From the Inside Out: Aligning Your Company's Workplace Culture and External Brand

Public relations strategist Krista Terrell joins us to explore how strong brands are built from the inside out. Drawing on her leadership with the Arts & Science Council and her work in nonprofit and corporate communications, Krista shares how workplace culture, values, and leadership behaviors shape external brand perception. This conversation reveals why true alignment—not just messaging—is the key to credibility, trust, and long-term impact.

Transcript

The Power Of The Pause

0:00

Sometimes people are really quick to just do something and not not pausing to think about what are the potential consequences of this if I make this decision. Kind of pros, pros and cons of that. Um we're rushing so much these days, and I think it's really important to just pause, take time to pause and think, and then also provide counsel to those who need to know and understand what's going on about to just talk it through and like this is the potential impact if we make you make this decision or if if that individual makes that decision. I think pausing is extremely important. And also trust your gut. If something, I've learned, like trust your gut, if something is not feeling right or feeling right, then it's important to pause and again make the decision based on that, as well as research and facts and things like that. I'm

Show Mission And Guest Welcome

1:18

your host and founder of Gobi Marketing Group Loanne Lake. If you're still hanging in with us, I appreciate you and I thank you for joining us once again. In each episode, I sit down with leaders and executives who are walking their talk and who understand that branding is behavior, it's culture, it's customer service, both inside the organization and out in the community. These are conversations about what it takes to build trust, inspire teams, and create meaningful impact in today's world. So whether you're a company leader, a nonprofit leader, or the leader of a movement, this show will help you to connect with why you are doing the work that you do, how it connects to who you are, and how you show up as a leader with intention in every space you occupy. So let's get started. Today I'm joined by public relations strategist and former nonprofit executive Krista Terrell. Krista is the founder of Krista Faye Public Relations and the immediate past president of the Arts and Science Council, or ASC, which is a local arts agency in Charlotte, North Carolina and in Mecklenburg County. She also serves as a current member of the Board of Ethics and Professional Standards for the Public Relations Society of America. Krista's public relations experience ranges from branding, media relations, and crisis communications. She also works with advocacy, community engagement, content creation, and influencing diversity, equity, and inclusion within organizational structure. She also helps to train nonprofit boards on how to develop and implement effective strategies. So when we talk about someone who knows what branding is, Krista is that person. A native of Augusta, Georgia, Krista earned her bachelor's in communication arts, specializing in the field of public relations from Johnson C. Smith University, which is an HBCU in Charlotte. She is an accredited public relations professional and holds a certificate in nonprofit board consulting. She's an active member of her community and an advocate for the arts who is married with two sons. Now I first met Krista through a mutual colleague when I first moved to Charlotte in 2015. And we've had the good fortune of working together in the art sector and in public relations spaces over the past decade. So as I said, when we talk about someone who understands the importance of brand values and integrity, this is right in her wheelhouse. So let's welcome Krista. How are you? Hi, Loanne. Thank you so much for having me. No problem. Thank you for joining us today.

