Presentation "From Leadership Crisis to a New Era of Permission: Practical Lessons from the Ketchum Leadership Communication Monitor" given by Rod Cartwright at the reputation management conference "ReputationTime"on May 13, 2016 in Riga, Latvia (www.reputationtime.lv).
Rod Cartwright is Partner and Director, Global Corporate Practice at Ketchum (UK).
If you startup isn't in the bay area it has disadvantages.
If you startup isn't in the US it has disadvantages.
So stop whinging and identify the barriers you can control for success!
The document summarizes key points from presentations given at the 2011 World Business Forum. Bill George spoke about companies losing focus on their core missions and values in pursuit of short-term financial gains. Malcolm Gladwell engaged the audience with stories about risk-taking and its role in success. Tal-Ben Shahar discussed focusing on what works rather than what fails, which provides a more positive perspective for business.
This document discusses how companies can improve customer service by putting conversations at the center of the business, reducing their sphere of control to increase their sphere of influence, and smashing silos between different customer support tools. It argues that companies should stop trying so hard to control customer interactions and instead embrace natural conversations and feedback, harnessing the connections between customers, representatives, and communities. The goal is to think holistically about customer experience rather than focusing narrowly on individual support channels.
Improving Leadership by Proper Diagnosis of Workplace Relationships: your gui...Larry Stybel
The Knowledge Worker Paradox refers to bright people who are trained to be precise about diagnosing factors within their areas of technical expertise yet intellectually sloppy about diagnosing work place relationships. This can be a problem when work can only be accomplished with and through others!
We provide a model for diagnosing relationships at work.
We focus on the management of chum relationships in the real and virtual worlds.
This is a speech given to the members of the Financial Executives International in Boston.
This document provides advice on how to achieve success and win. It argues that identifying and cutting off contact with "losers" who spread fear is important to avoid negativity. Additionally, being ruthless and willing to experience discomfort is necessary to grow and succeed, as the comfort zone will not lead to wealth. The document evaluates people on their willingness to ask questions and learn, as well as experience discomfort, as those who seek comfort will never succeed. The overall message is that to win, one must avoid losers, be ruthless and willing to experience discomfort.
The presentation reviews ways businesses make decisions on the placement of property and casualty insurance. Methods include looking to reduce financial leakage and improving the company's bottom line.
John loaned a large sum of money to his friend who promised to repay it within two months. Four months have now passed with no repayment or response from his friend. John is facing financial troubles without the repayment. He discovers that his neighbor also lent money to the same friend, which was instead used to pay a gambling debt. When John confronts his friend, he finds him embracing his neighbor's wife, damaging his reputation in the community.
If you startup isn't in the bay area it has disadvantages.
If you startup isn't in the US it has disadvantages.
So stop whinging and identify the barriers you can control for success!
The document summarizes key points from presentations given at the 2011 World Business Forum. Bill George spoke about companies losing focus on their core missions and values in pursuit of short-term financial gains. Malcolm Gladwell engaged the audience with stories about risk-taking and its role in success. Tal-Ben Shahar discussed focusing on what works rather than what fails, which provides a more positive perspective for business.
This document discusses how companies can improve customer service by putting conversations at the center of the business, reducing their sphere of control to increase their sphere of influence, and smashing silos between different customer support tools. It argues that companies should stop trying so hard to control customer interactions and instead embrace natural conversations and feedback, harnessing the connections between customers, representatives, and communities. The goal is to think holistically about customer experience rather than focusing narrowly on individual support channels.
Improving Leadership by Proper Diagnosis of Workplace Relationships: your gui...Larry Stybel
The Knowledge Worker Paradox refers to bright people who are trained to be precise about diagnosing factors within their areas of technical expertise yet intellectually sloppy about diagnosing work place relationships. This can be a problem when work can only be accomplished with and through others!
We provide a model for diagnosing relationships at work.
We focus on the management of chum relationships in the real and virtual worlds.
This is a speech given to the members of the Financial Executives International in Boston.
This document provides advice on how to achieve success and win. It argues that identifying and cutting off contact with "losers" who spread fear is important to avoid negativity. Additionally, being ruthless and willing to experience discomfort is necessary to grow and succeed, as the comfort zone will not lead to wealth. The document evaluates people on their willingness to ask questions and learn, as well as experience discomfort, as those who seek comfort will never succeed. The overall message is that to win, one must avoid losers, be ruthless and willing to experience discomfort.
The presentation reviews ways businesses make decisions on the placement of property and casualty insurance. Methods include looking to reduce financial leakage and improving the company's bottom line.
John loaned a large sum of money to his friend who promised to repay it within two months. Four months have now passed with no repayment or response from his friend. John is facing financial troubles without the repayment. He discovers that his neighbor also lent money to the same friend, which was instead used to pay a gambling debt. When John confronts his friend, he finds him embracing his neighbor's wife, damaging his reputation in the community.
Amanda Gale Bando is a psychologist. She has a background in psychology and provides counseling services. Her contact information is included should anyone need to reach out to her for psychological services.
