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3 Reasons You May Need to Urgently Rebrand And Yes, Covid Is One of Them

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Your brand is your fingerprint, your voice, your very essence of business being. It’s the sum total of everything you do, everything you offer, everything you believe, everything you project. Get it right, and your business thrives. Get it wrong, and you could lose customers by the droves. Let’s avoid that at all costs. 

Here are three important reasons you may need to rebrand urgently: 

1. Your branding makes people think of a pandemic 

When I write the word “Covid-19”, what images do you think of?  Sickness? Stretchers? Viruses? Microbes? Face masks? Colors like red, black, clinical blue, and surgeon-gown-green? What words do you think of? Contagious? Sick? Quarantine? Death? Cough? Sneeze? Testing?

How do you feel when you think about Covid-19? Scared? Isolated? Anxious? Annoyed? Angry? Grief-stricken? Lonely? These are just a handful of common images, feelings and words associated with the pandemic, and none of them are particularly uplifting.  Yet, they may be the very words associated with your brand, if elements of your branding remind people of the virus. You might be wondering, “How would any brand possibly be associated with Covid-19?” 

Well, it might just be coincidence and plain bad luck. For example, years ago I saw a business logo on a van where the letter “o” within the logo was made into a little, spiky virus ball, almost identical to the ones we currently and constantly see on our televisions and news feeds. 

If that company is still operating today, I’d suggest an urgent rebrand. Despite the logo possibly working for them in the past, it will now be linked, even just fleetingly and subconsciously, to something negative and dangerous. It could impact sales. In the above example, the logo lettering was deliberately crafted to look like a virus, but what of all the quirky shapes and images that accidentally look like viruses? 

In my opinion, they should change.  It’s true, Covid-19 will pass but in the meantime, the owners of those businesses are trying to run their brands under a banner of positivity, which is challenging given the possible association with the virus. If you want a positive brand, you must create branding that triggers positive feelings, not negative ones. 

“Brand is just a perception, and perception will match reality over time.” – Elon Musk

Make no mistake, brands are getting it wrong. Viewers in the United Kingdom were repelled by a KFC television advertisement featuring people licking their oily fingers in public spaces, after chomping on the chicken. 

What did viewers instantly think of? Covid-19! They were unimpressed that KFC was encouraging people to lick their fingers during a health crises.  KFC pulled the ad. If they hadn’t, their brand could have been temporarily fried. KFC would have been seen as reckless and irresponsible, and definitely not doing their bit for the pandemic. 

In a nutshell, Covid-19 is currently imbedded in the collective global conscience. If your branding is associated with it in a negative way, consider rebranding ASAP. If you cannot invest in rebranding, try to remove or tastefully obscure the images that create the negative association.

2. Your branding is offensive 

Stroll around certain parts of the internet and social media, and you’ll see rampant, chest-thumping, offense taking. You aren’t expected to know everything people are offended about, needless to say, it’s a lot! Some of it completely frivolous. But there are also many legitimate reasons why people take offense. 

With that in mind, the key areas to naturally avoid are: racism, sexism and anything that insults, attacks or marginalizes people because of their age, intelligence, religion, gender, sexuality, physical appearance, and mental or physical disabilities. A timely and well-publicized example of rebranding amidst the foreground of Black Lives Matter, is the NFL team formerly known as the Redskins, who are now temporarily known as the Washington Football Team. 

Redskins is a disparaging term for Native Americans, and it had been the team’s name since 1933 after initially being called the Boston Braves in 1932, prior to moving to Washington. After years of protests from Native Americans, fans and players, the Redskins leadership announced they’d drop the name and logo after a review process, to the anger of some, and the relief of many. 

There has been mockery around the temporary name: the Washington Football Team, and admittedly, it is beige – but likely deliberately so, to avoid any attacks relating to creativity, given it is impermanent. 

Importantly, management understood the very message I’m highlighting in this article, that sometimes the need to rebrand is urgent. While it took the leadership a long time to get to this point, once the decision was made, there was urgency to follow through. Given the process of creating a new brand is going to take time, a temporary new name was pressingly necessary. 

If you’ve ever received complaints about your brand, or sensed a general unease amongst clients and potential customers toward it; or indeed, felt uncomfortable yourself, it’s urgently time to rebrand. 

“Branding demands commitment; commitment to continual re-invention; striking chords with people to stir their emotions; and commitment to imagination. It is easy to be cynical about such things, much harder to be successful.” – Richard Branson

3. You’re embarrassed of your branding

An entrepreneur came to me with a common problem. She’d started her business years ago with little money, creating the brand entirely on her own, including designing the logo. As her business developed, it quickly outgrew the branding, and certainly was not reflective of her polished image anymore. 

Her embarrassment was so intense she stopped handing out business cards, using business stationery and telling people to visit her website. Yet, she saw rebranding as a low priority. Until of course, sales began to dwindle. All of a sudden, rebranding became an urgent task because she wanted to shout loudly and proudly about her business again, but couldn’t do so with her existing branding.

My suggestion is, don’t wait for business to falter. If you’re embarrassed about your branding, treat rebranding as a top priority, proactively rather than reactively. 

Although rebranding is a process you’d like to undertake in your own time, there are occasions where it becomes an urgent matter, particularly if your branding causes offense or creates a negative perception around your business. In some cases, saying goodbye to your existing branding might be hard, but saying goodbye to your business, as a possible result of that branding, is much harder. Stay clear, stay respectful, stay congruent, stay the course.

Shona Maitland has 10+ years experience as a business owner, brand strategist and designer at Shona Creative. She has further expertise in ethical and socially-responsible businesses and charities at Brands of Change, her second business.

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The Entrepreneur’s Reading List That Transforms Ideas Into Empires

These must-read titles and writing insights reveal how entrepreneurs turn bold ideas into empire-level success.

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Entrepreneurship is powered by stories—of accomplishment, failure, and decision moments that define businesses. Books are maps, providing insight from individuals who’ve traversed the road ahead. (more…)

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The Leadership Shift Every Company Needs in 2025

Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

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Bridging the gap between employees and employers
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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Building a Business Empire: Lessons from the World’s Boldest Entrepreneurs

Learn essential lessons, success strategies, and mindset shifts every aspiring entrepreneur needs to overcome challenges and build a thriving business.

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