E36 - The Importance of Core Values for Your Mobile Bar Brand w/ Ashlee Sang

In the following episode, Sarah chats with Ashlee Sang of Ashlee Sang Consulting and she tells us about the importance of values in establishing a memorable and impactful brand. Ashlee walks us through how (and why) to establish, define, and apply your brand values for a purposeful business.

Ashlee offers a fresh perspective and tools to make better, faster decisions that connect with internal teams, external audiences, and even ourselves as the founders, leaders, and visionaries!

Join us for this absolutely invaluable episode.

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JOIN THE MOBILE BAR ACADEMY
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Transcript

The Importance of Core Values for your Mobile Bar Brand w/ Ashlee Sang

Sarah: Today on the podcast, I'm here with Ashlee Sang of Ashlee Sang Consulting, and Ashlee helps entrepreneurs create and embody values-aligned brand messaging. Today we're going to talk about how to live out your brand values, to establish, define, and apply your brand values in everyday decision-making.

Ashlee, welcome to the podcast, and thank you so much for being here. 

Ashlee: Hi, thanks so much for having me. 

Sarah: I'm so excited about this topic. Anybody who has even danced around the Mobile Bev. Pro’s ecosystem in any of our programs, one of the first things we really ask them to sit down and ruminate on is their values.

And as easy as that seems, we should all be well aware of what our values are, that doesn't seem to be people's experience. Do you find that when you ask people to identify or list their values, those are things that they're easily able to answer straight off the bat? 

Ashlee: Almost never.

No. So your clients are similar to most entrepreneurs out there on that front. First of all, I love that is part of your framework and your approach. That's actually not the norm, at least not that I've found. So I so appreciate that you do that. And that is part of the reason that my business even exists is working with founders and impact leaders who know exactly what they're putting out into the world, they know why they're doing it.

It's really clear in their head and heart, but they often have trouble communicating that to people who don't live inside their bodies all day every day. And so I'm a huge advocate of outside perspective, whether it is coaches, consultants, masterminds, or it is simply a business bestie. A lifelong best friend, a life partner, someone who is able to reflect back your ideas, who's able to see things that you simply cannot see because you're just in the thick of it.

Someone who's able to ask some tough questions, et cetera maybe. So I'm a huge fan of outside perspective for that because it is so difficult to reflect on, all right, pretty much everything I do in my life. In my business through my business is a reflection of my values. Values are how they are, how we operate in the world and through the world.

And so when we live and breathe that every day, it can be really hard to put a name to that. It can be really hard to explain. what it is about transparency or simplicity or whatever it is that you value is so important to you. So yes, it is very difficult. It is also so liberating once you do put some parameters around these ideas so that you can then.

Take action through this framework of something that you've already vetted, something that you already know feels really good. And you're able to stand behind it. 

Sarah: I love all of that. One of the things that we talk about when it comes to values, because I think there are preferences, there are values, and there are beliefs that people would like to have.

And the way that we parse out what is a preference and what is a value is how willing you are to die on that hill. And I think that's paradigm-shifting for people because they're like, yeah, I believe this thing, but I'm not going to go to the mat for it. Then it's not a value. When you go through these exercises of helping people define what their true values are, what do people experience in their real lives, in their business, if they come to find out, or in the process of doing this thing?

They're out of alignment with values. What are the repercussions of being out of alignment or operating out of alignment with your values? 

Ashlee: Yeah, so on the positive side, they experience relief, clarity, validation, and momentum, and all the good things we want as humans, as leaders, as CEOs, as visionaries, all the good things when we are in alignment.

And I actually think it's a really useful exercise or position to be in to be out of alignment sometimes because it really does shine a light on what's missing that is actually how one of my core values was shifted. I was accidentally out of integrity. I was hosting an online event, I checked the little box saying, oh, donations welcome, right?

So like you're allowed to donate, but it's a totally free event. At least that's what I said all over the internet. And then I had someone email me saying, hey it's making me pay money. And I was so mortified. I felt so out of alignment. It's that icky feeling in your gut. It's that blood draining from your face.

