Article shown as published in Rising Woman Magazine. February, 2001.

Everyone, at some point during elementary school, participated in 'Show & Tell'. And most of us loved it. It was the one time in class when there were no wrong answers, just kids showing each other what was important to them.

Of course, it was always competitive. Because there was only one day each week to show the class the best thing you had, everyone wanted to bring the coolest thing. No one wanted to be outdone. But everyone understood the rules. You brought something to show, and you told about it. It was rare that anyone ever just told. Showing was the most important part.

Why was showing the most important part? Was it because people liked something to look at, or was it because without something to show, telling was meaningless?

Relationships are built through a combination of actions and words. Whether we are children or adults, whether the relationship is personal or professional, people earn our trust when their actions are consistent with their words.

And so it is with companies. They too must act and speak with one message if they are to create strong, loyal relationships. Which is why it is important to have a plan for creating consistent experiences for customers and employees. I am talking about a brand strategy.

When we think of building loyal relationships for our business, we often focus primarily on customers. In the end, it is our customers who pay our bills. But employee relationships are just as important. Employees are the face of our brand. Thus, employees and customers alike must feel a sense of confidence in what we say and do. When employees are disconnected from the company's goals, there will be a gap for customers as well. For if employees do not understand or embrace the relationship their company is trying to build with its customers, they will not be able to convey its intentions adequately, or consistently. I'll give you an example.

Shortly after my boyfriend proposed, I saw a bridal gown in a magazine and knew, as many brides know, that it had to be mine. It was only available at a renowned American bridal salon, so during my next trip to the US, I made an appointment to visit this posh establishment. Wearing that dress, I fell in love all over again. It was simply perfect, and wearing it, I knew I would be the world's most beautiful bride - at least by my fiance's standards, which was all that mattered!

Five months passed and I got the call: the dress was in! I couldn't wait to go for my fitting. Of course, it was complicated because I had to travel, and fit several hours worth of fittings and alterations into a single weekend. However, with only 10 weeks before the wedding, I arrived to find the dress was not the one I had ordered. And the sales manager would not do anything about it.

The horror that ensued over the following weeks culminated in a phone call to the head office of the bridal salon. When I finally found someone who could resolve my predicament, I was amazed at the grace and attention I received. Although the situation was remedied, my brand relationship with that designer bridal salon was destroyed. If the company was willing to do anything to solve my problem, then why was this not the same attitude from the sales manager who caused it?

Of course, not every company is like that bridal salon. Many treat their customers and employees consistently, inspiring and motivating everyone they touch. Disney, for example, has an effective brand relationship. It is based on making people happy. In his book, Inside the Magic Kingdom, Tom Connellan identifies Disney's seven keys to success: 1)The competition is anyone the customer compares you with; 2)Pay fantastic attention to detail; 3) Everyone walks the talk; 4) Everything walks the talk; 5) Customers are best heard through many ears; 6) Reward, recognize and celebrate; 7) Everyone makes a difference.

If every company practiced 'Show & Tell', employees could create great experiences for customers every time. Their actions would be consistent with their words. This would create loyalty, resulting in bigger profits. Of course, bigger profits might spark greater competition, because nobody wants to be outdone - but that could benefit everyone too.