A to z of reputation by reputation consultancy

1,072 views

Published on

An A to Z of reputation and reputation management. We believe that managing your reputation allows you to deliver sustained success. True reputation management requires an integrated and cross functional approach, led at board level. Since 2011, our approach to complete reputation management has been used in the UK and globally with single organisations and entire international industries.
Our passion, just like that of our clients, is taking care of the future.
We’ve put some of our best counsel into this A-Z and hope you enjoy the read.

Published in: Business, Economy & Finance
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,072
On SlideShare
0
From Embeds
0
Number of Embeds
215
Actions
Shares
0
Downloads
44
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

A to z of reputation by reputation consultancy

  1. 1. THE A-Z OF REPUTATION MANAGEMENT
  2. 2. HELLO We believe that managing your reputation allows you to deliver sustained success. True reputation management requires an integrated and cross functional approach, led at board level. Since 2011, our approach to complete reputation management has been used in the UK and globally with single organisations and entire international industries. Our passion, just like that of our clients, is taking care of the future. We’ve put some of our best counsel into this A-Z and hope you enjoy the read. www.reputationconsultancy.com
  3. 3. We supply global, national and local insight to evidence the online reputation you currently hold, the reasons why and how it changes over time. Reputation leadership coaching that challenges your organisation, its teams and individuals to unleash and improve reputation. Tailor-made external and internal communications strategies to maximise advantage and deliver reputation change. www.reputationconsultancy.com
  4. 4. A ACKNOWLEDGE that you don’t own your reputation, those with an interest in your organisation do. www.reputationconsultancy.com
  5. 5. b BE DIFFERENT Understand the extent to which you own a unique out why you hold it and what it is that you do to keep it there. www.reputationconsultancy.com
  6. 6. C CORE PURPOSE Knowing why you exist beyond to putting that core purpose at the centre of everything you do is not only key to reputation, it is the only way to deliver heightened levels of transparency. www.reputationconsultancy.com d
  7. 7. d DIGITAL DRIVES REPUTATION Online is where your reputation is played out and where it changes quickly. Listen constantly to the conversation taking place about you, understand who www.reputationconsultancy.com
  8. 8. EGO, LOSE IT Those with stronger reputations put their energy into a cause bigger than themselves and cooperate with others to drive bigger change. www.reputationconsultancy.com F
  9. 9. F FINANCIAL PERFORMANCE is no longer the true assessment of long term success. Strong reputations demand impressive social, environmental and governance credentials too. www.reputationconsultancy.com
  10. 10. G GENEROSITY, have lots of it, share your knowledge and ideas, support others, partner with those who support your bigger cause. www.reputationconsultancy.com
  11. 11. h HONESTY. Constantly demonstrate it, not just when conversations and actively share what is going on, be open and generous with your offer of news, comment and opinion. www.reputationconsultancy.com
  12. 12. i m www.reputationconsultancy.com INSIGHT AND INFLUENCE are needed to create powerful MI to really understand your reputation, not just what your current reputation is but what is keeping it like that, who is driving reputation and what needs to change so that reputation is enhanced.
  13. 13. J JOINT VENTURES. Suppliers and partner companies are also your reputation and they can let you down. Align your values and approach to minimise the reputation damage. www.reputationconsultancy.com
  14. 14. KNOW how people feel, not just think. Feelings go way beyond positive and negative sentiment on emotion, how people feel about issues and how they feel about you in comparison with competitors. www.reputationconsultancy.com
  15. 15. L LEAD for the long term. Be courageous to make every decision for the long term, support others in doing the same and create a culture of long-termism across commercial, operational and communications functions. www.reputationconsultancy.com
  16. 16. M MEASURE reputation. Whether it is management information at board level that helps align strategy or monitoring reputation change by the minute, the hour, the day or the year, management information means better informed decisions and a greater understanding as to the nature of your reputation. www.reputationconsultancy.com
  17. 17. N NARROW the gap between how you believe your organisation is seen and how you are actually seen; this is the aim of the leadership team. www.reputationconsultancy.com
  18. 18. OP ORGANISATIONAL processes, individual daily practices and external relationships must all be bridged if reputation is to be enhanced. www.reputationconsultancy.com
  19. 19. P PREVENT, PREDICT AND PRIORITISE reputational risk by keeping an eye on the issues with increased emotion, engagement and visibility. www.reputationconsultancy.com
  20. 20. QUALITY in reputation is held by organisations that are seen, understood, trusted, honest, consistent and responsive. How could your organisation improve in these qualities? www.reputationconsultancy.com R
  21. 21. R RIGHT RELATIONSHIPS are inherent to real reputation. Know how to have and to hold right relationships at all levels and across all stakeholders. www.reputationconsultancy.com
  22. 22. s STAKEHOLDERS not just shareholders will ensure your long term success, demonstrate how you deliver value for all of them. www.reputationconsultancy.com
  23. 23. T TRANSLATE reputation insight and capabilities into every day practices to increase transparency and trust in your organisation. www.reputationconsultancy.com
  24. 24. u UNLEASH your internal reputation capability to enhance reputation from the inside, out. Understand the intelligence already held in your reputation system to reveal how each department and function can contribute to enhancing it. www.reputationconsultancy.com
  25. 25. V VALUE based networks of engagement improve reputation quality and strength, choose carefully who to engage with and connect with those who share your values. www.reputationconsultancy.com
  26. 26. ‘WHAT’ you do isn’t enough, concentrate on the ‘how’, it offers greater opportunity to enhance how others are assessing you. www.reputationconsultancy.com
  27. 27. x XXX Care about what your organisation does and for those who help reputations genuinely want to get better, genuinely want to change and genuinely attract people whose professional and personal aspirations are aligned. Those who don’t care can no longer ‘fake’ that they do. www.reputationconsultancy.com
  28. 28. Y YOU. Understand your role in reputation by making sure that your personal and professional values are aligned, reputation is stronger and performance is enhanced. www.reputationconsultancy.com
  29. 29. Z www.reputationconsultancy.com ZZZZ Wake up to Integrated Reporting that is placing growing demands on organisations to measure, manage and report on their social and environmental impact as well as their performance in corporate governance. Integrated Reporting organisations in modern society are valuing companies.
  30. 30. reputationconsultancy.co.uk reputationconsultancy.co.uk/blog @Repconsultancy Or simply get in touch with Rachel to talk things through: Mob: 0844 561 0476 07793 200888 Or join us for a coffee. We work globally and across the UK, we’re in London weekly and our home is in MediaCityUK, Manchester. Designed by jenny@bonjourpony.com www.cargocollective.com/bonjourponystudio

×