Este documento presenta una pauta de evaluación para disertaciones con CMAP. La pauta evalúa cinco aspectos: introducción, desarrollo de contenidos, claridad y coherencia de la exposición, dominio del tema, y conclusión. También evalúa el material de apoyo y otros aspectos como la presentación, lenguaje, tiempo, y elementos creativos. Se asigna un puntaje por cada criterio y se suman para calcular la nota final basada en una escala del 60% de nivel de exigencia.
Los avances prolongados de los dispositivos multimedia, forman parte de una gama de muchas posibilidades tanto como a favor de la educación, como también para todo tipo de comercio y empresas. A poder desarrollarse de una manera mas rápida, concreta, y con miles de ideas y propuestas para un mejor provecho de todas estas herramientas.
La Universidad de Sevilla celebrará la tercera edición de su Olimpiada Universitaria de Física del 9 al 11 de mayo, consistente en una prueba teórica de problemas de física general de primer curso y una conferencia del profesor estadounidense Paul Stanley. Los ganadores recibirán material didáctico valorado en 300€, 200€ y 100€ para el primero, segundo y tercero respectivamente.
El documento resume una clase en la que los estudiantes presentaron prototipos de puentes de dos metros que fueron evaluados. La mayoría de las estructuras fallaron debido a problemas como el silicón derritiendo los pitillos, falta de continuidad estructural, diseños bidimensionales en lugar de tridimensionales, falta de diagonales internas y dimensiones excesivas. El profesor recomendó mejorar los apoyos, dividir arcos en tres secciones iguales y buscar formas de evitar que se abran. El puente del grupo del autor resistió más de lo
Harsh Doshi is a recruitment consultant with over 6 years of experience in talent acquisition. He has worked at Capgemini, Rolta India Limited, and Zentrum & Makers recruiting for various technical positions. In his current role at Capgemini, he sources for infrastructure skills like database administration and handles both lateral and entry-level hiring. Doshi developed a hospital management software system during his education and holds an MSc in Computer Science.
JOHANNA KATHERINNE VANEGAS SOCHA Código: 1´022-394.638
JUAN CARLOS GARZÓN PORRAS Código: 79.733.514
JULY MABEL GÓMEZ MURILLO Código: 1’013.603.960
UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA
Internet es una red de redes que interconecta computadoras y redes de computadoras a nivel mundial. Tiene características como ser universal, interactiva, integral e informativa. SlideShare es un sitio web donde los usuarios pueden subir y compartir presentaciones en formato PowerPoint o PDF. YouTube es un portal donde los usuarios pueden subir y ver videos. Ambos sitios son importantes para compartir información de manera accesible a través de presentaciones de diapositivas y videos.
C.F. Yam, a regional general manager of an insurance company, will give a public lecture on the value of actuaries for management. In the lecture, he will discuss how actuaries can add business value through effective communication and investment knowledge. He will also address how actuaries may need to further develop practical skills to help service the growing annuity market and influence business success. The event details include the date, time, location and registration information for the lecture at the University of Hong Kong.
The Innovation Quartet: Four Essential Cornerstones of Innovation and How The...Sustainable Brands
How can an organization enable innovation in a new and complex situation through four fundamental innovation-seeking behaviors: help seeking, help giving, reflective reframing, and reinforcing?
Peran sekretariat dalam musyawarah sengketa pemilihanAhsanul Minan
1. Sekretariat memainkan peran penting dalam penanganan sengketa pemilihan, mulai dari penerimaan permohonan, persiapan musyawarah, hingga pembuatan putusan.
2. Tahapan penanganan permohonan sengketa meliputi pemeriksaan kelengkapan administrasi, pencatatan dalam register, penyiapan jadwal dan undangan musyawarah, serta penyiapan panitia.
3. Persiapan musyawarah mencakup penentuan jadwal, peny
From Analytical Actuarial to Fintech by CF Yam at HKU on 10 March 2016CF Yam
The document discusses the transition from traditional analytical actuarial processes to modern dynamic risk management in the era of fintech. It notes that analytical approaches are no longer sufficient due to factors like increased volatility, complex products, and new regulations. Modern risk management requires more sophisticated modeling of risks like insurance, market, credit, liquidity and operational risks. The rise of fintech is disrupting financial services and creating new opportunities for risk management professionals to develop specialized skills and take on expanded roles. Actuaries are well-positioned to succeed in risk management with skills in data analytics, modeling, and understanding different risk types.
Este documento contiene 10 páginas de un boletín del Centro de Educación Popular - CEP Pío XII del año 1986. La página 7 menciona brevemente que el Decreto Supremo 21060 impulsó políticas económicas neoliberales en Bolivia, incluyendo la privatización de empresas estatales y reformas de mercado. El resto de las páginas parecen ser parte del boletín del CEP pero no contienen información relevante.
Paul Polman, the CEO of Unilever, discusses in an interview how companies must adapt to changing consumer behaviors and focus on execution. He emphasizes the importance of corporate social responsibility and sustainability. Polman believes that if companies innovate well and create value for consumers, margins can continue to expand despite competition.