It is the oh, no if this is my reputation, if this is my legacy, I would never be okay with that. And so I realized, oh, integrity is so essential to how I move through the world, how I build relationships, how I want to be known. And so that. was very clear for me. So it was a negative experience.

Luckily, it was like a pretty small mortification, as embarrassments go, but it was so, so, so monumental for me. And so I encourage people to live in those uncomfortable moments and learn from them. Because. Yes, I love thinking about the positive and our aspirations and what we're working toward.

Especially in our messaging I really like to be aspirational, but sometimes it is those hard moments that show us what's most important to us. And I love that you were talking about, the hill you'll die on. I often talk about standing for something in order to stand out, right? 

How many other mobile beverage business owners are there, right? Or catering companies or brand messaging strategists or whatever it is. How many other people are out there doing something very similar to what you're doing? Of course, you have other differentiators. You are special because of your own vision, and your own people that you're working with, but your values are such a great differentiator.

There's such a great point of connection and Such a great base of loyalty building not only with staff but also with customers, with partners, with people who will go to bat for you because they believe in what you believe in. They believe in what you stand for, even if it's not necessarily their personal values.

They appreciate that you are so values forward. So yeah, think about what makes you feel amazing and proud and fulfilled and validated. But also think about what makes you really icky or really angry or really mortified and do a little bit of mind mapping, a little bit of self-reflection, and get that outside perspective and go from there.

Sarah: I love that you listed physiological responses to your values. And I think this is really important because when this is an intellectual exercise, we then tend to think about what we would like to be our values or what our values should be, or what we've been told our values should be, or what our competitor's values are.

But when we tap into what our physiological responses are to actually show up in the world, it's like a GPS as to what our values actually are. And to your point, we call our value system for new businesses, almost a living document because most of us don't sit around and peg down what our values are before we start to form a business.

Maybe everybody should have super values aligned in our embodiment, but we don't, it's not until some business coach tells us, well, what are your values so that we can help build your brand? That we're like well, I think transparency should be a value and diversity should be a value.

And it's like, okay, but let's embody that. And let's, when's the last time you felt super triggered? When's the last time you just, We're willing to fight someone for something that happened or you worked anxiety is a huge red flag. A value has been triggered. Our value has been violated. And when you go through those exercises, it becomes really clear where those deep-rooted ones a little I was watching TikTok yesterday because of guilty pleasure.

Some people do reality TV. I do TikTok. And Elise Meyers had this little TikTok about how you could call her ugly. You could say she has no style. You could hate her hair, but the minute that you don't believe her like she's done, she'd rather die and melt into the floor. And that's a value for her is being believed.

The only way to really know what your values are is to know what you're willing to fight for or flight for, right? When your nervous system is triggered, then you find an underlying value. And I love that you have mentioned here that values are your differentiator. Your values, if presented publicly will resonate with your ideal client because they share the same values as you, and values and alignment with values are what makes people buy.

That's another thing that we like to talk about when it comes to sales, right? People invest in what they value and If you are not in alignment with what they value, then they're not your ideal client. They're probably not going to pay for you. Or if they do pay you, you're really going to have to pull out all the icky sticky stops.

The photo, the used car salesman techniques, right? And nobody wants to show up that way. 

Ashlee: Yeah, and I really appreciate that you talked about the shoulds, right? What we think looks good or sounds good. What we see our competitors or peers or people we idolize doing or saying. Being authentic, I have air quotes for those who can't see me, is a bit of a buzzword, right?

And much easier said than done. Consumers now are very smart. We see straight through lip service. And we see straight through empty claims. And that is so much worse than standing for what you believe in and being in opposition with what they believe in because if you say you believe or do or feel or stand for this thing and you don't back that up with your actions, it's game over.

You have lost that trust forever. And you've lost that reputation. They will spread the word about that, right? It's so much easier to talk about a negative experience as a consumer than this amazing one or this neutral one that people had. And I also wanted to touch on the idea that no value is inherently good or bad.

I actually really love that flexibility and that sort of nebulous nature of values. Because we think, maybe some should be on a pedestal. My favorite example is inclusivity versus exclusivity. Inclusivity might sound much better on the surface, right?

So, inclusivity might be amazing for you and your business and your vision and your people. When you are talking about. Hiring practices when you are talking about ways to get involved in the community. If you have some sort of really cool book club that meets outside your food stand or whatever it is, right?

