Personal branding with Bernard Kelvin CLIVE: What’s your brand culture?

September 15, 2025

Today, I want us to reflect on work culture/ brand culture.

Once, during a trip, I had an experience that made this lesson very clear to me. We were staying at a hotel, actually two branded hotels—and on our first morning at breakfast, everything felt smooth and orderly.

The waitresses went about their duties, serving and assisting cheerfully. Nothing extraordinary, just professional and efficient service.

The next morning, however, things were different. The breakfast hall was packed, I would say, overbooked. More guests, more food to serve, more movement everywhere.

At first, I noticed the usual waitresses doing their best to keep up. But soon, I realized something remarkable: new faces joined in to help.

Curious, I paid attention to the name tags of those serving. These weren’t the regular waitresses. They were staff from other departments, people whose roles had nothing to do with serving breakfast.

Yet here they were, moving gracefully from table to table, checking on guests, asking children if they were okay, ensuring everyone got what they needed, even offering more with a smile. Despite the crowd, their kindness and calmness stood out.

I was impressed. After breakfast, I approached one of them and quietly said, “I really like what you’re doing today. You made everything run so smoothly.” One of the managers, overhearing me, explained: “Whenever the place gets crowded, staff from all other departments step in to help serve. It’s not their official duty, but they do it because we all believe in giving guests the best experience.”

That struck me deeply. This wasn’t just good service—it was a powerful work culture, which was well exhibited. Nobody said, “That’s not my job.” Instead, they asked, “How can I help?” And that’s why this hotel instantly became one of the places I knew I wanted to return to.

Now think about it: isn’t this the kind of culture every business and brand should nurture? Too often, people box themselves into their job descriptions— “I only receive bookings,” or “I only handle payments.” But real brand culture goes beyond titles. It’s about willingness to go the extra mile, stepping in when needed, and putting customer satisfaction and the overall brand image above personal comfort zones.

So, my question to you is this:

What is your work culture?
What is the brand culture of your institution?
Are you content doing only what’s in your job description, or are you willing to step up when the situation demands it?

Think about it. True growth for clients, organizations, and ourselves happens when we work with a culture of service that goes beyond the ordinary. Now, let us break this down so you can also inculcate this into your organization. Perhaps you haven’t thought of what a brand culture is or how to create one.

The 3 Circles of a Brand Culture

Work culture—or brand culture—defines how an organization behaves when no one is watching. It shapes the way employees serve, how customers feel, and ultimately how the brand is remembered. I like to think of brand culture in three circles: Instruction, Inspiration, and Inclusion.

These circles overlap and feed into one another. If one is weak, the whole culture suffers. Let me walk you through each briefly.

Instruction: The Roadmap

Every culture begins with clarity. Without a clear roadmap, staff are left guessing. Instruction gives direction. It explains what the brand is about, what it values, and where it is heading. You see, if staff know well, they can do well.

Think about airlines for an example. Whenever you board a flight, every attendant knows the exact process for welcoming passengers, demonstrating safety protocols, and serving meals. They don’t make it up as they go or craft their own to please themselves. They follow specific instructions laid out in manuals, reinforced through training, and aligned with the airline’s mission of safety and hospitality.

In the corporate space, strong instruction means embedding the mission, vision, and values into daily work. A staff member should know not only what task to perform but also why it matters to the brand’s bigger picture. Starbucks is a good example. Beyond teaching staff how to make coffee, they train them to create a “third place” experience—a welcoming environment between home and work. That clarity flows through every interaction, whether you buy a quick cup or stay for hours.

Instruction is the foundation. It teaches staff the brand story and equips them with the tools to act it out consistently.

Inspiration: The Energy

While instruction sets the rules, inspiration fuels the heart. People may follow instructions out of obligation, but when they are inspired, they give more of themselves. They treat the work with a deep level of love and excitement. Inspiration ignites passion and makes staff see themselves as part of something meaningful.

Consider Apple. Employees in their stores don’t just sell devices. They are excited to demonstrate how an iPhone or Mac can make your life easier or more creative. That enthusiasm is contagious. Customers walk out not only with a product but with an experience charged by the energy of inspired staff.

Closer to home, I once worked with a small Ghanaian fashion brand. The owner didn’t have the budget for flashy marketing, but she consistently shared her vision with her tailors and sales staff: “We are dressing Africans for confidence.” She told stories of how clients felt empowered wearing their outfits to weddings, graduations, or job interviews. Her team caught the fire. They worked late nights with joy, proudly posting finished designs on social media. The brand grew rapidly because the people behind it were inspired by a purpose larger than sewing clothes.

Inspiration triggers excitement. When employees believe in the mission, they extend that belief through their actions, creating a living culture that customers can feel.

Inclusion: The Bond

Instruction gives the roadmap. Inspiration fuels the passion. But inclusion ensures everyone is part of the journey. Without inclusion, culture becomes selective, limited to a few departments or levels of service.

Inclusion means involving every staff member, every department, and ensuring every customer feels cared for. Whether someone pays for premium or basic service, the brand’s culture should make them feel valued.

I’ll return to my earlier hotel example. On a busy morning, staff from every department stepped in to serve breakfast. It didn’t matter whether they worked in accounting, housekeeping, or maintenance—they rolled up their sleeves to help. Guests, including myself, felt seen and appreciated. That is inclusion in action.

Look at Toyota as another case. Their famous “Kaizen” culture of continuous improvement doesn’t stay in the boardroom. Every factory worker, from the assembly line to quality control, is encouraged to suggest improvements. No idea is too small. That sense of inclusion has made Toyota one of the most efficient and respected car makers in the world.

When staff feel included, they give their best. When customers feel included, they stay loyal. Inclusion binds people to the brand in a way that policies and promotions cannot.

Building Your Brand Culture

The three circles—Instruction, Inspiration, and Inclusion—are like three legs of a stool. If one is missing, the culture tilts.

Instruction without inspiration creates robots who follow rules without heart.
Inspiration without instruction creates energy without direction.
Inclusion without the other two creates good feelings but no consistent standards.

But when all three work together, you build a culture that outlives individuals and sustains the brand through challenges.

So let me leave you with this reflection: