The Branding Process Is Change Management
A rebrand stems from deeper organizational change. Involving your team early and wisely makes the process easier.
By Deroy Peraza, Partner at Hyperakt
Your nonprofit exists to drive change—so why does it feel so hard when it’s your organization undergoing change?
When we work with a nonprofit on branding, it’s rarely just about a new logo. More often, it’s because the organization is wrestling with something deeper: who they are, how they work, and how they show up in a changing world. A rebrand brings uncertainty because it signals bigger organizational shifts.
Illustration by Merit Myers
Branding isn't just about marketing and communication; it's about managing change. The key to making it work is to involve your team early.
Harnessing the Wisdom of Your Team
Many leaders hesitate to involve their teams in branding, fearing it will slow the process or create too many opinions. But engaging staff isn’t about surrendering strategic direction or trying to please everyone—it’s about gaining insight into how the brand will function in the real world.
Frontline staff, who are closest to the communities you serve, can surface blind spots, flag potential pitfalls, and strengthen decision-making. Their input ensures you’ve thought everything through and can anticipate challenges. More importantly, listening to your team builds trust and respect. When they understand where the organization is heading and see their contributions reflected in the brand, they can champion it with confidence.
Change Feels Personal
When a rebrand parallels a change in strategic direction—whether spurred on by new opportunities, or by challenges requiring the organization to make changes—leaders have already been deeply involved in analysis and planning by the time they determine that a new brand is in order. But for staff, news of a rebrand might feel abrupt and unsettling.
A rebrand makes the change real. Branding engages a broader cross-section of teams than strategic planning does. Suddenly, abstract strategy turns into concrete elements—new messaging, visuals, and positioning. This is when the team must translate strategy into day-to-day work, action, and communication—and this is also when tensions can surface.
Change isn’t just a strategic shift—it’s an emotional one. As Danielle Toussaint, Founder of Purple Haus and a former client of ours while at New Schools and iMentor, says:
“Change is less about what we know and more about what we feel.”
And for staff, that feeling often starts with anxiety.
Will this still feel like the organization I signed up for? Will my work still align with my values? Will my role change?
It’s natural for people to ask, How will this affect me?
The most reliable antidote to this anxiety that change brings: thoughtful, clear communication from the leadership team. Transparency doesn’t mean making everyone happy—sometimes, change has real consequences that can’t be avoided. But when leaders explain why the shift is happening and how it connects to the organization’s purpose, they build trust. People are far more likely to embrace a rebrand when they understand its necessity and understand their role in it.
Lead by Example
Branding isn’t just about what an organization says—it’s about what it does. Leaders set the tone for change through their actions and decisions, as well as their words. When staff see leaders living the brand values—making decisions that align with them and modeling the organization’s purpose—it reinforces the brand’s credibility and inspires others to follow suit.
Leadership requires both transparency and action. Sharing the “why” behind decisions, acknowledging challenges, and celebrating progress helps staff feel connected to the journey. It’s in these moments that the brand transforms from an abstract idea into a lived reality—one the entire team can embody and champion.
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Invite Participation, Build Belief
Clear communication is essential—but it’s not enough on its own. People need to feel personally connected to the change. True engagement happens when leaders create opportunities for staff to experience the brand-building process firsthand.
This means inviting input through interactive conversations, meaningful dialogue, and participatory experiences that allow staff to share their insights and concerns. It’s in these moments that teams begin to understand their role in bringing the brand to life. When people feel seen and heard, they become more invested in the outcome.
Change Is Inevitable—Confusion Doesn’t Have To Be
Change is certain. It’s a complex and nuanced process all organizations undergo. While change is inevitable, confusion doesn’t have to be.
The branding process is where the rubber hits the road. It requires committing to tough decisions about who your organization is, what it stands for, and what it isn’t—decisions that can feel uncomfortable or unexpected for some.
For change to take hold, leadership must help staff understand why change is necessary, how it connects to the organization’s purpose, and what it means for their team’s function and their individual roles.
A brand is more than a new look or tagline—it’s a guiding system for everything your organization says and does. When your people believe in it, they don’t just talk about the brand—they become it.
If you need some help designing your brand’s change management process, get in touch.
