy. Even when the motivation to support activism is genuine, businesses often dissect, analyze and dilute their approach to the point where it no longer has meaning or any real world impact. By operating out of this kind of fear, businesses risk becoming irrelevant and out of touch with what is going on in our culture and society.
Of course, brands should pay attention to cancel culture, but the fact that people can now make their voice heard should be a source of inspiration. There are so many ways for businesses and brands to empower those voices and advance and strengthen communities as a result.
Brands and businesses must stop waiting around for outside pressures to force them to do their bit, the time is always right to act on your better instincts.
More than a moment: why temporary activism will not achieve inclusion
Marianne Waite, Director of Inclusive Design at Interbrand, argues that disability inclusion is not about doing the right thing, but about understanding human truths
WHY TEMPORARY ACTIVISM WILL NOT ACHIEVE INCLUSION
Marianne Waite, Director of Inclusive Design at Interbrand, argues that disability inclusion is not about doing the right thing, but about understanding human truths
The past year has been a real turning point for businesses
Never has activism been so much a part of brand endeavour. From posting a black square to sharing a rainbow-coloured logo, from charity partnerships to executives discussing diversity, equity and inclusion, wherever we look, brand activism is hard to escape. And by some accounts, the push towards activism – thanks to consumers – has led to a number of changes. But true activism needs to be more than just a moment in time or jumping on a bandwagon to avoid losing customers. This is particularly true when it comes to inclusion and disability.
The 2016 Maltesers campaign is still heralded as one of the most successful examples of disability representation in the UK – and it was. But how many standout examples of disability representation within advertising have we seen since?
Imagine if the last time you saw an authentic representation of a woman in TV advertising was five years ago. There would have (rightly) been uproar long before now. But meeting the expectations of disabled people should be no more an act of activism than considering the needs of female consumers.
And if we continue to think of inclusion as the latest activist ‘trend’, then yes, we may get a great, inclusive ad, but will we be waiting five years for the next one?
In contrast, treating inclusion as not only a business need, but a priority, provides the necessary shift in perspective to completely overhaul our approach to disabled consumers and disability more generally.
Disappointingly for brands, getting this right may mean fewer PR stories or awards for conceptual work and more hard work, difficult conversations and fights for resource and long-term action.
But businesses that focus on the latter will meet the expectations of disabled and older consumers in a way that truly drives impact and growth.
Oxo Good Grips will always be a sterling example of seamless, consistent, and non-patronising universal brand experience and it has the balance sheet to prove the value of this approach.
More recently, Innocent Drinks has invested in translating their famously funny tone of voice throughout alt-text on social media.
While this is a task that may seem less sexy than other inclusive moves, it’s paying dividends in terms of driving distinctiveness and promoting equity.
According to the World Health Organisation, over one billion people around the world are estimated to be living with some form of disability. In 2021 it shouldn’t be newsworthy to see disabled people as valuable consumers, but sadly, too many brands think this is the case. To achieve real lasting change, disability needs to be liberated from the world of Diversity, Equity and Inclusion or Corporate Social Responsibility (where activism so neatly places it) so that it is considered as part of businesses’ mainstream processes and strategies.
It is not about doing the right thing, but about understanding human truths. It’s crucial to focus on how we address disability in all aspects of business, including customer experience. As a bare minimum, this means ensuring the inclusion of consistent participation throughout the entirety of any process – corporate disability inclusion should not be about charity, it should be about parity. But, despite 73% of consumers being directly and indirectly affected by disability during their lifetime, over three quarters consider their customer experiences to be a failure.
Disability and work: Let’s stop wasting talent | Hannah Barham-Brown | TEDxExeter
The lack of disabled talent and insight is the reason why so many channels, campaigns, products and experiences fail to meet the expectations of this market. In order to make this shift, business needs to take the lead from disabled and older consumers to understand what needs to change.
Such a focus will enable truly enhancing experiences: from e-commerce to physical access and product development to cultural engagement. We need more disability-led research, data, campaigning, and channel strategies. This is by no means an exceptional suggestion. While much success has been built on the back of activism, there is a limit to driving change without considering alternative voices and perspectives. Much like responding to issues around gender, race or sexuality, sympathetic corporate saviourism isn’t the key to true inclusion. Instead, we need disabled people influencing, controlling and driving change throughout business systems.
We’re only temporarily non-disabled
Activism can be a powerful tool for driving change – particularly when it comes from, or in response to, consumers. But brands should look to embed inclusive practices into everything they do. Meeting, and exceeding, the expectation of this underserved audience is simply good business.
