Commitment – How the Extra Mile Doesn’t Become a Lonely Stretch

Heads x Perikom Event

Commitment – How the Extra Mile Doesn’t Become a Lonely Stretch

On September 18, Heads Corporate Branding invited guests to the large hall of the Landesmuseum to address the topic of commitment, under the patronage of Perikom, the professional association for personnel management and internal communication. Commitment is crucial for any branding agency, because repositioning or redesigning a corporate brand depends on the commitment of employees. 88 guests accepted the invitation to the event.

Commitment in Switzerland: Heading Towards the Extra Mile

The topic resonated deeply, drawing everyone in and keeping them immersed throughout the evening. Brand consultants Simone Raubach and Sina Frank explained what exactly is meant by commitment and what the state of commitment is in Swiss companies. In short: not particularly good, but still better than elsewhere. Agency owner Ralph Hermann used practical examples to give an impression of the challenges involved in inspiring employees to go the extra mile. These impressions were complemented by expert interviews conducted by Heads in the run-up to the event with executives from senior management, HR, and corporate communications. But what exactly does it take to foster commitment – and where does it fail in practice? The event delivered a number of remarkable answers.

Commitment in Times of Crisis: The Brand as a Driving Force

Over the past decade, the world of work has changed fundamentally — and with it, employee expectations. In today’s competitive labor market, companies are striving to retain and motivate talent. Yet according to the latest Gallup study (2024), only 10 percent of Swiss employees feel emotionally connected to their employer, while 56 percent report being overburdened.

The ‘Team Spirit’ Myth: A New Reality of Workplace Relationships

The much-celebrated idea of “team spirit” in the workplace often turns out to be an illusion. As Sven Bühler, psychologist and founder of iCommit, puts it: “The idea that employees take off their ‘I’ hat in the morning and put on a ‘we’ hat is too romantic.” In a work environment defined by remote setups and constant availability, individual needs take center stage.
Where company prestige once created a sense of belonging — as in the case of Swissair employees proudly identifying themselves in phone directories — this is no longer enough. One key takeaway from the expert interviews: today, commitment is built through meaning. Companies must communicate authentic values and a clear mission instead of forcing a contrived sense of togetherness. True connection comes from the feeling of making an impact.

The Right Balance Between Satisfaction and Commitment

Satisfaction and commitment are both essential — but both can become problematic when taken to the extreme. Commitment, according to iCommit’s driver analysis, encourages adaptability and strengthens loyalty. Too much satisfaction, on the other hand, can lead to complacency. One powerful insight shared at the event: “Dissatisfaction is often the first step toward success.”
An overly strong identification with the employer can also lead to burnout or disillusionment. Loyalty may stem from convenience — such as a lack of alternatives — and does not necessarily indicate engagement. That’s why companies must design systems that allow employees to unlock their full potential.
As Dr. Judith Muster, sociologist and partner at Metaplan, emphasized: “Companies should not blame employee mindsets for performance gaps — they need to look at their formal structures.” The key to genuine progress lies in the right mix of satisfaction, loyalty, and engagement. Reducing commitment to mere attachment falls short.

Going the Extra Mile – and the Image Problem of “Working by the Book”

The so-called “extra mile” is often used to define committed employees: those who go beyond expectations, even outside of working hours. But the reality is different. According to Gallup, 80 percent of Swiss employees stick to what’s formally required. Does this mean they lack motivation?
Not necessarily. As Judith Muster pointed out, employees often take on additional efforts that aren’t recognized as such. They bend rules or go beyond process boundaries at their own risk to keep things running — and companies benefit from that. The real issue might not be a lack of commitment, but the structures around it.
That’s why some participants questioned whether rules need to be revised if “working by the book” isn’t enough. What’s needed is clarity, trust, and managers who communicate realistic expectations.

Strengthening Commitment Through Brand Management

Commitment is not a given. But it can be nurtured — through communication that fosters motivation and identification. The brand serves as an anchor, helping companies express their purpose, goals, and ambitions both internally and externally.
When companies credibly convey meaning, employees feel emotionally connected and act as brand ambassadors. If working conditions are flexible and tailored to individual needs, employees are more likely to stay long term. As a result, their full potential is unlocked — and turnover decreases.
When employees understand where the company is heading, their motivation to contribute rises. Transparent communication builds trust. And clarity about brand values forms the foundation for long-term commitment.