Build Your Brand with ‘Fascination’

Marketing adds fascination to a brand, which in turn adds value.

June 29, 2012
/ PRINT / ShareShare / Text Size +

When a brand is fascinating, people will make greater efforts to find it, have higher engagement with it, and they will stay more loyal, says Sally Hogshead, brand guru and author of “Fascinate: Your 7 Triggers to Persuasion and Captivation.”

“Fascination is an intense emotional focus,” says Hogshead, when your brain is completely focused on one thing without distraction.

This allows people to realize their greatest achievements and be the most effective, similar to when an athlete is “in the zone,” she explains. “Your brain is hardwired to fascinate and your brain is hardwired to be fascinated.”

Marketing adds fascination to a brand, which in turn adds value. By tapping into the “seven triggers of fascination,” credit unions can command members’ attention, build member trust and loyalty—and see bottom-line growth as a result.

Hogshead’s seven triggers of fascination are:

  1. Power: Take command.
  2. Passion: Attract with emotion.
  3. Mystique: Arouse curiosity.
  4. Prestige: Increase respect.
  5. Alarm: Create urgency.
  6. Rebellion: Change the game.
  7. Trust: Build loyalty.

“Every time you communicate, you’re using one of these seven triggers,” Hogshead says. “The question is, are you using the right trigger in the right way to get your desired results?”

She says everyone is born with a primary trigger. When that trigger is combined with one of the seven secondary triggers (which are the same), there are 49 different personality combinations of how people fascinate the world around them, each with a different name.

For example, the primary “power” trigger combined with the secondary “passion” trigger results in The Ringleader (think Richard Branson). “Power” plus “trust” creates The Guardian (Warren Buffett); “power” and mystique” yields The Mastermind (Mark Zuckerberg).

For credit unions, understanding the 49 personality types can help managers put people in the right place in the organization, she says.

Hogshead says certain primary triggers are associated with particular roles in the organization:

  • Power: A decision-maker with big goals.
  • Passion: A relationship builder with consistency.
  • Mystique: Solo intellect behind the scenes.
  • Prestige: Over-achiever with high standards.
  • Alarm: Precise detail manager.
  • Rebellion: Innovative problem-solver.
  • Trust: Stable team player.

Credit unions should think long-term about how they can serve members one year from now and 10 years in the future, Hogshead advises. “The greatest value you can add to your organization is to be more of yourself.”

Hogshead addressed the America’s Credit Union Conference in San Diego.

Post a comment to this story


What's Popular

Popular Stories

Recent Discussion

Great article! Unfortunately, most employees don’t feel valued or appreciated by their supervisors or employers. In fact, research has shown that the predominant reason team members quit their jobs is because they don’t feel valued. This is in spite of the fact that employee recognition programs have proliferated in the workplace – over 90% of all organizations in the U.S. has some form of employee recognition activities in place. But most employee recognition programs are viewed with skepticism and cynicism – because they aren’t viewed as being genuine in their communication of appreciation. Getting the “employee of the month” award, receiving a certificate of recognition, or a “Way to go, team!” email just don’t get the job done. How do you communicate authentic appreciation? We have found people have different ways that they want to be shown appreciation, and if you don’t communicate in the language of appreciation important to them, you essentially “miss the mark”. Additionally, employees need to receive recognition more than once a year at their performance review. Otherwise, they view the praise as “going through the motions”. A third component of authentic appreciation is that the communication has to be about them personally – not the department, not their group, but something they did. Finally, they have to believe that you mean what you say. How you treat them has to match the words you use. If you are not sure how your team members want to be shown appreciation, the Motivating By Appreciation Inventory ( will identify the language of appreciation and specific actions preferred by each employee. You then can create a group profile for your team, so everyone knows how to encourage one another. Remember, employees want to know that they are valued for what they contribute to the success of the organization. And communicating authentic appreciation in the ways they desire it can make the difference between keeping your quality team members or having a negative work environment that everyone wants to leave. Paul White, Ph.D., is the co-author of The 5 Languages of Appreciation in the Workplace with Dr. Gary Chapman.

Your Say: Who should be Credit Union Magazine's 2014 CU Hero of the Year?

View Results Poll Archive