(March 6, 2006) What role does your logo play in the branding of your organization? If you are like most people, you define your "brand through such things as logos, taglines and color palettes. It is understandable. The term "brand has become so abused it is hard to know what it means these days.
It is not that logos and taglines are unimportant; it is just that too many people put too much power and obligation on those two tools to be the foundation of what your brand is supposed to mean to people.We have discussed many times throughout this series that the best brands provide an authentic foundation upon which a bond can form between an organization and a community of people.
That kind of sense of community is created when there is a visceral cause for them to form around - a shared hope, aspiration or strong belief, or a common interest. And a logo is only one small part of that effort.
So let's begin this discussion by clearing up some common misperceptions
Logos are not intended to "tell your story graphically, nor are they intended to be a dimensional expression of your world view. Your logo is really nothing more than a symbol you are willing to associate with your name. It does not bring importance to your work. It is not some implicit statement of your value system. In fact, your work and your values are what, over time, bring importance to your logo. It simply does not work the other way around.
So, the first thing we all need to do when thinking about whether our logo is "working for us is relax. This is not rocket science. The future of your organization does not hinge on it. And, you will NEVER get consensus on the right answer. Phil Knight, the founder of Nike, was rumored to say, " ... I'm not crazy about it, but I guess it'll grow on me over time. ... when he first saw the Nike Swoosh - perhaps the most recognizable logo in history.
Having said that, and Nike is a perfect example of this, your logo can be an extremely powerful asset to your communications.
It is important, because it invites the most subtle of perceptions about what kind of organization you might be. So, while it does not tell a story, it does seek to evoke a feeling that will either make people more receptive to your story, or not. It is the one thing that, knowing nothing else about you, gives people an initial gut instinct.
A logo takes on added importance to organizations that are widespread and diverse, because it provides a graphic link to all the disparate parts and pieces - representing a sort of "Good Housekeeping Seal of Approval for the work being done, because it associates your organization with that work.
The elements of a good logo design
These are a bit more mundane and pedestrian than you might think.
- Simplicity. The best logos are elegantly simple. They are not so much pictures or illustrations as images.
- Practicality. Do not just think about its most glorious multicolor manifestation. Run it through a fax machine or black and white copier, and then ask yourself what your organization looks like. Also, think about how well the logo lends itself to reversed-out type and images, and on all sorts of applications, from T-shirts to websites, from car signage to direct mail.
- The foundation to a naming convention. To ensure that the whole is greater than the sum of the parts, your logo should provide a comfortable anchor point to a naming convention that links all the various facilities and services you may have. It also must be used consistently across the organization.
- Timeless relevance. The final design and color palette should reflect a timeless dignity and grace. It should not feel trendy, or look tied to a specific school or era of art or design.
- Evoking a personality. Perhaps most important of all, people should be able to imply something about you from this image. Whether you are conservative or progressive, dynamic or solid, entrepreneurial or tried and true.
- Distinct. Finally, does your logo help your organization look like one that has a different perspective than others in your field, or are you more of the same?
So, how do you know whether you have got the right logo?
The decision to change logos should not be taken lightly. After all, you have already invested a lot of time and money making your existing logo mean something, so making any tweaks should only be done because there is a strategic reason for doing so. A good logo test should consist of three distinct parts. First, looking at each design possibility separately; second, comparing logos to one another; and third, assessing all of them against your mission. Here is the progression of questions we frequently ask. (NOTE: Folks who are already familiar with your current logo will almost always see it in a more positive light, so you will need to discount that perspective a bit.)
Step 1: Show each logo by itself, and ask the following:
- What is your first impression of this image?
- What feelings does it evoke in you?
- What sort of business do you think an organization like this would be in?
- What are the things you think you could assume about an organization that has this logo?
Step 2: Show all of the logos together, and ask the following:
- Which are you most drawn to, and which are you least drawn to?
- What is it about the winners (and losers) that compelled you to pick them?
- Focusing on those that did not evoke either a positive or negative feeling, why were they easy to overlook?
Step 3: Show all of the logos together, and ask the following:
- Which of these would you most associate with a (your mission here)-centered organization? What does (your mission here)-centered mean to you?
- Can you offer some thoughts about which one of these logos you could see being around 30 years ago and 30 years from now?
Remember, at the end of the day, research of this type should be used to augment your judgment, not replace it. At some point, you simply have to have the courage to choose, and then make your logo mean something.
Bill Toliver is executive director of The Matale Line, a company devoted to helping nonprofits with communications, fundraising and strategic planning. Visit them on the web at www.mataleline.com, or write Bill directly at