𝗔𝗺 𝗜 𝘄𝗵𝗮𝘁 𝗜 𝗱𝗿𝗶𝘃𝗲?

Eight years ago, when I began leasing a Tesla, my main concern was practical. How far could I go on a charge? The occasional truck driver “rolling coal” on EVs seemed more like a cultural act than a political statement.

The roads we travel today have changed dramatically. The public perception of brands, fueled by the behavior of their leaders, has become yet another battlefield in America. 

Consider this: Tesla’s automotive revenue plunged 20 percent in the first quarter. High-profile figures such as Sheryl Crow have publicly distanced themselves from the brand. Tesla vehicles have been vandalized not because they are electric but because Elon Musk is a lightning rod for protest. His product has not changed, but the symbolism attached to it surely has. 

The new reality is that brands (and individuals) are navigating an increasingly politicized consumer environment where affiliations are assigned without consent or nuance. 

What beer you drink, what car you drive, even whether you fly an American Flag on the 4th of July, will be frequently (and often wrongly) interpreted as declarations of ideology. This phenomenon causes consumers to think twice about the brands they buy and, worse, corrodes the effort to repair our fractious society.

When everyday decisions are treated as a referendum on personal virtue or political allegiance, we lose our ability to find common ground. With very few exceptions, business (and life) is not binary. Society is built in the gray areas, in places of compromise, competing interests, and shared experiences. 

Today, the Tesla brand finds itself at the center of a storm not because of its product but because of its producer-in-chief. Should consumers abandon an American automaker that employs 120,000 people because of the CEO’s beliefs and behavior? Or is voting with your wallet the best and only way to be heard when a consumer objects to the CEO? 

The lesson for brand managers is not to despair, but to adapt:

• 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗰𝗮𝗻: Own your brand voice, your behavior, and your values.

• 𝗣𝗿𝗲𝗽𝗮𝗿𝗲 𝗳𝗼𝗿 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗰𝗮𝗻’𝘁: If your brand gets drawn into a public dispute, be ready. Imagine a worst-case scenario, and then do the hard work now of planning your response. In a world where flames are quickly fanned by social media, you won’t have time to prepare when the crisis comes. 

• 𝗙𝗶𝗻𝗱 𝘁𝗵𝗲 𝗺𝗶𝗱𝗱𝗹𝗲 𝗴𝗿𝗼𝘂𝗻𝗱: The raised nail gets hammered. Don’t go looking for fights. The large majority of us live in the middle. Stick to what is absolutely essential for the success of your business, and play to the broad audience that cuts across the divides. 

How we as a society and business professionals choose to engage with tension and complexity will define not just what we drive but where we are headed. As for me, the lease on my fifth Tesla expires in December. Any recommendations?