“Bad times don’t last; people do” became PricewaterhouseCoopers’ mantra when the economy went sour and the company remained committed to diversity and its employees, tying that sentiment to its global rebranding.

Chris Brassell, Office of Diversity director for PricewaterhouseCoopers (PwC), No. 6 in The DiversityInc Top 50 Companies for Diversity^®, told an audience of chief diversity officers and executives at our two-day diversity event in Washington, D.C., how PwC went ahead with its Diversity Leadership Forum in the summer of 2009 despite the poor economy. There were 700 attendees with speakers including Condoleezza Rice and Malcolm Gladwell. “We talked about diversity in a way that resonated with our audience,” he said.

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Brassell offered six lessons from PwC on consistency in messaging around diversity efforts and corporate brand:

1. It starts with commitment from the CEO and the senior leadership.

The organization’s leaders have to be dedicated to the communication and be involved in the storytelling. “It has to be authentic,” said Brassell. “If it’s not, it won’t be a priority for those delivering the messages of brand.”

2. Understand your journey.

The “brand journey” has to be relevant, reflective, engaging, influential, clear, compelling and inclusive.

3. The effort must be fully integrated.

There is no messaging without collaboration across the organization, Brassell said. The company’s diversity efforts and executives are joined to the national branding team. The diversity message is integrated into all communications for the company’s educational opportunities and training efforts.

4. It’s a two-way street between the sender and receiver.

“Reach your audience and let your audience reach you,” Brassell said. The “Who am I?”, “Women Upfront” and “Top 10 Things Your Colleagues Want You to Know” interactive campaigns allow employees at all levels to get information that is valuable to them and to share important insights with coworkers.

5. Keep it compelling.

Whether the communication is external or internal, it has to be creative.

6. Keep it dynamic.

“This is a constant thing you have to manage,” Brassell said.