In the United Kingdom, 75% of FTSE 100 companies are missing out on more than $147 million in revenue by not meeting basic levels of web accessibility. The reality is there is no such thing as ‘normal’, non-disabled people are only ever temporarily non-disabled. This means that we will all experience some form of disability at some point in our lives. This could be through chronic illness or health challenges, temporary disabilities like poor mental health, a short-term injury, or a situational disability, such as a pandemic. In this respect, the exclusion we’ve all experienced through lockdown restrictions has caused situational disability to increase. These widespread limitations have offered brands the chance to reassess all aspects of their business as they address the changes taking place among their customers. Inclusion can – and should – be a continuous and growing business priority, not just a feel-good moment in time.
An authentic brand is one whose actions match their values
From Adidas to Oreos, CEO of The Social Element, Tamara Littleton, looks at brands today that are taking a stand on the big societal issues that define our age
AN AUTHENTIC BRAND IS ONE WHOSE ACTIONS MATCH THEIR VALUES
Tamara Littleton, CEO of The Social Element, on acting, listening, doing the right thing and dealing with the backlash
Brands today are taking a stand on the big societal issues that define our age
Consumers increasingly expect to see the brands they care about taking action on climate change, equality, sustainability, diversity and inclusion (data from Sprout Social indicates that 70% of consumers believe it’s important for brands to take a stand on societal and political issues).
This means more brands are communicating their purpose on social media, with some becoming activists themselves, campaigning for social justice or supporting causes. Others will find themselves on the wrong end of an activism campaign, being pressured by campaigners to change poor working conditions, challenge inappropriate behaviour from leadership, question unethical practices, or to move faster to reduce environmental impact. Nowhere does this play out more clearly than on social media, which gives everyone a voice and an opportunity to hold organisations to account on issues such as ethics, sustainability, diversity or environmental impact. Online conversations about which brands deserve people’s money almost tripled at the start of the pandemic compared to pre-Covid-19 levels, according to research last year from Karmarama’s U OK UK? Human Insight research. So it’s important that brands make sure there is no gap between their intention/purpose and their actions. Your brand purpose should drive strategic company decisions and permeate through in the company culture, demonstrated by how you treat your employees, suppliers and customers - and not just something you put in your marketing messages.
Social channels are a great way for brands to show their genuine selves, an effective campaign tool for activists to shine a light on issues that in another time might have gone unseen and the place where any inauthenticities will be quickly exposed.
Brand activism: act first, communicate second
Taking a stand on a societal issue is a brave thing to do for a brand. It takes genuine commitment, a clear purpose and values, and accountability for action. Communicating intent is important, but it has to be backed up with evidence of what the brand has done to support that intent.
This was really brought home to brands last summer after the murder of George Floyd. Brands showed their support for Black Lives Matter, posting to social media and jumping on the BLM hashtag. But then many of them were called out for not doing enough internally to attract and retain diverse talent - they might have been speaking out on racial injustice, but their actions didn’t match their words. The message was clear: if you’re going to speak up on a societal issue, make it count. And many brands did. Ben & Jerry’s was widely praised for its bold and clear statement: “We must dismantle white supremacy,” a statement it had permission to make, given its long-term support for the Black Lives Matter movement. This was a statement in line not just with its brand values, but also with its brand activism.
Adidas is a brand which takes a stand with action. They have a number of initiatives - such as the ‘She Breaks Barriers’ campaign - to redress the imbalance of how women are supported in sport, from trying to rebalance media coverage to raising more funds for female founders redefining sport.
Adidas - She breaks barriers
I know that many brands are nervous about taking a stand on issues, and a good rule of thumb is: if you’ve done something positive to advance progress on an issue, you’ve earned the right to talk about it publicly. If you haven’t, the first step is reflection, not communication.
Brands need to live their intention, act and then tell the stories about what they have done. There's also an opportunity for brands to bring people together when there is such division in the world at the moment.
Sprout Social says brands play a role in unifying communities, connecting people of different backgrounds and beliefs who would not have otherwise talked to each other, and allowing people to see other people's perspectives on issues.
According to the report: "Based on personal experience, nearly half of consumers (46%) say social media has introduced them to new people, while 44% say it has helped them understand a different point of view."