Building Blocks: Marissa Levin's presentation at the #wgbiz Boot CampWeb.com
The document provides a summary of lessons from a 2010 business boot camp for women entrepreneurs. It covers understanding the business growth lifecycle, filling multiple business roles, establishing core values, getting advisors, developing an effective marketing message, managing clients, working with friends and family, achieving excellence, dealing with setbacks, and securing new clients.
The document discusses strategies for associations to improve and remain relevant. It recommends that associations lead with a clear vision focused on helping members succeed and providing quality. Associations should evaluate what activities and services to stop, accelerate, or add by focusing on members' needs. Effective communication of the vision is also essential using emotional persuasion. Recruitment of new members and retention of current ones requires an ongoing focus on bringing in the right people for the network.
The document provides an overview of accelerating business growth through developing a clear vision and understanding customer needs. It discusses establishing a vision using components like stakeholders and tangible goals. Understanding personality types through DISC profiles allows customizing communications and motivating teams. Tracking customer journeys from awareness to referral shows where to improve conversions by 5% or more for an 80% increase in income. Maintaining reputation through credibility, culture and agility helps businesses recover from crises like Toyota and Tylenol.
A strong brand provides value by acting as a shortcut for understanding what a product or service offers. It allows companies to differentiate themselves when products are similar. Building a brand is important for organizations to achieve goals like customer retention and increased revenue. Strong brands compel loyalty, make marketing efforts more effective, and pave the way for growth into new markets. Financial institutions in particular need strong brands to earn customer trust and differentiate themselves from competitors.
This document discusses how brands can fail and provides strategies to prevent failure. It identifies common reasons for brand failure such as overestimating the market size, ineffective promotion, and pricing issues. The document also discusses the concept of branding and defines a brand as a person's gut feeling about a product. It emphasizes the importance of understanding customers and differentiating the brand. Additionally, the document outlines four disciplines of brand building: differentiation, collaboration, innovation, and cultivation.
Amanda Gale Bando is a psychologist. She has a background in psychology and provides counseling services. Her contact information is included should anyone need to reach out to her for psychological services.
Este documento presenta una pauta de evaluación para disertaciones con CMAP. La pauta evalúa cinco aspectos: introducción, desarrollo de contenidos, claridad y coherencia de la exposición, dominio del tema, y conclusión. También evalúa el material de apoyo y otros aspectos como la presentación, lenguaje, tiempo, y elementos creativos. Se asigna un puntaje por cada criterio y se suman para calcular la nota final basada en una escala del 60% de nivel de exigencia.
Los avances prolongados de los dispositivos multimedia, forman parte de una gama de muchas posibilidades tanto como a favor de la educación, como también para todo tipo de comercio y empresas. A poder desarrollarse de una manera mas rápida, concreta, y con miles de ideas y propuestas para un mejor provecho de todas estas herramientas.
La Universidad de Sevilla celebrará la tercera edición de su Olimpiada Universitaria de Física del 9 al 11 de mayo, consistente en una prueba teórica de problemas de física general de primer curso y una conferencia del profesor estadounidense Paul Stanley. Los ganadores recibirán material didáctico valorado en 300€, 200€ y 100€ para el primero, segundo y tercero respectivamente.
El documento resume una clase en la que los estudiantes presentaron prototipos de puentes de dos metros que fueron evaluados. La mayoría de las estructuras fallaron debido a problemas como el silicón derritiendo los pitillos, falta de continuidad estructural, diseños bidimensionales en lugar de tridimensionales, falta de diagonales internas y dimensiones excesivas. El profesor recomendó mejorar los apoyos, dividir arcos en tres secciones iguales y buscar formas de evitar que se abran. El puente del grupo del autor resistió más de lo
Harsh Doshi is a recruitment consultant with over 6 years of experience in talent acquisition. He has worked at Capgemini, Rolta India Limited, and Zentrum & Makers recruiting for various technical positions. In his current role at Capgemini, he sources for infrastructure skills like database administration and handles both lateral and entry-level hiring. Doshi developed a hospital management software system during his education and holds an MSc in Computer Science.
JOHANNA KATHERINNE VANEGAS SOCHA Código: 1´022-394.638
JUAN CARLOS GARZÓN PORRAS Código: 79.733.514
JULY MABEL GÓMEZ MURILLO Código: 1’013.603.960
UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA
Internet es una red de redes que interconecta computadoras y redes de computadoras a nivel mundial. Tiene características como ser universal, interactiva, integral e informativa. SlideShare es un sitio web donde los usuarios pueden subir y compartir presentaciones en formato PowerPoint o PDF. YouTube es un portal donde los usuarios pueden subir y ver videos. Ambos sitios son importantes para compartir información de manera accesible a través de presentaciones de diapositivas y videos.
C.F. Yam, a regional general manager of an insurance company, will give a public lecture on the value of actuaries for management. In the lecture, he will discuss how actuaries can add business value through effective communication and investment knowledge. He will also address how actuaries may need to further develop practical skills to help service the growing annuity market and influence business success. The event details include the date, time, location and registration information for the lecture at the University of Hong Kong.
The Innovation Quartet: Four Essential Cornerstones of Innovation and How The...Sustainable Brands
How can an organization enable innovation in a new and complex situation through four fundamental innovation-seeking behaviors: help seeking, help giving, reflective reframing, and reinforcing?