From Dance Dreams To PR

4:10

So we're going to start with a little bit of background on how you ended up where you are. So can you tell us what attracted you to public relations first and then I'll ask my next question? Sure. Um It's interesting. I really was not aware of uh public relations when I my goal was always um one, my goal was to be a dancer. Um so I went to performing art school and wanted to be like with Al with Alvin Aly a dancer. But um, but uh I'll circle back as to how I how that kind of came full circle for me. But as it relates to public relations, I was at Johnson C. Smith University and I was thinking, like, I want to be a bookings editor. And that means a models booking editor, so booking the models for editorial um shoots for like Essence or Vogue, et cetera. And so when I went to the PR department and spoke to um Dr. Albert Crowling, who was my mentor and was a wonderful person, um, he said, well, maybe you should think about public relations. And so I took a few courses and just really fell in love with it and excelled. And I said, okay, I want to be a PR uh practitioner. And that's what really started my journey was Dr. Albert Crowling. That's really interesting. How did I not know that? And the other piece is that you may be able to do that as a second career. You never know, you know? Okay. And what is what is one of the most important things that you've learned about building a brand in your career? I think the most important thing that I've learned about building a brand in my career is um being consistent and intentional about how you show up, the type of experiences that you or your organization want to have with various publics, um, and being truthful and always staying true and honest to who you are and what the organization is doing. That's those are kind of core, core things for me. And that is the whole point of the conversations that I have here on Going Beyond the Image, because as we see so many executives damaging their company's brand because of a lapse in judgment or something that was misinterpreted, you know, we have a bit of an unforgiving society. So even if there was not malintent, if that's the perception, then people are quick to just cancel your work. And I feel like it's an important conversation to have about how leadership helps to keep things grounded in the organization so that you don't have that the need for crisis communications later on. Um, would you tell our listeners a little bit more about Christopher Public Relations and some of the projects that you work on? Sure. Um, I started Christopher Public Relations in 2024, and um, it is a a firm that focuses on elevating stories, building credibility, and driving positive and measurable um outcomes. And so the types of work that I that I do ranges from brand storytelling, worked with a national foundation that created a zine for its board of directors that talked about how arts and culture, their investments in arts and culture is fueling uh justice movement works across the country. Um, worked with a local foundation here and did storytelling about how their investments are really impacting and driving out positive outcomes of people across the state. Um, I have also done nonprofit board development training with an organization in the region here, um, also in Charlotte. So very passionate about that work. I've also done crisis communications, messaging, uh, media relations, and also did project management, um, which was one of my first uh clients, project management to sell an art collection for my friend and also former boss Robert Bush, who was president of the ASC. That's really wonderful. And you know, and it sounds like you you can bring such a wealth of information to your clients because of the broad spectrum of your background. Um, now you've served in leadership roles both in the office, in the boardroom, and in your social organization.

Defining A Leader Brand With Strengths

8:35

So, how would you define your brand as a leader? Well, I think how I define my brand as a leader really connects with my um strengths, with my Gallup strengths, if anyone's uh can familiar with strength finders. And my strengths are responsibility, discipline, consistency, relator, and harmony. And that connects just with who I am and how I show up. Um as a former colleague said, you know, Chris Krista gets things done, she gets things done. You don't, you don't, you never have to worry. Um, and another colleague said, you know, she does the stuff that people don't want to do. And so um, but but when I think about my strengths, um those five key top strengths really connect with who it connects to my brand and and who I am because it's how I show up and also more importantly, the how people experience me um when they're when they're interacting with me or working with me or collaborating with me. And I can certainly attest to that. And that's I think consistency stuck out for me the most because you don't get to where you have been in your career without being able to follow through time and time again. And so we're going to talk a little bit more uh later about one of the projects that you did lead while you were at the Arts and Science Council. And I use that because again, today's conversation is around brand in action, if I didn't say that earlier. And brand in action is one of the go be going beyond the image pillars that looks at how the leader shapes culture within an organization. So not just if it's your brand alone, but how do you, when you have a team that is required to understand what that corporate brand is, how do you instill that from the top down and make sure that it's carried out within the organization? Um, because sometimes the missups don't come from the leadership, it could be from a member of the team that does something that causes harm.

Living Values Inside Nonprofit Culture

10:45

So while you were at the Arts and Science Council, how did you ensure that your team, either when you were leading a department or leading the entire organization, carried out the brand values of ASC? So I always think about when leading a team to make sure that we're focused on the mission of the organization. It always in nonprofit work, it always goes back to the mission and make and also the values of the organization. So what I when I think about my time at ASC, and especially um during my time as as president for those years and going through a um of a challenging time, I think about um transparency and honesty um the most because just being very transparent and honest about what is going on, uh the potential impact of decisions that are being made. Um so that's one piece. But while that is going on and being honest and truthful with them to the best of my ability, always bring bring them back to the core mission of the work and why you're there and how the work we are doing are impacting and affecting positive outcomes of people's lives across Mecklenburg County, whether you're an artist, whether you're a resident in Mecklenburg County or an organization. So really trying to lift up the work, um, the work that we are doing. And when I think about and lifting up that work, I think about the values of the time at ASC while I was there was around equity, which is the lens through which all decisions are made. Community, we creating, we center community in all that all that we do and really lead by listening to the community. I always say we don't go to West Charlotte, for example, and say, hey, you need opera in your life, here you go. No, we listen and learn from them about their needs and desires and then respond to that. And then collaboration, um, creating with people and not for people, which goes back to my other example. Accessibility, we're here to serve all of Mecklenburg County, not specific zip codes. Right. Um, and then um accountability, really being honest and transparent, um, and also more importantly, fiscally responsible with our donor dollar. So always centering it back on the values which fuels the mission, while also being honest and transparent about the current environment that we're that that's taking place. I love that. And the other the other thing that I think about for me as a leader, um really in any in any situation, but I think about again during my time um as president of ASC, and also when I was V VP Um of Communications at ASC.

