5 parts of our discussion1. The interplay between corporate reputation, leadership and crisis management2. What can the ethics officer do to help protect corporate reputation?3. The reputation management model to integrate ethical leadership4. Leadership skills to enhance your counseling role5. Lessons learned counseling the c-suite thinkalbright.com
PART I: THE INTERPLAY BETWEENCORPORATE REPUTATION,LEADERSHIP & CRISIS MANAGEMENT Corporate Reputation. Ethical Leadership. Crisis Management.
“WE LIED OUR WAYINTO MEDIOCRITY…AND WE MAY NEVER RECOVER FROM IT.” CHAIRMAN OF THE BOARD Corporate Reputation. Ethical Leadership. Crisis Management.
Jump start exercise• Take a moment and think about a time when you observed ethical leadership characteristics emerge during a crisis situation—negative or positive examples.• Write down one-or-two characteristics, and the impact they had on the crisis. Be specific.• Turn to your neighbor and take two minutes each sharing your experience. thinkalbright.com
“A POSITIVE REPUTATION ISLIKE WIND IN YOUR SAILSWHEN TIMES ARE GOOD,AND LIKE A LIFE PRESERVERWHEN TIMES ARE BAD.” BILL MARGARITAS, FEDEX Corporate Reputation. Ethical Leadership. Crisis Management.
1.1 Case study:Customer service + Community relations = Brand loyalty thinkalbright.com
2.0 Case study:A tale of 2 cities, 2 cultures, 1 company. thinkalbright.com
Seven tenets of protecting corporate reputation during a crisis1. Put health, welfare & safety ahead of all else, & let it be known2. Have a plan; prepare for the worst3. Act & communicate promptly4. Keep the issues & focus tight to solve your problems5. Prevent negative communications & attitudes from causing damage, worse than initial incident6. Create open communication; and move forward with positive messages7. Address the problem now, put behind you as soon as possible and revise your practices & plans with lessons learned thinkalbright.com
PART II: HOW CAN YOU HELPPROTECT & ENHANCE YOURCOMPANY’S REPUTATIONCorporate Reputation. Ethical Leadership.Crisis Management.
Confidence in institutions% of Americans who have confidence in institutions thinkalbright.com
Global trust deficit• Only 46% believe in businesses to “do the right thing”• Only 40% trust in the US Government - on par with the Russian Government• Trust in NGOs is down 20% since 2010, although they are still regarded as trustworthy (55%) Source: Edelman Global Trust Survey thinkalbright.com
An integration strategy for ethics &compliance: What gets in the way?1. Focus on compliance2. Do-as-I-say management point-of-view: education, training & communication3. The lack of access to the CEO and executive leadership team4. A strategic gap between business goals & perceived role of ethics & compliance5. The language of Ethics thinkalbright.com
The foundation of an integrated strategy:Values-based leadership for a cultural integrityBuilding a culture of integrity begins with leaders andmanagers who have the moral courage to be: 1. Honest 2. Responsible 3. Respectful 4. Fair 5. Compassionate Source: Rushworth Kidder thinkalbright.com
PART III: THE REPUTATIONMANAGEMENT MODEL –6 AREAS FOR ETHICAL LEADERSHIPCorporate Reputation. Ethical Leadership.Crisis Management.
PART IV: Leadership skills to enhanceyour counseling roleIn a 2010 global study conducted by IBM,CEOs felt that the two most valuableleadership skills for the next five years:1. Creativity2. Integrity thinkalbright.com
PART V: Lessons learned—Your role as advocate for a culture of integrity1. Serve internally first; turn words into actions2. Establish a trusted, strategic relationship with c-suite3. Help leaders as storytellers-in-chief4. Don’t look the other way at high performers who are bad citizens5. Be courageous thinkalbright.com
Strengthen Your ConnectionsJRHipple@thinkalbright.com 404.966.2992 www.thinkalbright.com