Peran sekretariat dalam musyawarah sengketa pemilihanAhsanul Minan
1. Sekretariat memainkan peran penting dalam penanganan sengketa pemilihan, mulai dari penerimaan permohonan, persiapan musyawarah, hingga pembuatan putusan.
2. Tahapan penanganan permohonan sengketa meliputi pemeriksaan kelengkapan administrasi, pencatatan dalam register, penyiapan jadwal dan undangan musyawarah, serta penyiapan panitia.
3. Persiapan musyawarah mencakup penentuan jadwal, peny
From Analytical Actuarial to Fintech by CF Yam at HKU on 10 March 2016CF Yam
The document discusses the transition from traditional analytical actuarial processes to modern dynamic risk management in the era of fintech. It notes that analytical approaches are no longer sufficient due to factors like increased volatility, complex products, and new regulations. Modern risk management requires more sophisticated modeling of risks like insurance, market, credit, liquidity and operational risks. The rise of fintech is disrupting financial services and creating new opportunities for risk management professionals to develop specialized skills and take on expanded roles. Actuaries are well-positioned to succeed in risk management with skills in data analytics, modeling, and understanding different risk types.
Este documento contiene 10 páginas de un boletín del Centro de Educación Popular - CEP Pío XII del año 1986. La página 7 menciona brevemente que el Decreto Supremo 21060 impulsó políticas económicas neoliberales en Bolivia, incluyendo la privatización de empresas estatales y reformas de mercado. El resto de las páginas parecen ser parte del boletín del CEP pero no contienen información relevante.
Paul Polman, the CEO of Unilever, discusses in an interview how companies must adapt to changing consumer behaviors and focus on execution. He emphasizes the importance of corporate social responsibility and sustainability. Polman believes that if companies innovate well and create value for consumers, margins can continue to expand despite competition.
Building Blocks: Marissa Levin's presentation at the #wgbiz Boot CampWeb.com
The document provides a summary of lessons from a 2010 business boot camp for women entrepreneurs. It covers understanding the business growth lifecycle, filling multiple business roles, establishing core values, getting advisors, developing an effective marketing message, managing clients, working with friends and family, achieving excellence, dealing with setbacks, and securing new clients.
The document discusses strategies for associations to improve and remain relevant. It recommends that associations lead with a clear vision focused on helping members succeed and providing quality. Associations should evaluate what activities and services to stop, accelerate, or add by focusing on members' needs. Effective communication of the vision is also essential using emotional persuasion. Recruitment of new members and retention of current ones requires an ongoing focus on bringing in the right people for the network.
The document provides an overview of accelerating business growth through developing a clear vision and understanding customer needs. It discusses establishing a vision using components like stakeholders and tangible goals. Understanding personality types through DISC profiles allows customizing communications and motivating teams. Tracking customer journeys from awareness to referral shows where to improve conversions by 5% or more for an 80% increase in income. Maintaining reputation through credibility, culture and agility helps businesses recover from crises like Toyota and Tylenol.
A strong brand provides value by acting as a shortcut for understanding what a product or service offers. It allows companies to differentiate themselves when products are similar. Building a brand is important for organizations to achieve goals like customer retention and increased revenue. Strong brands compel loyalty, make marketing efforts more effective, and pave the way for growth into new markets. Financial institutions in particular need strong brands to earn customer trust and differentiate themselves from competitors.
This document discusses how brands can fail and provides strategies to prevent failure. It identifies common reasons for brand failure such as overestimating the market size, ineffective promotion, and pricing issues. The document also discusses the concept of branding and defines a brand as a person's gut feeling about a product. It emphasizes the importance of understanding customers and differentiating the brand. Additionally, the document outlines four disciplines of brand building: differentiation, collaboration, innovation, and cultivation.
AIMIA The Connected Consumer Conference | MashUp CX on Customer Experiencebrittneygraham16
MashUp CX is a global consultancy firm specialising in customer experience strategy and design. MashUp CX Director Nicola Mansfield was a guest speaker at AIMIA's half-day forum, 'Connected Consumer: The future of digital retail experience' in Sydney on July 15th. In this forum Nicola shared her thoughts on how retailers can be more profitable and relevant in today's omni-channel world through efficient design thinking.
While Uncle Sam props up the markets and maintains record low interest rates, brands’ greater engagement with consumers, along with a readiness to respond to emergencies, forms a central role. In a new era of cash-flow constraints, brand rationalization and no-risk methods to regain trust, what are the best methods for protecting it?
Philip kotler marketing_3.0_seminar_april_4_2011snehalpurohit
The document summarizes Philip Kotler's presentation on marketing trends and the evolution of marketing from Marketing 1.0 to Marketing 3.0. It discusses the loss of effectiveness of traditional marketing approaches and the need for companies to shift to a more strategic, values-driven approach that focuses on all stakeholders, involves customers in product development, and addresses societal challenges like sustainability. The presentation highlights how marketing must adapt to new technologies, empowered customers, distrust in business, and other trends in order to build strong brands and company reputation.
