We didn’t take this job lightly. Before we put pen to paper, we held intensive workshops with multiple teams—creative teams from all internal channels (retail, dotcom, digital advertising, social, integrated campaigns), as well as strategy, CX, SEO, Proofreading, partner agencies like Pentagram…you name it. After all, these are the teams who will use our guidelines to further build the brand.

Only then did we build official pillars, tone principles, house style and mechanics—which now serve as the north star across the organization.

We also created a Brand Voice Masterclass, during which we presented the evolved Brand Voice to internal channels and teams, as well as partner agencies.

The last thing we wanted to do was post the new guidelines and then fade off into the distance. We wanted folks to stay engaged.

We created Office Hours, where teams can seek consultation for various existing projects they’re working on.

And a Brand Voice Writers’ Council, where a copywriting proxy from each channel and function within our in-house agency comes together to discuss challenges, opportunities and inspiration as it pertains to Brand Voice in each of their respective channels and roles.

We had bi-monthly check-ins with various disciplines, including CX, RTM and acquisition AI.

Ongoing programming included an Inspiration Series, Open Briefs, and other ways to expand our Brand Voice.

From our business group to our corporate social responsibility team to internal communications, we continually worked with teams across the organization to find ways to extend the voice of Verizon in smart, contextual and relevant ways.