Home 2018-12-12T14:05:09+00:00

NEW & INTERESTING

Winner winner chicken dinner!

Another award in the bag for Logical Truth. We won an IABC International Gold Quill Excellence award for our TUHF Brand Internalisation campaign.

…and another. News just in, we also bagged the Best of the Best award at the award ceremony held in Washington. Here’s to great clients who make this kind of work possible.

Click here to view the case study

And another…

We won the CEB Gartner Small Change Big Impact Award for our DStv #ninetynine campaign

Click here to view the case study

OOOPS we did it again

DStv brought home the CXA Customer-centric Culture Award for #ninetynine.

Logical Truth Hacks

Check out our hacks for more effective internal marketing

Fresh Thinking

Check out our latest article: Begging for change

Click here to view the article

ABOUT US

‘Every organisation that I know of is in the business of changing somebody’s behaviour. A for-profit company will try to convince consumers who currently purchase their competitor’s products to switch to theirs. A government might want to convince citizens to pay their taxes on time or to renew their driver’s licences online where it can be done more cost effectively and quickly. A public welfare organisation might want to encourage eligible families to sign up and receive aid or tuition support for their children’s education. In fact, I do not know of any organisation that is not in the business of changing behaviour.’

Excerpt taken from The Last Mile, by Dilip Soman

Logical Truth is in the business of changing employee behaviour to ensure it aligns with the brand, values and strategy of the organisation.

We’re a multidisciplinary team of specialists who deliver an integrated solution to employee engagement and internal marketing.

We have over 16 years of expertise in this specialist discipline. We don’t use any off-the-shelf solutions. Everything is custom made to the objectives, culture and needs of your business.

WHAT WE DO

We offer solutions in:

A brand promise is just that – a promise, until it is understood and endorsed by employees and translated into a set of entrenched organisational behaviours.

We work hand-in-hand with businesses to define the organisational practices and ensure an effectively branded business, from the inside out.

By identifying brand behaviours and ‘hard wiring’ them into organisational processes and practices, we can ensure that the brand promise you’re making is fulfilled both internally and at the business-client interface.

“A brand is defined by the customer’s experience. The experience is delivered by employees”. – Shep Hyken

Of the 100 organisations that made the UK’s 2014 Best Workplaces list, 97% of Best Workplaces say they have values statements. They put their values at the heart of everything they do and they attribute their business success to them.

Values are the philosophies or principles that guide how an organisation conducts itself and the nature of the relationship it has with employees, clients, partners and shareholders.

Values guide companies in decision-making, differentiate businesses in the market, provide a basis for achieving cultural change, offer a measurement of success for both the company and the employees who work within it, they form a moral compass and help create organisational unity.

In short, they are critical to the sustainable success of a business.

Values cannot be created; they can only be identified. Chat to us about our unique process to identify your organisation’s values and unpack them into objective, measurable and manageable behaviours.

In a product parity world where technology, distribution and pricing can be quickly equalled, or bettered, service remains the single most compelling differentiator – it’s the answer to the question ‘why you?’.

We have extensive experience across a wide variety of industries in partnering with organisations to identify their key service differentiators and ensure organisational alignment through effective employee engagement.

What is an EVP? The answer is simple – if you and your competitors were to offer the same job, at the same salary to the same group of people, what would make them pick you?

 

An Employee Value Proposition is a summary of the value you offer to employees that encompasses:

Work: What I do and how I’m encouraged to do it

Career: Where I’m going and how I’m being helped to get there

Compensation: My salary, incentives, rewards

Benefits: The ‘other’ stuff I get – recognition, perks, wellness

Affiliation: How I feel about the organisation I work with – culture, ethics, values, trust

 

In the ongoing ‘war for talent’, we work with you to put a very sharp arrow in your quiver by defining a clear, compelling EVP that retains the talent you have and can be translated into an Employer Brand that attracts the best talent in the market.

Newsletters, social media, internal broadcasts, intranet, posters, mobiles, decals, hand-outs, desk-drops, team meetings, roadshows, training, conferences, SMS, podcasts, blogs, office grapevine, email, email and more email.

The ways in which you communicate with employees is both complex and complicated and the variety of options limited only by budget, time and technology. So how do you know what media is effective, which of your messages are getting through, what the most cost effective options are and how your employees prefer to receive information? Without answering these questions, both information and budget are being used ineffectively.

Through data driven research we’ll provide insight into your current communication landscape and identify the optimal media mix for you – one that gets the right information, into the right hands, at the right time.

We’re also able to fully develop and deploy any communication requirements you may have – from newsletters to intranet sites.

Bridging the gap between what is happening and what is possible, is what change management is all about.

Unfortunately, according to a study by Towers Watson, only 25% of change management initiatives are successful over the long term.

This is often due to poor communication support and a failure to create understanding of why the change is needed, what it will entail, the process of change and the upside of changing.