Philip kotler marketing_3.0_seminar_april_4_2011snehalpurohit
The document summarizes key points from a presentation on marketing 3.0 and values-driven marketing. It discusses challenges facing businesses like distrust of business and economic issues. It also covers opportunities like globalization and technological advances. The presentation emphasizes engaging customers, stakeholders, and sustainability to build strong brands and reputations.
The document provides 7 keys for connecting with audiences about sustainability: 1) Be positive and focus on solutions rather than problems, 2) Keep messages simple, 3) Build trust by being transparent, 4) Engage audiences through examples rather than explanations, 5) Go against the grain by speaking softly rather than loudly, 6) Borrow the halo effect from popular brands and values, 7) Create an ongoing social media platform for engagement rather than one-time reports.
The document outlines strategies for overcoming sales call reluctance. It discusses the maturity continuum of salespeople from dependent to independent. Types of sales behaviors and symptoms of call reluctance like fear and avoidance are described. Common causes of reluctance like reactance and skepticism are explained. The document provides a framework using SBTE (Setting Beliefs, Building Enthusiasm and Creating Time and Systems) to help salespeople overcome reluctance. It emphasizes goal-setting, time management, preparation techniques and focusing on truly connecting with prospects.
Module 5 practicalities of restarting [recovered]caniceconsulting
This module discusses rebuilding trust, reputation, and relationships after business failure. It provides tips for honest entrepreneurs who have faced bankruptcy, including owning mistakes, being transparent, and learning from failures. Rebuilding trust involves demonstrating competence, benevolence, and integrity. The document recommends starting over by articulating lessons learned from past failures. It also emphasizes the importance of rebuilding trust with customers, employees, investors, and oneself through honesty. Repairing reputation may require being upfront about negative publicity and apologizing for mistakes.
The document summarizes an article about how salespeople can succeed even when buyers have more power in negotiations. It discusses how traditional views of power and dominance are changing, as research shows buyers now have more power than sellers. However, the article argues that sellers can use their "low power" position to their advantage by using unexpected strategies. Specifically, it recommends that sellers challenge buyers' certainty by introducing "unconsidered needs" that lead to differentiated solutions rather than allowing negotiations to focus only on known needs. Research shows this approach can increase buyers' perceptions of a seller's quality and uniqueness. Overall, the article advises sellers to avoid direct power challenges and instead expand buyers' range of options through creative conversation.
The document discusses building career protection in corporate America by adopting an entrepreneurial mindset. It recommends professionals create opportunities pipelines, learn to watch market indicators, build a personal brand, avoid getting trapped in networking loops, and conduct informational interviews to gain control over one's career trajectory. The goal is to anticipate changes and guide perceptions of one's achievements in order to maintain relevance and attract strategic connections that can lead to new opportunities.
As part of an assignment, here is a book concise of "Personality not included" by Rohit Bhargava. This doc would go well with the presentation ppt that I have uploaded on the same topic.
The document discusses strategies for addressing volatility, uncertainty, complexity, and ambiguity (VUCA) in business environments. It advocates developing vision to address volatility, understanding to address uncertainty, clarity to address complexity, and agility to address ambiguity. Key approaches include collaborating with partners, focusing on just one thing at a time, amplifying assets and addressing vulnerabilities, and transforming teams during difficult times. The document provides examples of how leadership principles like role modeling, challenging assumptions, and ongoing learning can help organizations thrive, not just survive, even in uncertain conditions.
The document discusses the challenges faced by DaimlerChrysler after their 1998 merger. It notes their differing corporate cultures, with Daimler having a hierarchical structure and Chrysler being more team-oriented. The merger struggled as Daimler asserted more control and Chrysler's independent culture was disrupted. Cultural differences in areas like communication styles, leadership, and customer approaches posed integration challenges.
The document discusses several key trends in marketing for the future including:
1) Marketing will increasingly focus on dialogue and conversations with customers rather than one-way broadcasts.
2) Brand reputation and customer experience will become more important as information spreads quickly online.
3) New technologies like social media, mobile apps, and location-based services will open new opportunities for targeted marketing but also require adaptation.
Successfully Navigating the Turning Tides
Welcome to the 13th edition of Creating Value, IMAP’s flagship mid-market M&A publication.
To say this year has been a mixed bag of nuts so far is somewhat of an understatement. Following a record year of M&A in 2021, many expected that this momentum would continue long into 2022. However, record high inflation, rising interest rates, and fears of a recession continue to overshadow market activity.
With energy and food price increases a danger to the stability of developing markets, global stock market valuations are off 20-30% from their cycle highs and are showing no signs of an imminent recovery. Yet despite this difficult environment, IMAP advisors continue to close successful deals for clients around the world and in this edition of Creating Value, we share the story behind some of these, including an artificial heart manufacturer looking to become the primary alternative to heart transplants and an IT recruitment company looking to bridge the gap in technology skills as a result of digitization. We also put Industrials, Fintech and Automotive under the microscope to find out what’s driving M&A activity and identifying opportunities for investors.
As we continue our series dedicated to the subject of ESG, we take a look at the implications of new ESG reporting regulations on mid-market companies. We also share details of a recent client succession story in the Renewable Energy sector.