Be prepared to deal with a backlash
It takes courage for a brand to stand up and be counted on an issue it cares about, and it can be complicated. If you’re going to support gay or trans rights, for example, that might not be a comfortable fit in countries where homosexuality is criminalised. We know from our own experience that brands which support Pride campaigns will often face a backlash on social media, dealing with homophobic and transphobic responses, and online abuse. Doing the right thing often means defending your position publicly, and reinforcing your values in the face of adversity. Oreos, for example, released Pride packs in 2020 and 2021, and launched a partnership with PFLAG National in the US to create its ‘Proud Words’ campaign, sharing coming out stories from the LGBTQ+ community. The brand has long stood behind the community, and has had to defend its position against detractors, including the anti-LGBTQ+ organisation One Million Moms, which accused it of “trying to brainwash children and adults alike” with its pro-equality message.
It’s a brave call to support a movement when there’s a backlash against you, as Nike famously did when it made Colin Kaepernick the face of its campaign after he took a knee at an NFL game in 2016 to protest against racism. Being brave and taking a stand isn’t just the right thing to do, it can pay off in customer loyalty.
If a brand is hiding a secret, it’ll be found out. Stories of dubious ethical practices, unchecked supply chains, wasteful production processes or poor working conditions all find their way onto social media. Internal emails are routinely leaked. Tax evasion loopholes are exposed. All these could have a devastating impact on a brand’s reputation - particularly if they go against the brand’s stated values. Bad practice can’t be solved by good communication. If you find yourself on the wrong side of an activist campaign for something your brand is doing, ask yourself how you can do the right thing. Engage with people, even your critics, to explain what you’re doing to right a wrong, or to defend your practices (if they’re defensible).
Listen to your consumers and acknowledge your mistakes
All brand campaigns should start with listening. It’s important to understand the public mood, and this is where social media comes into its own. Social media is an amazing place for brands to communicate with their consumers - but that communication goes both ways. If you want to engage people on social media, you have to listen to them, too, and sometimes that means facing up to criticism, and acknowledging when you don’t get it right. Some very high profile brands have had to do just that recently.
Brewdog reportedly considered hitting back at accusations of a ‘culture of fear’ by former employees, before acknowledging that it had failed to live up to its stated values.
Above all, live your values
We all fall short of our values occasionally, but we can all strive to learn and improve. Strong brand values will inform how you behave, whether that’s in taking a position on an issue, facing criticism for a campaign, or being held to account for a mistake. If your actions match your words, then you’re behaving with authenticity.
Standing up, standing out, standing for something: It’s not easy for humans
... says Co-Owner and Strategy Partner at Harbour Collective and Co-Author of The Creative Nudge, Kevin Chesters
STANDING UP, STANDING OUT, STANDING FOR SOMETHING...
... it's not easy for humans, argues Co-Founder and Strategy Partner of Harbour Collective and Co-Author of The Creative Nudge, Kevin Chesters
Most of us (the decent ones at least) wouldn’t argue that the key activist issues of the last few years are worth supporting and standing up for.
But so many of us – people, brands, businesses – don’t exactly grab a flag & rush headlong for the barricades. It’s easy enough to get people to stick up a Twibbon, but how do we properly inspire or enrage people to stand up & take proper action.
To DO something.
The first thing to say is that it isn’t an easy or natural thing for us humans to do. When it comes to active activism it really comes down to some simple things human beings that they’re not naturally very good at. You are trying to get people to get off the couch (or Twitter) and actually do something. Fundamentally you are trying to get people to stand up for something. Individually or as a brand. That means getting people to potentially stand apart or stand out from their fellow humans too. Or to tell another set of people that we fundamentally disagree with their values or belief systems.
So, you are trying to get people to step away from the herd. To stick their head above the parapet; to be prepared to be disliked, shunned, possibly even ostracised. This is difficult for us humans. In fact, from an evolutionary perspective it is nearly impossible. All of our evolutionary programming is screaming at us to fit in, to go with the flow, to follow the consensus. It tells us from 50,000 years of collective learning to be a ’team player’ and not to rock the boat. We often want to stand up for what is right, but all those herding instincts tell us not to. But it is not just biology that gets in the way. Sociology does the same too. And often it can be more powerful.
Societal conditioning tells us also not to stand out, not to make “a public show ourselves”. So, we need a bit of help. I’ve been thinking about this a lot recently and working with some smart people to work out how to get people to do it. To break that natural programming to want to fit in and do what everyone else is doing.
Mick and I started writing “The Creative Nudge” to investigate why people in our field always say that they are ‘creative’ yet mostly do the same things in the same ways that everyone else does. In writing it and working with some super smart evolutionary psychologists and behavioural experts, we came to see that this is a much wider issue than Marketing & Advertising. And it applies wider to getting humans to do ANYTHING different. At home, at work, in the world.
Before I get accused of a shameless book plug, I think this can apply equally to activism because you are trying to persuade people to step out and step up – which means being prepared to be seen as different. To maybe even be prepared to stand apart from our peers or colleagues or families, which is very hard to do as humans.