That might be a really cool way to put a stake in the ground. So establish that inclusivity is important to you. Define what you mean by inclusivity and actively apply that definition of inclusivity for you and your people. That might be amazing, but exclusivity might be much more important to your mission, your vision, and your people.

If you are hiring people from a very specific background that has historically or recently been unhirable who have had lived experiences that maybe align with yours and you understand them and they're not going to get fair treatment anywhere else. And so you take it upon yourself to train them, to give them resources, to give them a job.

And you're really exclusive with who you hire because of that. Or you go into, certain communities or certain organizations and you cater to them because of what they stand for, the people they serve, or the people who need what you have to offer. And in that case, yeah, you're exclusive. You are not trying to be everything to everyone.

You want to really hone in on how you're uniquely positioned to serve this unique point of view, lived experience type of person, right? And so in that case, exclusivity is a wonderful value to have, and being inclusive would water it down and would make less safe spaces and that sort of thing, right?

So inclusivity is amazing. If that's what you want and need for you and your people. Exclusivity is amazing if that's what you want and need for your people. So yeah, there are absolutely no shoulds when it comes to living out your brand values. It is all about establishing, defining, and actively applying them in your own unique way.

Sarah: Love that. I love that the concept of niching can be applied even as granularly as to who your clients are, and what your values are, but without the judgment of this is the right way to do it. And this is the wrong way to do it. And I think oftentimes people do feel pressured to pick a value that they think clients will resonate with versus picking a value because it is something that they are so passionate about that they can execute on that level better than anyone else.

Whether it's, I know this community better than I know anything else. And so I'm just going to serve this very niche community and nobody else. Sorry. I'm sure I have something that will support you. So do other people out there have a way to support you? It doesn't have to necessarily be me that supports you or my company that supports you.

So we've talked a little bit about how to define values when it comes to applying your values, what does it look like to live out your values and where do you incorporate that? Is it everything from pricing to packaging to client experience? Where does one begin to apply a value? 

Ashlee: Yes. So literally everywhere.

And that can be really overwhelming, but it can also be really liberating, right? Can be a really useful lens to make these decisions that we have to make all day, every day. So it can guide our tough conversations. It can guide our hiring and our firing. It can guide our pricing. As you mentioned if accessibility is really important to you, then maybe profit margin is less important to you.

Or maybe you have some sort of pay-it-forward model or pay-what-you-can model, something along those lines. It also guides, you mentioned packaging. So if sustainability is really important to you and your brand, then you might pay a little bit more for compostable items, or you might pay a little bit more to have reusable dishes and silverware and have to run the dishwasher and have to have a staff person to do that.

But for me, for example, I am so much more likely to eat with and shop from companies who value sustainability and are taking very specific steps to make my purchases more sustainable because I don't want to be part of more things going into landfills. So I am willing to pay more and it makes my customer experience so much better. 

It gives me so much anxiety to go to a restaurant and think I'm going to get a plate and silverware and have it packaged in to-go material. It literally gives me anxiety. This is not the case for most consumers, but that is something that's really important to me. So that's the sort of operational side, right? The decision making the pricing, the logistics, the hiring, et cetera. That is the operational side that our values absolutely shape. They absolutely also manifest in our marketing. So something as simple as our email signature or your tagline.

I just had a client come through my inbox today and her tagline was something like “putting the self-care back into healthcare” or something like that. She's a Reiki practitioner. And that speaks a lot in very few words to what she cares about and what she's putting out into the world. You can also have some sort of affiliations. Maybe you're a 1% of the planet member or you're part of this business administration or this minority group or something like that. You can put that in your email signature and it's this little signal that is in every single piece of communication you put out into the world.

That's pretty cool. Also where to spend your ad dollars and who to buy with. Maybe you don't want to be a chamber member because they're leaning politically one way or the other against your views. And so you find your way to network and build a community without the chamber without the local chamber of commerce or maybe they're an exact alignment.