Gunslinger Vs Gardener Leadership

13:44

It's a wonderful analogy that um Brigadier, Brigadier Commander, Sergeant Major John Ramirez um said, Um, and he's based in Arizona, it's the difference between a gunslinger and a gardener. A gunslinger is someone who is skilled in their craft. Um, they accomplished the mission, but in the end, the benefit is for them, not the organization. And during their time um as a gunslinger, they're impacting harm or causing harm to staff, to people all within the organization, creating tension. Um, they're they're really, really want to be the glamorous box office draw. Okay. And again, in the end, it's the benefit for them and not the organization. And they're really tearing things down and dismantling them, and it's not sustainable. But when you think about the gardener, the gardener is someone who is dedicated to their craft. They're tending the soil, they're nurturing, they're planting the seeds and nurturing the garden and um having the will and tenacity to pull weeds when you need to pull the weeds. And they're helping to build character by modeling the behavior, you know, the behavior and the values of the organization. And while they're not the box office draw, they're behind the scenes doing the work. Um their ultimate success is the success of the organization. So when I think about that, I am I am a gardener. I love cultivating people, supporting people. And while challenging things happen in our lives or maybe happening in an organization, at the end, um I want to care for them and also center them back to this is why we are here. This is the mission of the organization, and this is the direction that we're that we're going, and to stay focused. So that's really important to me. And it's, you know, listening to you break that down so eloquently, clearly you've done the work to make sure that you are the type of leader that can see past your own needs. And so I think that's a lesson for whoever might be listening to this too. It's just none of this happens overnight. Krista has worked in this field in leadership for more than a decade or two. So it's something that you become and you evolve into as you grow.

Building Culture Blocks With Community

16:16

I'd like to shift to talk a little bit more about one of the programs you built when you were at ASC, which was Culture Blocks. Um, because that, and you can explain it better than I can. Um, but why don't you tell us a little bit about what it was and what it was like to create a brand from scratch and watch it grow into an annual event that the community looked forward to. And I would love to hear, you know, like being a part of building something from the beginning and then watching it, the fact that it's there beyond you and the folks that created it says a lot about the value. So I'd love to hear what that process was like creating a brand from scratch and then seeing it be sustained even now. So um uh ASC's Culture Blocks program, I was proud to be a partner in um, because it was a team really fueling that work and proud to be a partner um uh in building uh culture blocks. But culture blocks was created because um it aligned with Mecklenburg County's, um, one of Mecklenburg County's goals of like bringing Mecklenburg County to use so that everyone didn't have to come to one space for services. And so one element of that um as it relates to arts and culture, and also what we heard from the community, um, is that people want experiences close to where they live. I always say people know they need to come uptown for the mountaintop experiences like the color purple or Hamilton on Broadway or a major exhibition. But people really articulated to us, residents of the community articulated to us in the cultural vision plan that they want experiences close to where they live. And so um that so with Mecklenburg County's goal and then and and wanting to respond to the community in that way, and also ASC's goal of serving the community, culture blocks was created. And um it grew. I think in the beginning, it started with three um areas, again, through research where we knew a cultural activity was not taking place, and now there are 10 culture block culture block zones across Mecklenburg County. Um but it's really in the end, it's really about listening to and learning from