As a society and as a species, we are hard-wired to NOT do new things –
but especially not to stand out. If you look at the dictionary definition of “Creative” you will see it simply says that it is about original thinking or doing things in new ways. But we are driven by evolutionary programming and societal conditioning to not do that.
But Edward de Bono said that “Creativity makes life more fun and more interesting” (and who wouldn’t want a more fun and interesting life after the year we’ve just had.)
But I think that the simple ways we can break our natural programming to be more creative can be applied wider and more effectively to also apply to the topic of activism.
Brands must also be prepared to standout, to be disliked, to be shunned.
If we think of the best examples like Nike and Colin Kaepernick or the recent IKEA boycott of GBNews then brands must also be prepared to be ‘cancelled’. And consumers are increasingly demanding of the brands they choose – expecting them to stand for the values that they stand for. But to be authentic and follow through on what they say they believe in. ‘Greenwashing’, ‘pinkwashing’ or ‘wokewashing’ just won’t cut it. But this means that brands and their customers must actually BE what they believe, rather than just SAY it. This goes against a natural commercial instinct as much as standing out from the crowd goes against our natural human programming to ‘fit in”. This is because it means we have to be prepared to say that we are not for everyone, maybe even to turn some customers away (Shock! Horror!) But if we are to be brands that people buy into (not just from) or businesses that stand up for things (not just sell things) then we will need to break from what our brains and biological biases are telling us to do.
All it takes, like with anything in life, is a few nudges to start. For starters, you have to be prepared to be seen as different. This is scary, but it might be time to feel ‘good fear’ about it. You have to be prepared to not follow consensus, but this is the key to standing out and being noticed. You have to be prepared to be scared, but that’s OK. You have to learn to feel good fear and use it to your advantage.
Activism by brands is necessary because we are increasingly seeing that politicians are not really stepping up to the plate.
Politicians have always been disappointing, but this current crop are really the worst I’ve ever experienced or seen. And in our FPTP system we are often unable to demonstrate any opposition or impact through our political system. Therefore, often the brands we choose (or choose not) to use are a simple way we can express our views or values. But to do so we need to break the normal human traits and societal conventions to do so. But as many of the urgent issues show – from within our industry (See Zoe Scaman’s latest article) or outside (from climate action to BLM) – it is vital that we as individuals or as brands step up and do so.
Time to take action. As uncomfortable as it’ll feel. And help is out there. All it takes is a few simple nudges.
Mutiny in the boardroom
Alex Barker leads Be More Pirate, a social movement that supports people and organisations to challenge the status quo. Here she says the best people to hold brands to account are their own people
MUTINY IN THE BOARDROOM
Alex Barker leads Be More Pirate, a book turned social movement that supports people and organisations to challenge the status quo. Here she says the best people to hold brands to account are their own people
I had the pleasure of meeting Ashton Barnett-Vanes, a young medical doctor undertaking an internship at the World Health Organization HQ in Geneva. In one of the most expensive cities in the world, all WHO interns were unpaid, making the opportunity untenable for anyone without the means to fund themselves.
Talented medics from low-and-middle income countries were losing out on valuable training, cutting edge knowledge, and useful connections.
In 2012, Ashton started a campaign to make those internships paid, and five long years later it became a reality. “..after a campaign led by a former intern, the UN agency has agreed to provide full financial support for its young workers by no later than 2020. It told the BBC that targets are also in place to ensure that 50% of interns come from developing countries by 2022.”
It is still the most successful example I have ever seen of someone challenging their employer and winning.
It’s no longer enough to stand for something, it’s who you stand up to that counts. When we think of activism, we might imagine street protests, placards and petitions; bold explosions of collective action directed at a single big issue.
But something is changing.
If passed, the 2021 Police, Crime and Sentencing and Courts Bill will limit the effectiveness of protests organised by groups like climate movement Extinction Rebellion. Legal limitations will be imposed on routes and noise levels, and the likelihood of arrests and fines will increase.
While this move might kill our ability and desire to protest, the climate crisis, however, is going nowhere, so if companies like Barclays are to be held accountable for their continued investment in fossil fuels, activism must shapeshift.
I would argue that the best people to hold corporations to account, on any issue, are their own people. We are starting to see a new incarnation of activism - a trojan horse that could be infinitely more powerful than its predecessors, if executed carefully. For the next few decades we’ll likely witness a rise in ‘employee activism’.
It works on the basis that the people best placed to force change are those sitting closest to the levers. So rather than direct our attention at big, vague, overwhelming issues, it is more effective to pick something you are more or less in control of, and challenge it directly.