Following his recently published paper looking at the likelihood of single-owner SMEs credit defaulting compared to multiple-owner SMEs, Dr. Csaba Burger, Data Science Advisor at the Hungarian National Bank (MNB), talks to Creating Value to explain why SMEs are twice as likely to default and provides guidance on key measures to mitigate the risks.
As IMAP continues to expand its global footprint, we take the opportunity to once again welcome our newest IMAP member, Investor in Paraguay and examine what is increasingly becoming a highly attractive region for investors. We also share news of a new IMAP partner agreement designed to develop our investment banking activities in the Netherlands.
So, while we are unable to predict what will happen in the markets over the coming months, or say for certain how things are going to unfold, it is clear that the tides are turning and by the time we come back to you with our next edition there will be much to talk about. In the meantime, our IMAP partners around the globe will continue to dig deep and be ready to help our clients successfully navigate any treacherous waters.
Similar to Rod Cartwright at ReputationTime2016 (20)
DFF MC: How to use Gamification mechanics for problem solving?Lejiņa and Šleiers
Recap of the global technology, policy, startup and lifestyle festival the Digital Freedom Festival (www.digitalfreedomfestival.com) masterclass “How to use Gamification mechanics for problem solving?” led by Founder of Egomonk, Ambassador at TED Sartaj Anand (IN).
Recap of the global technology, policy, startup and lifestyle festival the Digital Freedom Festival (www.digitalfreedomfestival.com) masterclass “How to get your first 100 customers?” led by 500 Startups mentor Bernard Huang (USA).
The Masterclass guides through the process of making an organisation a fully digital enterprise, and that means understanding the complexities of the Digital Transformation. Gianni Catalfamo is passionate digital guru and former Co-chairman of the World Communication Forum.
The Masterclass was part of the conference ReputationTime 2016, www.reputationtime.lv
Presentation "Is He Real?" given by Agnese Kleina at the reputation management conference "ReputationTime"on May 13, 2016 in Riga, Latvia (www.reputationtime.lv).
Agnese Kleina is Editor in Chief of Benji Knewman, Publisher, Visual journalist/ LV.
Presentation "How to have an Impact in the Publishing Revolution?" given by Steven Watson at the reputation management conference "ReputationTime"on May 13, 2016 in Riga, Latvia (www.reputationtime.lv).
Steven Watson is Founder of subscription service Stack, previously as an editorial director worked with brands including Google, PlayStation and easyJet (UK).
Influencers are shaping a new world by influencing traditional influential groups like journalists, politicians, business leaders and brands. The rise of influencers has transformed the communications landscape, with individuals better able to take advantage of new technologies than large organizations. While influencers do not directly influence society, they contribute to changing the world by impacting other influencers who influence the groups that previously ruled communications.
Presentation "Kindness as unifying element" given by Mitya Aleshkovskiy at the reputation management conference "ReputationTime"on May 13, 2016, in Riga, Latvia (www.reputationtime.lv).
Mitya Aleshkovskiy is Photographer, social activist and philanthropist. CEO of Russia’s biggest charity fund “Нужна Помощь” / RU.
Presentation "What Counts" given by Baiba A. Rubesa at the reputation management conference "ReputationTime"on May 13, 2016 in Riga, Latvia (www.reputationtime.lv).
Baiba A. Rubesa is Chairperson of the Management Board of RB Rail (LV).
Abdelhameed Sharara, Founder and CEO of RiseUp Summit - Building startup com...Lejiņa and Šleiers
Presentation at the leading technology startup conference in the Baltics "Silicon Valley Comes to the Baltics 2015" on November 7, 2015 in Riga, Latvia (www.sv2b.com) given by Abdelhameed Sharara.
Alicia Dai, Director of Strategic Planning & Analysis, Ask.fm - Unlocking GrowthLejiņa and Šleiers
Presentation at the leading technology startup conference in the Baltics "Silicon Valley Comes to the Baltics 2015" on November 7, 2015 in Riga, Latvia (www.sv2b.com) given by Alicia Dai.
Eamonn Carey, Entrepreneur in Residence at Techstars - Hire fast, Fire fast, ...Lejiņa and Šleiers
Presentation at the leading technology startup conference in the Baltics "Silicon Valley Comes to the Baltics 2015" on November 7, 2015 in Riga, Latvia (www.sv2b.com) given by Eamonn Carey.
Gary A. Fowler, Co-Founder and Chief Evangelist, GVA LaunchGurus - Unleashing...Lejiņa and Šleiers
Presentation at the leading technology startup conference in the Baltics "Silicon Valley Comes to the Baltics 2015" on November 7, 2015 in Riga, Latvia (www.sv2b.com) given by Gary A. Fowler.
Ian McFarland, Founder and CEO of Neo Innovation, Inc. - Talent Unleashed: tr...Lejiņa and Šleiers
Presentation at the leading technology startup conference in the Baltics "Silicon Valley Comes to the Baltics 2015" on November 7, 2015 in Riga, Latvia (www.sv2b.com) given by Ian McFarland.