And so they're the perfect fit to partner with, and to advertise with, and to be affiliated with the same thing with your content and your copy. So like the biggest, bulkiest parts of your marketing, what is it that you're talking about? If bringing joy and light to the world is important, maybe you have like Meme Thursday and it maybe has nothing to do with food and drink and your industry.

Maybe it is simply to put a smile on people's faces and they look to you for that and they know that you're a beacon of light and that's beautiful, right? And that builds trust and makes sales, even though it's not by our taco today sort of thing. I like to think of our decision-making in that operational and marketing bucket.

And you asked where to start. I often divide them, the marketing and the operations into 12 subgroups so that's a really nice round. I did that sort of accidentally, but it's really great because you can either tackle each area in like a quarter, so maybe one per week, or you could do one per month and sort of cycle through and make sure you're constantly revisiting your values and making sure that they're being applied in a consistent way.

Could we be doing this better? Could they shine through even more clearly, explicitly, and implicitly? So you can take it item by item, like, all right, let's really evaluate our content today. Let's really evaluate our pricing today, et cetera. You could also take it value by value. If that suits you and your brain and your workflow.

So let's say you have a value of sustainability just because I mentioned it. So then you can really look through. Okay. Is our pricing sustainable? Do we have some sort of give-back to an environmental organization? Is our packaging sustainable? Is our, onboarding for our staff, sustainable in like the business sense, right?

Do we talk about sustainability ever on our Instagram, in our ads on our website, do we have a page for it? So you could cycle through each of your values and hit all of the elements in your operations and marketing and make sure those values are shining through across the board. That could be one way to do it.

You could also do it on a case-by-case basis. We just had a new hire. Let's make sure this process is aligned with our values, right? Or oh our contract is up with our vendor. Okay. Let's evaluate this through the lens of these three to five values. And so you could take it as a case by case basis, or listening to that gut response of something doesn't feel right here.

Let's look at there's through a values lens, whatever method. works right for you and your team and your brain, and there is no right or wrong way to do it. As long as you are doing it, as long as you are taking that confident, meaningful action in alignment with your values, your business will only get better and will only get easier to run.

Sarah: My next question to you was going to be how many values are too many values? And then you answered it. You said three to five values, which I love. 

Ashlee: That's my rule of thumb. There is again, no right way, but for most businesses, any fewer than three isn't quite enough to sink your teeth into.

And you're more than five kind of spreads your decision-making filter a little bit too thin. I do have some clients who have six or I have one client who has this like really cool brand that has to do with like ascending. And so her values physically ascend in length. And so I don't know, she has like nine of them or something.

And it's not wrong by any means, right? But when I am co-creating, I'm just always suggesting three to five, and then we adapt from there. 

Sarah: Yes, absolutely. And I always tell people that the more values you have, the more hills you die on. And so to your point, your decision-making, gets really thin because you're having to check every decision against every one of your values.

Mobile Bev. Pros has seven core values and we teach three to five. But every year, we reassess our values, which I think is a good practice for everyone to your point. When I asked how you apply it, you went through a whole myriad of ways in which you can apply it. And then you even mentioned after something ends, like a vendor's contract assessing it.

As to how aligned it is with your values, this process of review and adjustment is super important to values. You never want to stale value and you never want to be dying on hills for the sake of dying on hills, right? If it's no longer in alignment with the evolution of the business. And so once a year we get together and we look at our values and we look at our operations and how we're showing up in the world and then how we want to show up in the world.

And if there's one that looks outdated or maybe diluted or maybe impossible, one, great example of an impossible value that I like to use is mobile bars that decide that they want a value to be local and organic produce. That's lovely. If you don't live in a place that's seasonal. If you live in Wisconsin and local and organic produce is one of your core values, you're going to struggle for a good portion of the year because they just don't have the produce locally available.

And so, reviewing values is something that I love to do at the end of every year, and it does change over time sometimes based on how things are playing out or what market forces might be impacting the business that you might have to make a concession on. And so do you have any offhand examples of values that either you've seen or that your clients have seen that maybe they've outgrown or that have over time become contrary or even work against their potential success?

Ashlee: First of all, reiterating full permission for your values to evolve because you get feedback from your audience. You get lived experience as a business owner or in your life that might impact how you want your business to move through the world and what it aims to accomplish, right? Maybe you have someone close to you who had a cancer diagnosis and now all of a sudden that's a huge theme of your business, giving back to cancer research or working with cancer patients or hiring people who have survived cancer, something like that, right?