I have seen people start with changing simple cultural norms ‘we will not deliver bad news via email’ - a small way of making the culture kinder. Or via bigger ideas like a product team telling leadership they want to boycott Black Friday.
We call this ‘professional rule breaking.’
Using this approach, you begin to dismantle the system from the inside, rather than throw stones at it from a distance. In theory, it should be very effective, however, there is a risk it becomes a hot mess, with Basecamp and Brewdog leading the way.
Brewdog had previously been a beacon of light within the B Corp movement; an oft-cited case study demonstrating the possibility of a profitable, employee-led, purpose-driven business.
Not so it seems. The open letter from former employees suggests that underneath the veneer of punchy marketing and a fair and inclusive business model, lay something quite different. Brewdog founder James Watt eventually issued an apology and a vow to act, though in response the ‘Punks with Purpose’ group remain skeptical.
Tech company Basecamp’s approach to mutiny was different; the leadership decided to squash all internal challenge with an outright ban on political discussion, thereby outing themselves as decidedly less progressive than their prevailing public image. Even the Harvard Business Review suggests that a ban is a bad idea, and evidently the third of employees that left, agreed.
When I say it could become a mess, this is not without great respect for those who choose to speak up. It is incredibly brave to publicly challenge an employer. But, in both cases, the question I have is this: did either side feel satisfied with the outcome?
Basecamp co-founder on decision to ban political discussions at work
Employee activism needn’t end in entrenched conflict
Polarisation, employee activism, and a new era for organisational culture
We’ve run workshops on rule breaking with hundreds of people across the public and private sector and have observed that while a challenge may be right and true, if delivered in the wrong way, it results in defensiveness and no change whatsoever. A mutiny can be used as a mechanism to raise the bar and foster greater understanding and connection. It just depends on how you do it. Heated pub rants and back-channel whispers continue because there is no space given to shape or practice delivering challenges, and it is extremely rare that companies take the step of training staff on how to do it constructively.
And why would they, you might think? Why would an employer invite this disruption? Well, there is precedent. Studies have shown that a concept called intelligent disobedience actually improves team outcomes, particularly in high-risk environments like the military where assertiveness saves lives. In those situations, fear of your superior cannot stop you from doing what you believe to be right, even if it means disobeying orders. To overcome individuals’ lack of confidence in making direct challenges, we use our workshop space to facilitate controlled mutinies whereby small groups decide together upon a rule to break, and put forward their suggestion to the rest of the company. If it gains consensus, leadership must step aside for an agreed period of time and allow the new rule to be tested. The critical factor is that we ask leaders to agree in advance to hearing out their team, no matter how uncomfortable it might be. By gaining consent and allowing time for the idea to sink in, you lower the chance of defensive reactions.
The goal is to create workplace norms via consensus, rather than by accident or top down. We follow the original pirate crew principles of open democracy and push teams to acknowledge that if a group of illiterate sword-carrying strangers in 1700 could find a way to exist harmoniously, then there is no excuse in 2021 to be driven by cultures of fear.
We also make the point that pirates were successful in setting new precedents because they weren’t actively trying to change the whole world at once, they were simply trying to change their world.
Employee activism works when you start small, with a sharp focus on your own experience. Done like this, we stand a chance at something far better than the equivalent of brands holding up placards.
What happens when ego and activism collide? Nothing
Bestselling author, creative sociologist, futurist, cultures consultant, and LinkedIn Top Voice 2020, Amy Kean, says to the industry: if you want change, change things, without fanfare or fireworks
WHAT HAPPENS WHEN EGO AND ACTIVISM COLLIDE? NOTHING
Bestselling author, creative sociologist, futurist, cultures consultant, and LinkedIn Top Voice 2020, Amy Kean, says to the industry: if you want change, change things, without fanfare or fireworks
There’s a variety of unorthodox qualifications that can set you up for the corporate world
Whether you possess a degree from the University of Life or diploma from the School of Hard Knocks, the real world teaches us a great deal. Me? I’m proud to have gained a PHD in Office Politics, after seventeen years in the big bad ad industry.
I’ve seen it all: CEO civil wars, megalomaniac managers, ruthless rumours, and managed to thrive without getting caught in crossfire. I’ve witnessed backstabbing that’d make Marcus Brutus blush. Advertising environments aren’t known for their kindness, and many former agency employees speak - very seriously - of having PTSD from bullying and harassment.