Given the fact that change is the only constant, particularly in the corporate environment, it is critical to support change management initiatives with a thorough, robust and well-planned communication programme.

We work with HR, change management and OD teams to develop change management communication to provide the direction and support necessary for successful implementation.

Everything from new product launches and employee health and wellness to anti-fraud campaigns and innovation challenges.

We apply the principles and methodologies of advertising to ensure clutter busting, emotionally compelling and fresh communication that will create impact.

Our team of designers, writers, illustrators, animators, event managers, photographers and production coordinators will translate your brief into an integrated campaign that always delivers on your objectives.

Sometimes classroom based learning is the best solution for ensuring employees have the skills, tools and information they need to excel.

But often it’s not.

We offer both non-traditional learning solutions that cater to different learning needs of employees, as well as training support to augment traditional training and drive better involvement, retention and ongoing skills sustainability.

Recognition for the hard yards we put in is a fundamental driver of employee engagement, in fact it’s a fundamental human need – we want to be acknowledged for the contribution we make. Being recognised for the right behaviours in the right way ensures we continue to excel and ‘deliver the goods’.

But not all recognition programmes are created equal. Poorly executed recognition programmes can become admin intensive, expensive and create despondent employees.

Our recognition framework draws on global best practice thinking and packages it in a way that is exciting, easy to implement and drives both values based and strategically aligned behaviour.

OUR ECOSYSTEM

Our team consists of an ecosystem of specialists, each with more than 10 years of experience in their field.

By working as a collaborative team we can ensure specialist expertise without the burden of massive overheads – which are inevitably passed onto the client. This means we can take on projects of varying scale from small bespoke campaigns to international multi-year projects.

Genesis

The Applied Behavioural Economics team from Genesis Analytics specialises in understanding why people behave in the way they do and uses a set of tools to influence their decision-making and behaviour.

Media Rocket

Media Rocket is renowned for marrying digital design and development with business intelligence and digital strategy –  delivering bespoke digital solutions that generate real returns.

The New Black

An independent branding and communication firm founded in 2004; a team of problem solvers who are passionate about business and design.

Renato Sabbioni

Renato Sabbioni Graphic Design specialises in contemporary design, art direction and corporate identity development.

Yellowwood

Yellowwood is an independent marketing strategy consultancy. We assist businesses in discovering solutions and developing insights into marketing’s most pressing issues through brand strategy, research insights and data analytics.

CASE STUDIES

INTERESTING STUFF

Hack #4 Begging for change

If you want your internal campaign (or any campaign for that matter) to deliver a real ROI you need to ask yourself what behaviour you are looking to change.

Creating understanding, changing attitudes, shifting beliefs, driving support or embedding knowledge means nothing if it doesn’t result in people doing things differently.

The biggest mistake in the campaigns we see are when the brief starts with ‘what we want to tell people’ or even worse…we need posters.

You’ll get much more ka pow by working backwards:

5. What is our end goal?
4. What behaviour is required to support this?
3. What do employees need to understand/think/feel?
2. What do we need to tell them?
1. How do we reach them?

Begin at the end, end at the beginning. Much smarter.

To see this principle at work click here #ninetynine

Driving behaviour change through effective communication

If you want your internal campaign (or any campaign for that matter) to deliver real ROI you need to ask yourself what behaviour are you looking to change?

Creating understanding, changing attitudes, shifting beliefs, driving support or embedding knowledge means nothing if it doesn’t result in people doing things differently.

Smaller budgets, bigger expectations and a strong focus on measuring impact are all influencing the nature of how we market businesses – both internally and externally. And, rightfully, as the pressure to justify spend intensifies, we need to be able to objectively, quantifiably and demonstrably show what we’re giving, for what we’re getting – and the only way to do this is to focus on changing behaviour.

Advertising arrived at the party pretty early because, for them, things are a lot more straightforward. Nine times out of ten the answer that they’re looking for is changing the buying behaviours and patterns of consumers. Buy a new product. Buy a product more often. Understand the touted benefits of a product so that they’re willing to pay more to buy the product. Like a bull run on the stock exchange, it all comes down to buy, buy, buy.

But internal marketing is messier because the objectives are broader and often less defined. The range of behaviours covers everything from adopting new processes, to selling new products, increased participation in training, reduced absenteeism or attrition, more safety compliant behaviours, reduced turn-around times, increased sales volume and a thousand other possibilities.

And even more concerning is the fact that often the behaviour isn’t defined – an amorphous goop of phrases like buy-in, understanding, support, endorsement, sponsorship and champion that collectively amount to little meaning and no impact. The line of thinking isn’t always followed through to its logical conclusion: what behaviour are we looking to change? If this question can’t be compellingly answered then the conclusion can only be that this communication isn’t required and, worse, it’s adding to the communication clutter and watering down the impact of every other message directed at employees. If that’s the case, then walk away and free up the airtime and budget for messaging that matters.

On the other hand, if you know what you’re trying to change then the question is what drives behavioural change? What makes us tick? What makes us willing to deviate from our well-trodden behavioural paths?

According to Einstein, fear and greed are two of the three great forces in the world – the third is stupidity.

And while there may be more than a little merit to his argument, a more nuanced view may be helpful to us.

Enter Dan Ariely. Dan Ariely is the James B. Duke Professor of Psychology and Behavioral Economics at Duke University and is the founder of The Center for Advanced Hindsight. He’s smart. He’s funny. And he’s smart.

(*Dan, if you’re reading this, call me. I think you’re hot. I mean, I think your theories are hot. I mean…never mind, just call me.)

According to Dan three things drive us to work harder and perform better.

1.  Autonomy – The urge to control the who/what/when/where of work
Providing a level of autonomy demonstrates respect for employees’ time and intelligence. It creates empowered individuals and an empowering environment and these, almost invariably, lead to ownership and accountability.

2. Mastery – The drive to get better at what we do
People have an innate drive to get better at things, be that golf, cooking, figure skating, pole dancing or full contact chess. Most importantly, we want to get better at our jobs. People perform at their best when they’re learning and mastering new skills. Conversely, a sense of mastery is quickly extinguished by a command and control culture, repetition and the fear of failure.

3.  Purpose – The sense of connecting to something bigger
When work has a sense of purpose, we don’t feel trapped by mundane tasks and necessary, but boring, activities. These become contextualized by something bigger, more meaningful. There are two significant factors that contribute towards success:

  • Making a positive contribution to others
  • Making progress every day

If these two boxes are checked, even the most mind-numbing meeting, arbitrary chore or unstimulating activity takes on a sense of meaning.

If we can trigger a sense of autonomy, mastery and purpose we can drive behaviours that create meaningful change and impactful communication, and the trick to this is to begin at the end.

The biggest failure in the campaigns we see are when the brief starts with ‘what we want to tell people’ or even worse…we need posters.

You’ll get much more ka pow by working backwards:

5. What is our end goal (what is our greater purpose)?
4. What behaviour is required to support this?
3. What do employees need to understand/think/feel?
2. What do we need to tell them?
1. How do we reach them?

Begin at the end, end at the beginning. Much smarter.

To see these principles at work, click here #ninetynine case study

Need help to create change in your organisation?

CONTACT US

Hack #5 How behavioural economics helps us choose

People can feel overwhelmed by too much information and too many options (the Choice Paradox), this creates uncertainty which leads to playing it safe – doing nothing. You can guide behaviour by creating clarity.

Be deliberate in how you frame options, use:
• Language that affirms
• Certainty
• Relativity

From an article by Bri Williams, Managing Director and Behavioural Specialist, People Patterns Pty Ltd

Need help to create change in your organisation?

CONTACT US

Understanding Millenials

Blame it on the fact that they’ve yet to endure any real hardships, on parents who led them to believe they’re superstars, or on their status as digital natives, but millennials – those born between 1980 and 2000 – are different from their older peers in a way that’s both positive and negative. Positive because they have an aura of creativity and confidence that, when harnessed, can energise an organisation and propel it forward; negative because their Baby Boomer and Generation Y colleagues often find they’re difficult to engage. What’s more, we see them spending hours on Facebook and leaving work early and we immediately assume they’re shirking.

But perhaps this isn’t the case, suggests employee engagement specialist Terri Brown of Logical Truth. “Millennials are far more fluid in their approach to life, so for them, ‘engaged’ doesn’t mean clocking in at 8am and working through their lunch break. They might ask for more time off, but they’re happy to work while they’re away from their desks. Or they might have a job with you as a graphic designer, but have a side business in clothing design.” Try not to see this as something that detracts from your business, she urges; in truth, their entrepreneurial flair should be applauded, especially in the South African context, where the economy relies heavily on the self-employed.

Neville de Lucia of the Dale Carnegie Institute observes that this perceived restlessness speaks to their desire for a work-life balance. Understanding this, and other aspects of their lives outside the office, is key to encouraging them to give of their best. “Millennials respond when people show interest in them as individuals,” explains De Lucia. And you certainly want them to engage with you: a happy millennial is quick to broadcast their opinions on social media, earning you extra fans without trying.

That social media habit also means they’re excellent at gathering information and researching. However, to make the most of these strengths, you may have to modify your workplace. De Lucia warns that there’s no place for job titles; with millennials, you’d do better to focus on the outputs you want to achieve.

He further quotes Student Village’s study on Afrollennials: “The key to engaging effectively is to be inclusive. They love being developed, so invest in ongoing training. They need their work to be meaningful, so show them how their role benefits society. Be open to what they can teach you and give them feedback – they really want to know how they’re doing.”

Load More Posts

CONTACT US

""
1
Nameyour full name
Subjectmessage subject
Commentsmore details
0 /
Previous
Next

“A brand is no longer what we tell the consumer it is – it is what consumers tell each other it is.”

Scott Cook