So full permission for them to evolve because every other element of your business is going to evolve inevitably. So yes, your values are your anchor. They are your value guiding principles. They're your gut check, but in full recognition that the world around you is changing and your business needs to change with it.

So thank you for that example and segue. And then in terms of real shifts that. I have seen, I'll go back to my story of integrating integrity into my list of core values. I am sort of a stickler, like when it comes to my own rules or business, I don't know. I didn't want more than five core values and I already had five, right?

And so I was like, oh no, I know without a doubt integrity needs to be on this list. That is something that, maybe that's my top value. So I absolutely need to have this on my list. I don't want six. And so I looked at my list of values and realized that freedom had been on my list and I wasn't really actively working toward freedom.

I was still chained to my laptop. I didn't have particularly free business hours. I have a nearly two-year-old, so her schedule dictates all of my life. And so I wasn't living particularly free and I wasn't particularly advocating for freedom for other people. And so I looked at my list and one of my favorite things to do just in general, like if you do a values exercise and you think, Oh, I care about 20 things.

We are multifaceted. We are multi-passionate humans. Of course, you care about 20 things, right? If you do a values exercise and you have a list of 10, 20, 30 things. I love to think of umbrella terms. So what one big overarching concept can encompass and cover and feel complete over lots of little ideas right?

So I had exploration already as a core value, being open to new experiences and perspectives and experimenting and the freedom to explore was very important to me. So I was able to tuck this idea of freedom underneath my existing value of exploration, and that felt much more aligned. I do actively seek out new experiences, new points of view, and freedom to do that is important to me, and so combining them basically having exploration absorb freedom, felt much more aligned, and much more specific to me, how many business owners have flagged, I went into business for myself to be free.

Many of us. And then we quickly realized that we're not free from our business. We still have responsibilities In almost every case, more so than when we had a job. So, that is 1 example of how. I realized something was missing and I reevaluated how my set of values could be reconfigured to and redefined to, really reflect where I am now in my business and where I want to go. And then I can always reevaluate in the future. Am I living this out? Could this be termed differently? Have my priorities shifted and we can go from there. 

Sarah: That is the perfect example. I love combining and using umbrella terms because oftentimes we're trying to get at the same sentiment and we're using a whole bunch of different words to describe it.

And so, yeah, a lot more bang for your buck if you use umbrella terms and stick to your five values. This is so helpful. Let's say we have someone listening and they are inspired to identify their values and start implementing them and making decisions against them.

You had mentioned earlier, kind of some of the positive implications of doing so. If I were to sit down and do this in my business, what can we tell people that they can expect to experience in a way that potentially might convince them, even if they're not currently considering sitting down and doing, let’s take a moment right now to convince them that it's worthwhile to sit down and sit still long enough to do this. And then let them know if they need support, how can they work with you in order to do this? 

Ashlee: Oh, lovely. So I hope everyone is inspired, even if they have an amazing list of values.

I hope they are inspired to either reevaluate or take the time to define or go through that list of, all right, where could these manifest? I'm so proud of these. These are so essential to how I operate. How can I make these better known? So I hope everyone is inspired as you said what would they be feeling or what would they get out of it?

So potentially a little bit of overwhelm, right? So that is okay. That is normal. Anytime we take the time to self-reflect or give ourselves more to do's quote-unquote we might feel a little bit overwhelmed, but that's where I really recommend that outside perspective. But then once you move past the potential overwhelm.

I think you will feel so much more anchored and free at the same time. So, so often we're afraid of putting ourselves in boxes, right? I don't want to niche down because I don't want to be in a box. I don't want to define my values because I care about too much stuff. I don't want to do this, that, or the other because it's going to put a box around me.

But instead, I really like to think of our values as a focus. Again, values are our how. They're how we make decisions. They're how we're known. They're how we make other people feel. They're how we run our business. So when we Think of our values as the center of our business. They're that connector between our mission and vision, the big picture stuff that we sometimes don't take the time to think about, but we thought about when we started our business.