community about the cultural experiences that they want to see, which again ties back to the goals of ASC around community and around collaboration and also accessibility and equity. And so um really wanted to, and we were really intentional about how do we want to show up in the various communities. So being intentional from reaching out to them, how do we build trust? We can't just jump into a community. Uh, who can we build relationships with? Because at the end of the day, it's all about relationships. And so um, and it was wonderful to go to various experiences at the library or at the rec center, who were wonderful partners with us, to see the joy on people's faces when they're experiencing ex when they're experiencing cultural offerings that they want to see. And so um it was just it's just wonderful, and I'm and I'm and I'm very grateful that the work is continuing um even though I'm I'm no longer with ASE. And I love that. And you mentioned earlier that you had a desire to be a dancer and that there was a full circle moment for you with Alvin Ailey. So can you talk about that? Sure. Um, so I've growing up, I've always been a dancer. Um went to a performing arts school from sixth to twelfth grade and studied ballet, had ballet in the mornings, and then after school went to Augusta Ballet for classes. Um, but yes, my my dream was to be a dancer um with Alvin Ailey, American Dance Theater. And um while and wanted to go to Howard University and take master classes with Debbie Allen, and I did get into Howard, but my mother didn't want me um in DC, so ended up at John C. Smith, which was fine. Um but this but the full circle, various full circle moments for me was number one, um, meeting April Barry. So April Barry was with Alvin Ailey, American Dance Theater, uh principal dancer with Alvin Ailey, and she became the director of education for Charlotte Ballet. And so I took uh classes at um adult classes at uh Charlotte Ballet, and we really built a built a relationship. But the classes that I took, I was able to learn pieces from revelations, movements from revelations, which is my favorite uh kind of artistic piece of all time. And one of their signature signature, absolutely, absolutely. And um, and also she offered a uh a class in the Catherine Denham technique, which was just amazing. Like it was it was just wonderful. It was just a wonderful experience. So ew, I was like, here's someone who is deeply connected with Alvin Ailey, American Dance Theater, who has performed many, many works of the company, but she's here in Charlotte, wonderful person, building a relationship with her and just learning pieces, you know, and learning different things from her. And so that's one kind of full circle moment. And do you ever mind sharing who Catherine Dunham was for those that don't know the name? Catherine Dunham was a dancer who also created the Catherine Dunham technique, which is a specialized technique as it relates to dance. And she was very, very dear and close friends with. Alvin Ailey. Thank you for clearing that up. And you were going to make another point, so I didn't want to interrupt your thoughts. That's okay. That's okay. The other full circle moment for me is that while my career, while as a child, I wanted to be on the stage dancing and performing, the full circle moment was that my career has been built being on the administrative side of the arts and culture, you know, arts and culture sector, and then becoming president of the Arts and Science Council, I always say, while I'm not on stage, I am behind the scenes, behind the stage, fueling the work of the cultural sector. So that really became a full circle, kind of two full circle moments, moments for me. And that that's a great distinction because everybody can't aim to be the star of the show, but you're a star in your own right because you did the things that allowed the community to experience those performances and in a way that it could reach everyone, regardless if you had deep pockets or not. And I think that's something that people would, most people would say was a positive step for our community because the arts sometimes can feel like it's only for a certain few, and those that have the ability to attend shows on Broadway or somewhere else in a major city. So thank you for your work.