But none of this prepared me for the cutthroat world of ad land’s Diversity Politics; a new-ish space where activism (important) and ego (self-importance) collide. It’s a toxic combination that’s led us to a critical point, where not only are things not progressing, they’re getting worse.
I entered the world of Diversity Politics accidentally, two years ago, when me and some industry pals launched an initiative called DICE. DICE stands for diversity and inclusion at conferences and events and we created it to eradicate manels/wanels (all male all white panels or line-ups at conferences) because we were tired of flagging them.
We created a charter and process of events certification based on the 2010 Equality Act, asked some clever friends (like Jerry Daykin, Jane Evans and Stephanie Matthews) what they thought, and then launched it. Our own money funded it. The aim wasn’t to make Newsnight, or reinvent ourselves as revolutionaries, we just wanted to get people thinking differently because we were sick of the status quo. There are a few other outfits also calling out the worst culprits on Twitter, like Gender Avenger, Manel Watch, nomorewanels and obviously the queen, Cindy Gallop. We work brilliantly with all of them, because we’re running in the same direction.
But as soon as DICE entered the world of Diversity Politics, things got silly. “You’re being too strict,” some people said. “You didn’t engage xyz in the consultancy phase,” said others. “We’d rather make our own charter. Can we just use your logo?” a few said, because of course they did.
We realised that it’s not simply enough to try and fix a problem, you have to try and fix it with the right tone of voice, the best soundbites and without unnecessary complexity, in case folk get bored. Throughout my 17-year career I’ve never had more people try and get in the way of something than they have with DICE: a non-profit diversity initiative with a single-minded mission.
The surprising solution to workplace diversity | Arwa Mahdawi | TEDxHamburg
Change isn’t something that people with cushty roles and status particularly welcome
Our industry hates change, yet every week I see a new announcement for a new inclusion thing that’s only slightly different to an inclusion thing that came before. It’s how the ad industry works.
You don’t quite agree with an initiative? Launch your own. Want to make money out of inequality? Write a press release! Need a bit of an ego boost? Announce yourself the lead of a new niche movement. New business looking lacklustre?
Two words: OPEN LETTER.
It’s a merry-go-round of meaningless promises that no one had any intention of keeping. Too many leaders, not enough dullards doing the actual work.
Because actual change that can be measured by data is dull, right? In 2016 the IPA launched an initiative called Make The Leap. They got a load of agencies to sign up and promise to significantly reduce the gender pay gap and significantly increase the amount of Black, Brown and ethnic minority individuals working for them by 2020 (the next leap year). Why these agencies couldn’t just *do it* without getting their PR teams involved, I’ll never know, but there was a microsite and fireworks and no doubt a procession down the Thames.
Jump to 2020 and according to the IPA’s own census, the gender pay gap had increased and the amount of and BIPOC representation in the industry had gone down, especially at a senior level. Among all the excitement of signing a pledge and fuelling the egos and building the agency brands, the people involved forgot to do the actual work!
Forbes Live | Driving Diversity and Inclusion in Marketing | CMO London 2018
The founders and 50-strong volunteer base of DICE aren’t fuelling our egos through activism. It’s not even a side hustle, because we make no money from it. We tend not to speak at events, unless it's DICE-certified and the organisers have asked us to educate their audience. We don’t take part in panels that ‘promote diversity’ because in all seriousness, anyone who’s not convinced of the importance of diversity isn’t going to take time to watch a panel on diversity. Our primary reason for DICE existing is because we don’t want it to exist. And hopefully, in a couple of years, it won’t. Like the best dating apps, activism that’s designed to be deleted is normally pretty effective.
Campaign: How one industry funded school is challenging the diversity problem in advertising
Activism in real life often involves risk, rioting… hell, sometimes it even involves a prison sentence. In the ad industry? Announcements. If your intention didn’t make the Campaign newsletter, does it even count? Everyone wants to be the one to make that final change. To give that great speech. To MAKE EQUALITY HAPPEN. Because it’s advertising, and we’re personalities. Shiny personalities that entered this industry precisely because we wanted to have a lovely, shallow time. We cannot be trusted to go the extra mile. But this is people’s lives we’re talking about. Their careers.
Often those most affected by DEI issues are the ones who don’t have a platform, because they’re at the start of their careers trying to navigate a shitstorm, whilst also wanting to belong. My advice? Journalists: please talk only about the results. Agencies: stop writing open letters. Brands: focus on action and impact. If you want change, just change things, without fanfare or fireworks. If it helps, we’ll give you a certificate from the College of Basic Bloody Decency.
Is your brand at risk for not upgrading to activism 2.0?
Lauren Kelly has worked for Dell and PepsiCo... now CMO at crowdsourcing platform ThoughtExchange, she reminds us activists aren't brands, they're people — and people create movements
IS YOUR BRAND AT RISK FOR NOT UPGRADING TO ACTIVISM 2.0?
Lauren Kelly has worked for Dell and PepsiCo... now CMO at crowdsourcing platform ThoughtExchange, she reminds us activists aren't brands, they're people — and people create movements
Powered by digital and bolstered by countless brave voices, #MeToo and #TimesUp
... crashed into North American mainstream consciousness, propelling forth a freshly-charged gender equality movement for our current era. Next came #BLM, catalyzed by the unfortunate tragedy of George Floyd’s murder. It’s heartening that even amidst a global pandemic, this arrived at the forefront of the global news cycle, highlighting humanity’s enduring desire to protect thy neighbor, and fight for dignity, equality and justice. A slew of other equally important movements have continued to enter the scene, including on topics such as sexuality and identity, toxic workplace culture, and so on.
If we were to take these recent movements and activities and classify them as “Activism 1.0,” an inevitable question surfaces: What comes next—and are we prepared to take it to its next stage of evolution? Critically, how do business leaders like myself ensure our brands do not fall out of touch, risk landing on the wrong side of people, culture and history —and end up failing to upgrade to Activism 2.0?
Activism 2.0 will weed out the fakers
Admittedly, in many ways, Activism 1.0 was fairly easy to follow. The groundswell of movement was so big, unexpected and sweeping, it was pretty much impossible to deny or avoid addressing. And because it was so fresh, most brands could show progressiveness and solidarity simply by joining the conversation publicly. Some examples of this type of responsive surface-level activity include blacking out certain social media channels for a period of time, sharing out through those same channels powerful quotes along with “social impact” commentary, or encouraging employees to talk about the issue amongst themselves.
Frankly, much like navigating the ocean with a well-drawn map, Activism 1.0 provided companies and leaders with a pretty easy-to-follow, if uninspired, playbook.
Well, Activism 2.0 is going to be much more nuanced, and it will not have a clear map or safe set of guidelines. Furthermore, with the easier entry that came with 1.0 comes the pitfall of having made it too easy for many to “fake the funk” (a.k.a. partaking in performative activism or slacktivism; showing support of a cause more for social currency vs. actual investment).
If these brands do not start adding some serious substance to their 1.0 activist stances, their houses of cards will begin to fall in Activism 2.0, unable to support the new more complex infrastructure required to perform.
For instance, businesses who want to truly commit to gender equality in the workforce might have to take uncomfortable steps towards actually increasing worker flexibility, which might include four-day workweeks, no fixed hours and hybrid or remote work.
Reminder: Activists are not brands, they are people
How do brands unearth the information and data they require to figure out which substantial steps they must take towards true, sustainable 2.0-level activism? As tempting as it may be to pursue this exercise like a traditional strategic plan, this will not work. As a former management consultant and strategy-focused executive — who’s worked with and researched hundreds of different companies across industries — I can tell you that effective, large-scale change can only be made by first recognizing each business and its culture as unique, and tackling each challenge as totally fresh, with curiosity and openness.
Boycott vs. Buycott: The aftermath of corporate activism | Nooshin Warren | TEDxUofA
Activists are not brands, they are people, and it is groups of people that create a movement.
A durable vision for how your company will approach the social issues and challenges to come requires a bottom-up-middle-out approach. So you must find out, who are the people in your organization and what do they feel strongly about? To ensure actual alignment and sustainable change, it is critical for leaders to unlock opinions from ALL voices from across the organization, tapping into the unheard majority and making decisions and taking swift action, based on that valid information.
This is so critical and pressing that it is the exact reason I made a major career pivot into my new role at ThoughtExchange — the world’s only Enterprise Discussion Management platform powered by patented anti-bias technology — which helps leaders quickly facilitate and scale these types of timely and challenging conversations.
Buy-in is a timeless virtue
As difficult as it is to put your brand in the hands of the people in your organization, people will not support what they do not believe. Another way for brands to ensure a smooth transition to 2.0 is by asking their people outright whether there is an opportunity to help empower and align them through education.
How much of it is our responsibility as business leaders, for instance, to step in long after school graduations and do our part for the greater community and our teams, to remedy miseducation and pursue truth and reconciliation?
These are the types of questions and topics that if raised with people across the organization in a safe and bias-free manner — not just with company managers and the CEO — will build trust and true buy-in towards being a truly in-touch organization that can take substantial steps toward having an impact on social causes.
