Recently, I was reminded of a a TedTalk video that continues to haunt me as a brand problem solver. Most of us in the brand community have seen it before, and many have used it to spur clients or their own organizations into action to define their brand more clearly. I'm talking, of course, of Simon Sinek's "golden circle" TEDx Talk. Now, this video, grainy and outdated as it may seem, continues to be a touchstone for many a CMO or brand manager looking to gain traction within their organization.

Brands need to focus on defining and articulating their promise to consumers if they want to have an impact.

And why shouldn't it? After all, the fundamental premise that leaders who provide their people with a clearly stated purpose -- aka, Why? -- are more effective and successful. That's good, right? Yep, it sure is...so long as that brand manager or CMO is looking for a way to motivate their team. If they're looking to position their brand, resonate with consumers or otherwise make their brand work harder for their business, their looking in the wrong place.

Now, I have a lot of respect for Mr. Sinek, and think he’s nailed a key aspect of leadership with what is a really simple conceptual model. But, in applying it to the building of brands, things get screwy. Like so many brand situations, things only get worse when the company focuses its brand building efforts on itself. The inward orientation actually flies in the face of marketers’ mission to be advocates for consumers, experts on the marketplace, and builders of the bridge that connects people to the product. As much as brand should reflect the organization that manages it, the most valued, cherished and effective brands are those that recognize this role, and do a good job of setting expectations for users that the product can actually deliver on. Nailing that promise to consumers, making sure everyone within the organization understands it, and shaping how the brand comes to life reflect the most important things brand leaders can do. Helping articulate the business vision to the company is an important, but secondary measure, and one that belongs in the hands of the CEO. Those marketers who fixate on it end up raising their own profile while risking their brand's.

So, with all due respect to Mr. Sinek, the question isn’t “Why you do what you do?”. Rather, it’s “What are you promising your consumers?"

Enough talking about your purpose. Make a promise and deliver on it.