Truthful PR For Clients And Careers

23:30

So now that you have your own firm, what is the brand that you are building at Christophe Public Relations? Um, the brand that I am building at Christophe Public Relations is one that is built, number one, in deep relationships, also um being responsible, being honest, and really delivering, delivering on what the clients want. Okay. I think they they know people who connect with me know that I'm really no nonsense. I'm gonna tell you, I'm not gonna always tell you what you want to hear. I'm going to be honest and truthful with you, even if you don't want to hear it. Um, because I think that's that's that is what's that's what's needed. Um everything's not not fun and rosy. Sometimes there are really hard things. But um, but yeah, I want people to know that they can come to me to get things done, that I'm going to be strategic and and that I'm a listener. And um, and more importantly, I I want to build a relationship with you. Good. And and if you're looking for someone who can help with those things, then I encourage you to look at Krista's website, which we will share at the end of the show. Many professionals struggle with aligning their personal values with their professional role. You know, sometimes you have to, some people may have a job because it's financially stable, but there are things that go against what they believe. So how have you navigated that alignment to make sure that within your career, your personal values are not compromised in the work that you do? Yeah. Um you know, it's interesting. I I've never been in a s in a situation with that. Um, thankfully, to say, you know, you're doing something that's not that's that's unethical. But I think for any, for any for anyone, um, it's really important to understand the values. First, understand your values and also understand the values of the organization. It's really important to not just jump into a job because you need, because you need something, like, oh, I need, I need money, let me just go here. Um, because when you get into it and you haven't done your research, you're in it, and then you learn some things of how they do business does not align with you, and then you're in a really tough situation. So I think it's really important that whether you're an independent practitioner to really understand the client's values as well as if you're a uh a full-time employee somewhere to understand their values so that to make sure that it that it aligns. And then if it doesn't align, it's really for you making the decision that you need to exit that organization or even bring up to say, hey, I have a concern about this. Again, going back to honesty and being transparent, I have a problem with this and providing counsel to solve that problem. And then if it's just too much and sitting negatively on your spirit, then you know what is the best decision for you to do, the next right move, I guess. Thank you for that. And we've, as we said earlier, we've been seeing a number of news stories of executives who have damaged their brands through careless actions in their personal lives. Let's talk about this for a little bit. You know, what maybe one thing you would encourage either emerging leaders or people who are already in leadership to keep in mind to avoid a potential crisis? Like how what would be your recommendation for someone who is responsible for a brand so that they can stay on the pot proactive and positive end of public relations and not have to come back and clean up a mess? For me, it's all about taking the pause. Sometimes people are really quick to just do something and not not pausing to think about what are the potential consequences of this if I make this decision. Um kind of pros, pros and cons of that. Um, I think we're rushing so much these days, and I think it's really important to just pause, take time to pause and think, and then also provide counsel to those who need to know and understand what's going on about to just talk it through and like this is the potential impact if we make, if you make this decision, or if if that individual makes that decision. Um, I think pausing is is extremely important and also trust your gut. If something, I've learned, like trust your gut, if something is not feeling right or feeling right, then um it's important to pause and and and again make the decision based on that, as well as well as research and facts and things like that. I would agree with you. And how do you ensure as a leader that your team does so if let's just say we have a leader who's doing all those things and they may struggle with getting that belief system, getting those values, getting the the component of their their brand to connect with their staff. How do you ensure that your team lives the brand that is being built in the in the organization? Well, I think at first, you know, uh you would have to start at the top. If the person at the top is still not, you know, exemplifying that behavior as the PR practitioner, um, you have to continue to work with that person at the top to try to pause to, you know, to stop the behavior and help them stop the behavior. Um, because at the end, it's at the top and it trickles down into the team. Right. But how you how you, I believe, how you continue to help your team live the brand, um, is to again going back to their values and modeling as their leader what that brand is. Even if, even if the CEO is doing this, you as their leader modeling that brand and really encouraging them and helping them and again pointing back to this is the work of this organization. Um, but while you're trying to do that, you're also trying to work with um work with the CEO. Got it. And when you transitioned from being a nonprofit executive to the founder of your own firm, how has your leadership brand stayed consistent? And where are some places where you think it may have evolved in the last couple of years? I think my leadership brand has stayed cons stayed consistent. Um because I believe people in this community, they know who I am and they know what I stand for. Um and I think when I receive referrals um for potential clients, um, those individuals are articulating what what I'm about and and and again what I what I stand for. I don't believe my brand has um evolved. Again, I think it goes back to consistency. This is who I am, this is what I do, and this is how I work. And when you engage with me, this is the experience that you're going to have. And so um so yeah, that's that's what I think. Um I think it's a design. I think I think that's I think that's what it is. And I mean and I d when I think I mean it can evolve because I'm always I do crave feedback. And that is how I learn and learn how to, okay, I need to work on, you know, XYZ. But at the core, um, it really goes back to um to who I am as an individual and what people, um, people who know me or people who connect with me, the experience that they're going to have.