How corporations become activists | Jill Doucette | TEDxRoyalRoadsU
We’ve been saying it for years. Corporations are powerful forces and they can be positioned to promote social good and elevate issues that need to be discussed and addressed. Indeed, professionalizing fields like Diversity & Inclusion and Corporate Social Responsibility are some major, positive steps we’ve made in recent decades, as we move in the right direction and towards actual societal progress. But now, this power must be forged within.
It is absolutely not a time to rest on our laurels. Instead, forward-thinking brands will be taking this perceivable “down time” to build their organizational compass, raising up all voices and creating a base of activism that will allow for a smooth transition to 2.0, avoiding glitches, shutdowns and in worst case scenarios, obsoletion.
A new wave of activism...
Executive Producer, Brand Consultant and one of ‘The Dots 100 rising stars inspiring change and transforming the industry in 2020', Amy Dick, argues this new wave of activism demands that brands play a regenerative role in society
A NEW WAVE OF ACTIVISM...
Executive Producer, Brand Consultant and one of ‘The Dots 100 rising stars inspiring change and transforming the industry in 2020', Amy Dick, argues this new wave of activism demands that brands play a regenerative role in society
Brands risk a devastating economic cost
if they fail to pay attention to social justice movements and a proliferation of digital platforms that empower communities and non-traditional news reporting. The voice of the people is more powerful than ever. Activism has become an essential part of modern life – an increasingly effective way for citizens, employees and brands to address critically urgent political, economic, social and environmental issues. The Guardian reports that “2010 to 2019 saw more mass movements demanding radical change around the world, than in any period since the second world war”. As customers and employees demand more equitable outcomes for both humans and the planet, these crucial stakeholder groups now hold leverage over brands, and will continue to push them to a higher standard.
A recent survey of more than 2000 consumers found that 67% will make a first-time purchase based on a brand's stance on a controversial issue. Therefore, brands that organise around social causes, and listen to what consumers and workers need, can win.
However, as the missteps in social justice and human rights by Nike, Adidas, Starbucks, Basecamp et al. have taught us, brand message and values must be consistently evident throughout the organisation – or place at risk the 19.5% (and often 50%+) contribution ‘brand’ adds to revenue.
In these ways, activism has redefined social contracts and the workings of the labour market, whilst inspiring new business models. Millennials and Gen Z, in particular, are providing inspiring new ways to think about the role of brands. This cohort is innovating to create progressive product categories and new business priorities that demonstrate the possibilities of regenerative brand activism.
Some of the lessons we can learn:
Make your model inclusive and ethical
Inclusivity spans race, ethnicity, gender, sexual orientation, body size and disability – as well as other social, political and economic differences. Brands should create the conditions that allow all to be seen and thrive.
Gender neutral makeup brand Noto Botanics does this well, offering clean products that are produced ethically, with a percentage of proceeds going to organisations such as The Okra Project which works to address the challenges faced by Black trans people. Another brand worthy of the spotlight is Microsoft, whose adaptive controller marked a major milestone in accessibility for gaming.
Waste not and keep it circular
Engineer a regenerative business model that focuses on the essentials. Nothing more, and nothing less.
Depop, the fashion marketplace for pre-loved wares, is an excellent example of the circular model in action. The brand has been so successful that 2020 saw it’s new users increase 163% from the previous year, with a 200% growth in traffic and a 300% increase in sales.
All this whilst making the most of existing resources and centering their audience end-to-end.
How to be a top seller on Depop
Co-create and build equity with like-minded initiatives
Grass roots social and environmental justice movements often lack the resources needed to create impact at scale. Brands should seek out these proponents of change and do what is possible to rocket-fuel their missions. This is also a great opportunity to spark creativity and innovation, and to galvanise communities in the longer-term.
The Flock Together birdwatching collective is an exemplary initiative, created in the Black Lives Matter era, to reclaim green spaces for people of colour. Brand collaborators aligned with their values include The North Face, Gucci and Timberland.
Flock Together: a birdwatching group for people of colour
Be transparent and build a wholesome business operation
Brands that are honest about who they are, whilst being willing to admit their shortcomings and demonstrate a vision for improvement, will build trust with customers, employees and other stakeholders. The Facebook advertiser boycott of 2020, dubbed #StopHateForProfit, proves that no brand is exempt from supply chain scrutiny. And this level of brand activism is set to strengthen.
For brands to create regenerative futures, they must develop kinder ways of doing business, longer-term thinking, and act in accordance with planetary and societal restoration. There will be mistakes along the way. However, humility and a commitment to taking on board consumer and worker feedback will help guide the creation of systemic changes that yield long-lasting and impactful results.
