With the amount of meetings most organizations have on the subject of branding you'd assume that they don't carry any biases into their meetings. But they often do.
Once an organization grows big enough to start thinking and talking about its brand, it usually is at risk of seeing itself as a giant among humans, and, that it's their responsibility to dictate to people what their brand is and how people should view it.
The problem with this approach to branding is that it excludes the perspectives, ideas, and emotions of the people who are connected with and invested with the already existing brand—and in many ways, they are as much a part of the brand as the organization itself.
The two exist in a symbiotic relationship, in that you can't have one without the other. The organization needs people to buy into their brand, and the people need something to buy in to, which creates a sort of chicken and egg relationship.
The point, then, is to never underestimate the power of knowing what your brand means to other people.
The point, then, is to never create a brand strategy that cuts off your primary investors: the people who helped build your brand by buying in.