Nowadays it is insufficient for companies to promote a product or a service only via mass media activities. These activities should be combined with a brand consistent appearance of the staff, because the customers? brand-perception is influenced by each form of employee behavior. Companies have to be aware of the importance of this fact, and consequently, focus on the implementation of the brand equity in a company?s everyday life. The aim of the Behavioral Branding approach is to master the challenge of building up a brand consistent employee behavior. Therefore, this master thesis asks the question of how leaders can implement sustainable and effective Behavioral Branding in their companies. In the first chapter the term ?Behavioral Branding? is defined. The master thesis also presents the Behavioral-Branding-Concept by Henkel et al. and describes the three phases ? formulation of objectives, development of a strategy and tool-mix. The following chapter deals with the practical implementation of Behavioral Branding in a company through activities and tools. In advance there is a description of the activities which could be done by the companies' leaders to encourage a brand consistent employee behavior and how it can be utilized in a company. Therefore, the transactional and the transformational leadership styles are described. Due to the important realisation that the brand-orientated transformational leadership style is the most suitable, a model to evolve this leadership style in a company is presented. Following this, the author describes twelve tools to encourage the brand orientated employee behavior and states their advantages and disadvantages. On the basis of the Brand-Behavior-Funnel by Wentzel et al., the tools are classified according to their achieving objectives. In the last chapter the company KNAPP AG is introduced as a Best-Practice-Example. Its activities and tools for a brand orientated Behavioral Branding are described and evaluated.