Why Allowing Employee Authenticity Amplifies Brands, According to Jason Feifer

In a recent LinkedIn post, Jason Feifer discusses the often counterintuitive relationship between brand control and brand distinctiveness, using a personal anecdote to illustrate his point. Feifer highlights an experience at LaGuardia airport where a Delta employee was singing while checking bags, an action he posits many companies would stifle.

The Perils of Over-Management in Branding

Feifer argues that a common corporate instinct is to tightly control employee actions to ensure brand consistency. However, he contends that this approach can lead to a dilution of the brand’s unique identity. He states:

But here’s what that thinking misses: The tighter you grip your brand, the more generic it becomes.

This perspective challenges the conventional wisdom that strict adherence to brand guidelines is always beneficial. Feifer suggests that excessive control can strip away the very elements that make a brand memorable and relatable.

Embracing Authenticity for Brand Strength

According to Feifer, the most successful service brands understand a key principle: when a company has established strong trust and cultural clarity, its employees can express their individuality without undermining the brand. In fact, this authenticity can amplify the brand’s core message.

He elaborates on this by drawing parallels with other well-known brands:

That’s why Southwest flight attendants crack jokes. Why Trader Joe’s employees feel so quirky.

Feifer posits that while these approaches might seem less “optimized” or “organized” on the surface, they create a more distinctive and human overall experience. This leads to a stronger connection with customers.

The Human Element in Trust

Feifer’s central argument is that over-managed brands often come across as less human, and in the realm of business, trust is paramount. He asserts that people inherently trust other people more readily than they trust overly curated corporate personas.

And above all else, humans trust humans.

He commends the decision by Delta’s management to allow the singing employee to continue, viewing it as a “great call” that acknowledges the value of individuality in enhancing the customer experience. Feifer concludes that allowing employees to be themselves, within a framework of established trust and cultural clarity, is a powerful strategy for creating a brand that truly stands out.