Kayvan Nikjou, Main Guy at Challengers - Future of work Lejiņa and Šleiers
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Rod Cartwright at ReputationTime2016
1. From Leadership Crisis to a New Era of
Permission:
Practical Lessons from the Ketchum Leadership
Communication Monitor
A Presentation by Rod Cartwright, Global Partner, Ketchum
Riga,13th May 2016
16. • Financial Strength and Customer
Service
% of consumers saying leadership has
caused them to start/increase
purchasing or stop/reduce purchasing
from a brand in Banking
The US and SOUTH AFRICA
are average.
The UK, GERMANY, and
ITALY are negative about
leadership in Banks.
INDIA, BRAZIL, and the
UAE see this sector as
having effective leadership.
Though INDIA rated it well
for taking responsibility
when falling short, the UAE
and BRAZIL did not.
BANKS
Dashboard
Compared with other countries and other
industries in their 'home' country ...
40. ONCE UPON A TIME
There were “working Euros”
– Marketing and sales who communicated with a very
targeted audience to improve sales
– In more consumer circles, we might say these are the
people marketing to the “Skinny Jeans
And then there were “non working Euros”
– The crisis/issues, regulatory and corporate communications
departments who communicated with influencers to prevent and
avoid negative coverage/ conversations
– We sometimes call these people the “suits”
41. WHAT IS CAUSING THESE WORLDS TO
COLLIDE?
The eVangelists
hiding in plain site
41
42. eVANGELISTS’ INFLUENCE:
SUITS TO SKINNY JEANS
eVangelists
Experiences
and
Conversations
42
suits skinny jeans
Traditional advertising
Consumer brand marketing
Entertainment/Sports
partnerships
Digital and social media
Shared content
Experiential marketing
Sales support
Special events
Government/public affairs
Crisis communications
Issues management
Legal affairs
Labor relations
Community affairs
Corporate communications
Sustainability/CSR
Employee communications
44. ISN’T IT ALL ABOUT
TRANSPARENCY?
Table stake
You can be transparent –
that doesn’t mean people
will like you or your tone
Your definition of truth and
transparency may be very
different from your publics’ –
it’s your job to find the
difference!
44
45. DOES YOUR VALUE
PROPOSITION STILL COUNT?
Only if you have permission.
Seeing yourself through your stakeholders’ eyes 45
52. UNDERSTANDING YOUR REPUTATION
The Hierarchy of Permission and Leadership
52
Mission Driven Advocate & Leader
Masterbrand with a Permissible
Leadership POV
Branded House
House of Brands with
Individual Purposes
Products & Services Focused Only
55. KETCHUM ETHOS –
You gain permission when you:
1. Say what you’ll do and do what you say
2. Are prudent in expectation-setting – avoid “say-do gaps”
3. Convey a commitment to your audiences’ definition
of true transparency
4. Recognize and admit past mistakes
5. Demonstrate continuous improvement
6. Foster collaboration, bringing out the best in others
7. Celebrate employees as your most powerful advocates
8. Deliver leadership at every level
9. Show a genuine willingness to listen and learn
10. Are mindful of the eVangelists
56.
57. CLEAR DEFINITION OF END STATE
EXPLAIN & INSPIRE
CHANGE AS A CONSTANT
WHAT CHANGE WAS
CHANGE AS AN EVENT
CLEAR DEFINITION OF END STATE
EXPLAIN & GET BUY-IN
WHAT CHANGE IS
CHANGE AS A CONSTANT
FLUID
ENGAGE & ENABLE
“FOUNTAIN” COMMUNICATIONCASCADE MODEL
61. SOLID STATE LIQUID STATE GASEOUS STATE
Not Adaptable Readily Adaptable Flippantly Adaptable
Constant change driven by
authentic opportunity
Constantly changing
without direction
Very linear/ structured
Same core,
different shape No shape or consistency
Imprisoned by processes
and culture
15
70. From Leadership Crisis to a New Era of
Permission:
Practical Lessons from the Ketchum Leadership
Communication Monitor
A Presentation by Rod Cartwright, Global Partner, Ketchum
Riga,13th May 2016
Editor's Notes
So are any leaders actually doing well?
Well actually, the corporate community scored relatively (and I mean relatively) well coming out on top as both leaders and communicators, with 42% of respondents globally feeling that business leaders are delivering against the expectations of them
But before we get too carried away, this leadership by the business community is very relative.
Just 29% believe business leaders are providing effective leadership, 35% view business leaders as effective communicators and 33% believe they lead based on clear values
And while is unsurprising that politicians scored lowest on every measure in all three years, the nature of the data for this leadership group is shocking …
70% believe political leaders have fallen short of their expectations in the past 12 months
26% view them as effective communicators
23% as leading based on clear values
17% as being effective leaders
And just 9% as taking appropriate responsibility when things go wrong
And yet 50% expect their performance to get even worse over the coming year!!
