In a recent Marketing Executive Roundtable meeting members ended up engaging in an authentic discussion around “the power of purpose.” Cathy Cooper, VP of Marketing with Washington Federal shares her takeaways below.

We spend our days considering CPCs, KPIs and the psychographic profiles of the Millennials or Baby Boomers that make up our customer base. We’re comfortable making data-driven decisions and managing the details. But when is the last time you made sure your latest campaign reflected your company’s highest purpose? Shouldn’t our life’s work be dedicated to making the world a better place? As marketing professionals, we can’t lose sight of the “why” behind our organization’s existence. In fact, it should be emblazed on our office walls so we read it every morning before the phones start ringing. That’s what Canlis does. There’s a wall in the restaurant that says “Deliver on the promise.” When Brian Canlis came to engage with members of the Roundtable in February, he shared how people come to Canlis with their most important moments — their anniversary dinners, their family reunions, the important birthdays, the romantic dates. They trust Canlis to make the experience memorable. That’s an incredible responsibility, and it’s core to the way Canlis runs their restaurant. They hire and develop people who share their values and understand what an honor it is to serve. Brian says he can train you to be a waiter. But it’s your parents who taught you your values. So, does your organization live by its values every day? Brian inspired roundtable members to actively explore this inquiry in our meeting.

Flash back to Psychology 101 and think about Maslow’s hierarchy of needs. Which need does your organization fill? If you’re Victoria’s Secret, the answer is obvious. If you sell enterprise solutions to middle market businesses, your equation is a bit more abstract. Or is it? Do you sell a sense of security (lack of fear)? Do you sell social connectedness (social or family bonds)? Here at Washington Federal, I talk to our employees about how our primary role in society is to reduce fear — to provide financial security in the form of a solid savings account, a mortgage that allows a family to own their own home, or a loan to allow a small business to expand. Knowing the basic need your organization meets will give you a fundamental sense of direction when making strategic decisions about your brand.

Brian says that your core values are only “core values” if they are hard to live by; if they cause you pain or force difficult decisions. If you only adhere to them when it’s convenient or easy, they aren’t core values. So how do we as marketers bring core values to life within our organizations? How do we use them to support a consistent culture focused on a branded client experience? One way is through powerful storytelling. Again, Canlis excels at sharing its story. Brian enthralled us with tales of his great grandfather’s swim from Greece to Turkey in the 1890s, followed by his walk from Turkey to Cairo, and his being hired as a cook for Teddy Roosevelt’s African safari. And how his grandfather Peter dated Sophia Loren, drank with John Wayne, and wore a cape and hat to create a cult of personality that helped make Canlis famous. And how his mother grew up in a cabin with a dirt floor but all the hospitality and warmth in the world, where card tables were always at the ready to make room for any of neighbors who dropped by to share a meal. Marketers must use stories to inject life into your corporate values.

If our mission is the “why” we exist, then our vision is what it looks like when we’re accomplishing that mission correctly. Has your company articulated its vision? What will your universe look like when you’re accomplishing your mission? What does success look like? If you don’t know, figure it out.

Finally, I came away with this idea: Rules are for the lazy; for people who can’t or won’t think for themselves. With this, Brian gave us permission to demand more from our employees than obedience to the rules. He demands that they engage in building a relationship instead. For example, some restaurants ban flash photography because it messes with the ambience. Not Canlis. Instead, they keep an eye on guests. Who’s taking snaps by the door before they even sit down? Sit them next to the birthday party that’s been snapping shots of the birthday girl. If someone starts snapping flash photos of the food and annoying the business meeting one table over, Brian goes over and invites the offending pair into the kitchen “where the light is better” and they can take photos from behind the scenes. Relating to each other on a human level sounds novel, but it’s really so very basic. As Brian puts it, “people aren’t used to being authentic.” How really simple it is to do the unexpected — to be real and build relationships that delight our customers.