The work of building strong brands and profitable companies begins from within. Walking into the world headquarters of Johnson & Johnson to begin a month-long project in communication, diversity and innovation, I instantly sensed a spirit of integrity. The globally recognized brand has a set of beliefs called “Our Credo.” These beliefs are embedded in the J&J workforce. I read and researched the Credo in preparation for my stay there. Upon my arrival, I couldn’t help but notice the Credo printed, mounted and framed in variations along the walls and halls of the building. More importantly, I found evidence of the Credo in the conversations and interactions with J&J employees. It soon became apparent that the Credo is more than words – it’s a living definition of the J&J culture.
More than 70 years ago, J&J Founder Robert Wood Johnson formalized consumers, employees, communities and stockholders alike.
A sign of effective communication is when a strategic message is adopted within an organization to establish the foundation for a healthy internal environment and then translates externally through work performance and relationships. These original mantras help employees make inspired and informed key decisions and actions. They also present values that provide direction and guidance for ethical practices.
As the company culture evolved, Johnson & Johnson acknowledged the role of the individual and the organization in balancing work/family responsibilities. They took another look at the beloved Credo, framed it in the context of today’s business world and reaffirmed its relevance in an ever-changing environment. Last year, J&J created a website to share the Credo through stories, videos and photos across its global community of approximately 128,700 employees in more than 60 countries.
This multi-platform strategy allowed employees to have an open dialogue about the Credo with leaders of the organization. Leaders conducted sessions for their team members with the help of a full toolkit to prepare, facilitate and guide the conversations, along with activities for interaction and reflection that included case studies, sample messages and decision-making resources. Employees were given opportunities to share personal stories of the Credo in action, explore conflicts and dilemmas that may arise and the responses needed to resolve them, and reflect on how the Credo influences and impacts communication. Each employee of J&J signed the Credo as a symbol of their personal commitment to the company’s guiding principles and in demonstration of the values in daily action.
This form of communication, with its supporting tactics, creates employees who become unbeatable brand ambassadors – both on and off the clock. It greatly influences a company’s culture, which then plays a role in a company’s brand reputation. The public often develops their perceptions of a company from more than tweets, press releases and advertisements. Its employees are the face of the brand and often impact how the public hears, sees and perceives an organization.
The Credo is an effective communication tool because it proves that J&J recognizes and supports the need to evolve and provide context to big picture messaging that gives meaning to day-to-day exchanges and experiences. It shows communication through deliberate messages, actions and policies in a proactive interpretation of the core values. Together, J&J and its Credo create a communication climate that inevitably reflects a positive organizational culture.
(This post is part of a series written during a four-week project in corporate communication at Johnson & Johnson through the Plank Center Fellowship program.)