And the people on the receiving end of it the, how the values are that conduit, that bridge between the two. You will feel so much more creative in your content creation and website copy and so much more equipped to work with creative contractors. So maybe copywriting, graphic design running Facebook ads is just not your wheelhouse and you outsource that.

What do you tell your contractors to do or make or say? So many of us hire these experts and give them zero direction, and zero brand messaging strategy to implement, right? And so if you're working with a designer and paying them thousands of dollars, what is it that they're even representing? They're representing your Brand message.

They're representing your values. They're representing your vision, right? And so if you haven't taken the time to put that onto paper to work through that yourself, how in the world are they going to deliver on that? The same thing with your copywriters, same thing with your web designers, same thing with your ads managers.

You will feel so much more equipped to work with creatives and or service providers. You will feel so much more equipped to talk about your business. Word of mouth still counts for a lot, right? So how do you communicate what you do and why it matters? It is, values are such a useful jumping-off point to communicate that.

And again, to build that loyalty amongst customers, community members, potential partners, and potential funders. I know you said that most of your listeners are self-funded. But you never know, you might someday want to seek a grant or maybe you want to expand out of 50 locations across the U.S. and you're going to need, seed funding for that.

So you are so much better equipped to talk about what you do and why it matters. You are also able to create a culture both amongst your customers and your team that is founded in values, especially if you have your team, whether it's your leadership team your sort of run-of-the-mill staff, or anyone in between.

If you collaborate with your team, on establishing, defining, and applying these values in your business, you have that collective buy-in instantly because they've been part of the process. And even if they don't 100 percent agree, maybe you had to make an executive decision on this one versus that one.

They saw the thought process. They understand what it is that you stand for and you're able to make decisions and communicate those decisions so much more clearly. So maybe you have a new point of sale system and it is. Such a hassle to shift, like to change over, and oh, now there's all new buttons and now there's all new reporting and it's just such a pain, and staff is complaining but it aligned with your core value of accessibility.

I don't know, maybe it has some sort of like, speak the total. I don't know what point of sale features there are out there, but, you made that decision to change your point of sale system based on your value of X. And so you are able to communicate to your team at this company, that we value X.

That is why we are doing this new point of sale. And they might still grumble a little bit, or it might still be a hassle, but at least they can understand, right? They have, you're so much more likely to get that buy-in and that collective culture. When you're able to stand behind your decisions and then you're not the bad guy all the time, right?

It's hey, these are our mutually decided upon values when you were hired here. This is what we said We stood for and look we're standing for it The list goes on and on but you will hopefully feel more at ease in your business. Running a business is very hard. Creating something from nothing is very hard and it is rewarding and it is beautiful and it is such a privilege, but it is hard.

And so having your values is a way to make things easier. Is such a gift to yourself and then part two of your question was, okay, well, I don't want to do this alone. How can I work with Ashlee? So one suggestion, if you want to dip your toe in the water, you can download for free my Visionaries Guide to Elevator Pitches.

And that's talking to real humans about what you do and why it matters. You can do that at ashleesang.com/bev and work through that. Share your elevator pitch with me. See what values crop up just by doing that exercise. And we can go from there. Or you can reach out to me directly via ashleesang.com and we can hop on a collaboration call and talk about how we might want to work together. What the best way is, what makes sense for you and your business where you are, and where you want to go. 

Sarah: That was glorious. I am all warm and fuzzy about values now. 

Ashlee: Lovely.

Sarah: Like all of the things that you listed that are tied to values

it's like, that's how all of us are aiming to feel every day is to be purpose-driven and aligned and surrounded by people that share our values, including our clients. And, Step one, get clear on what they are so that you can start living by them. Thank you so much for your time today, Ashlee.

This was just a fantastic conversation and I'm so glad that there's someone like you out there helping business owners. really get clear on how they do the thing that they are in the business to try and do. Everyone's aware of like what they do and potentially even why they're doing it.

But to have the how really defined and to have support from someone who's an expert in really narrowing down and being a reflection for people. So helpful. So thank you for joining us on the podcast and also for doing your good work in the world. 

Ashlee: Ah, thank you so much. I loved chatting about this and I really appreciate you holding the space.