Branding In The Age Of AI

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And I'm going to throw in one comment or question here because in this age of AI, you know, as PR professionals, we know that the shift has bec has gone from searching Google to searching one of the AI um engines. And interestingly enough, you know, there's the whole conversation around the artificial thing, looking for authenticity to then shape your branding. And so as we move forward in this era, I really do agree that whether it's the leaders or the people that work within the company, but organization organizations are going to have to really be intentional about showing up in the right way, but not for likes and clicks and sales, but because this is how they want their business to be known, because this is what they offer. And then let that that expand throughout the success of their business. You know, I really so in a way, even though technology is helping to bring us back to more honest human behavior, I think it's a good thing in the sense that that should be at the core of why you're in business or providing a service anyway, to serve others and not to be self-serving. And sometimes I think some of us, you know, in society, we've gotten away from that because people have been so craving to just go viral all the time. And and I've often said, you know, a brand, it's not your logo alone. Yes, it's part of it, but your brand is far from the visual. It's not your logo, it's not about getting people to have a million folks liking your latest post. It's really about will your will whatever it is that you're selling, promoting, doing benefit the community that you're serving? And will it be around over time? Yeah, and the other thing, you're right. I mean, a brand is not your logo. A brand is when someone says an organization's name or your name, Loanne or Krista, what are the first three kind of words or phrases that come to mind? Exactly. And that is a favorite exercise that I like to do with colleagues or friends because it really provides, it really provides insight as it relates to um relates to their brand and also asking that question with different, with different publics. You know, at the end of the day, for me, it's all about relationships. It's all about the experiences that organizations and the people that work at organizations are having with um the various publics that they serve or work with or collaborate with. Um, because if they're having negative experiences, then um people talk. Yes. People talk. Yeah. And um, and so it's really important to um build positive relationships, think about experiences that they want to have, um, and really being authentic and and really lean true, lean into the values of the organizations or your values as an individual. Absolutely. That's what creates a brand. Uh, would you say there's a chapter of your story that you're writing at this current time? You know, people knew you know you here in Charlotte in the art sector, now you've transitioned into entrepreneur. How is your story evolving? And let me rephrase my question. How would you say the work you've done previously has prepared you for what you're doing today as a business owner? You know, as PR practitioners, and when you're a really good PR practitioner and have that expertise, they can drop us in any situation and we know what we need to do. We need to research, you know, all of that. And so um, while my career has been in the arts and culture sector, and a lot of people know me, know me from that. At the end of the day, I've always been a PR practitioner. Even as president, I'm still a PR practitioner. And so um uh that's how I'm very fortunate. That's how also how people know me. Yes, at the end of the day, Krista's a PR practitioner. Yes, her career has been in the arts and culture space. But now, um, now that having I have my own business, I'm working in a variety of of spaces. And so um, you know, it's it's it's um, I don't think it's been like a real sh a real shift for some people to say, well, tell me what you're doing now. Right. But I've never I've never encountered a conversation where they said, Oh, I didn't know you do you do vocal relations. Right. Um, because they, you know, that's they've known me and how I've shown up and the work that I've done has always been in PR. It's just been through the arts and culture lens. I'm letting Sean know. And um, if your team, your clients, and your family could all describe your leadership in one sentence, what do you think it would say and why? Krista gets things done because she is proactive. Excellent. Excellent. Well, we're almost done here. Um, and for the audience, you will hear me say, as I said, your brand is more than your logo or being viral on social media. And I feel like this conversation really honed in on why that is, because there are many components to a brand. And in the course of these conversations with other leaders, that's what we'll be exploring. Your brand is made up of the elements that shape how your customers, current and future, and past ones also, how they perceive your product, your service, your organization. And leaders are responsible for ensuring that the brand they represent is reflected throughout the company, from the person who cleans to the person who answers the phones, to the person who makes the sales, to the person who is the spokesperson. So today's conversation took a look at what it takes to implement a brand as part of company culture. And I hope you've taken some notes or that you'll tune in again and again to capture the points that you may have missed. So

Beyond The Image And Final Takeaways

38:26

before we close, I have a segment that is called Beyond the Image, and there are no wrong answers. So I'm just going to ask you a series of questions. What is one value or a belief that keeps you grounded, regardless of the role you're in? What keeps you grounded? For some people it could be faith, for some people it's confidence. It it just depends on what what do you hold on to when things get shaky? My faith. I know that God has a plan for me and is walking beside me in my life. And what is one thing that you do that helps to keep you aligned as the leader you want to be? Is there a practice or something that that you make sure you exercise so that you stay a strong leader? Surrounding myself with um support, people who support me and communities that support me. And what do people often assume about you that they that doesn't really tell who you are at your core? If there is something that they assume. No, honestly. Honestly, I can't think of anything. But that's a beautiful thing because to that that means you've been walking in who you are and what you see is what you get. That's pretty much yeah, yeah, that's true. Yeah. That's a really good thing. My last question to you is when people experience you or your leadership, what do you hope they remember most? That I'm a truth teller. And there you have it. Thank you so much, Krista. I really appreciate your honesty, your thoughtfulness. And I hope that the information that you shared today will reach someone who may have been struggling with some of the things we talked about, especially if they're responsible for leading a group of people and carrying out um their organization culture and the brand and the image that is being presented. So, listeners, if this episode spoke to you, please don't keep it to yourself. Share it with a leader who might need to hear these nuggets. And don't forget to like, subscribe, and return to the episode so you can get even more out of it the next time you listen. You can also follow Gobi Marketing Group on Instagram and Facebook at G-O-B-I Marketing Group. Thank you for tuning in, and until next time, this is Going Beyond the Image. Be blessed.