Turning to vertical industries, all three years of the study have seen the technology sector coming top on every measure
Indeed this year, 52% rate the technology sector as demonstrating effective leadership (up from 43% in 2013)
47% as communicating effectively (up from 44% in 2012)
30% as taking appropriate responsibility when things go wrong (a little down on 34% in 2013)
And only 10% as having fallen short of expectations
Compare this with the banks, where 38% believe they have fallen short
38% as demonstrating effective leadership
33% as communicating effectively
And just 11% as taking appropriate responsibility when things to wrong
And beyond these headline data, we have also cross-referenced data on the attributes that allow a company to be seen as a leader with these numbers – allowing us to identify the leading drivers behind positive perceptions of each individual sector
So that was the ‘problem’ part of the picture
But what did the study tell us about what can be done by leaders and those who advise them on what can be done to rebuild confidence?
And what is the role of communications in doing so?
And no one hears you…
And at the end of the day, words only and communication can only do so much for reputation. Your actions and your ethics stand up – and guide you to understand what you do and don’t have permission for.
So what do people want from leaders in crisis situations?
And what, relatively, was the least important attribute of a leader in a crisis? [GO ROUND THE ROOM TO GET VIEWS]
“Demonstrating empathy for those most affected” comes last out of 11 leadership behaviours expected in a crisis, with only 28% including it in their top-5
Germany (15%), France (20%), China (21%) and Italy (21%) place particularly light emphasis on the importance of an empathetic response
“Providing consistent messages to all key audiences” (29%) and “allowing for a two-way dialogue with key audiences” (30%) also score low relative to other behaviours
This does not mean that showing empathy and engaging consistently are not important – far from it
Rather that they are relatively unimportant when compared with putting that empathy into action
In other words, empathy without action can rapidly become warm words, while a concrete plan without empathy can look like heartless bureaucracy
This makes “operationalising empathy” – matching words with deeds – the key practical lesson for leaders and communicators when it comes to the data on crisis communications
Well, “Providing a clear and timely action plan to rectify the situation” (particularly in South Africa) …
“defining the problem properly and committing to identifying real solutions” (most notably in China and South Africa)…
… and “accepting an appropriate level of responsibility for the problem” (again especially in China and South Africa) come out on top
But in 2013 and 2014, we also saw product and service quality rise right up the agenda compared with 2012 …
… with quality of products and services again coming in a very close 2nd, immediately followed by customer service and customer focus
Perhaps suggesting that in an enduring recession, people want trustworthiness to be matched by value for quality and value for money in the products or services they by and the service they receive
And while you could argue that quality products and service are unsurprising tablestakes, these data remind us of the importance of thinking about the very different expectations of different audiences and tailoring communications approaches accordingly
Finally, this year’s study also unearthed the rise of the “Leadership eVangelists” …
A specific, vocal minority sub-set of consumers who have a disproportionate effect on commercial outcomes, they are those who four times a week or more do debate leadership on or offline, while also emphatically recommending, endorsing or criticising products, company or individual leaders to those they engage with
Crucially, they are likely to be much more supportive from a purchasing perspective when impressed with leadership – 58% bought more from companies showing good leadership in the past year vs. 37% of the general population
And much more actively negatively when unimpressed – 66% boycotted companies showing poor leadership in the last year vs. 45% for the general population
The are also more influenced than the general population by bloggers and social media commentators in making purchasing decisions based on leadership perceptions (23 % vs. 14 % respectively)
They tend to be younger (55 percent are 18-45) male (54 percent globally), more educated and with more disposable income.
They are values- rather than value-driven and are particularly prevalent in countries where the mobile device has taken hold at a faster pace such as Brazil (15 percent of global “Leadership eVangelists”) and India (11 percent)
In short they are the “friends and family” of the web – the vocal minority, hiding in plain sight and influencing the silent majority, with the power to affect company policies and how corporations treat consumers.
Corporate communications specialists have long focused on “managing” or “controlling” a reputation. The truth is, the concept of controlling a reputation in a social media era is old fashioned at best – if not unrealistic. We introduce a new philosophy of reputation communication – that of asking for and gaining permission from a brand’s or organization’s key publics or audiences.
There is universal truth that we have to accept – and that is that businesses serve at the pleasure of the people. When brands lose sight of this foundational principle, they veer off course – and wonder why their value propositions, their product launches, there positioning, their issues management don’t get heard. Their messages don’t penetrate.
Such a simple truth, but so ridiculously difficult for our industry to grasp: because, to be frank, this perspective is NOT native to us. Put simply: our default has always been to view the world from our clients' perspectives first. And in the days of old – when there were only 3 major television networks – that worked.
But this truth requires that we always view the world from the people's perspective first and foremost. And obviously, there's a big difference between the two…
Because if you're viewing the world from the people's perspective first, when a company comes to you and tells you that there's not another message, or blog post, or press release they can put out to the world to get people to pay attention and care … your response should be something like this: a) that there's a reason why the people are not connecting to you; and that b) you are almost certainly not coming at them from your authentic (and allowable) place.
But who are the people? For too long, reputation work has focused on very narrow definitions of audiences whose behaviors have an impact on the business – a vote, a sale, a stock. And though this is traditional marketing that works in a transaction/sale, it is not the way to look at reputation or issues management in a world where ecosystems of audiences interact and impact each other. They talk about a brand. They complain about a brand’s actions. They champion certain leaders. And all this affects the reputation of a brand or organization.
Traditional, “working” dollars were managed in one way – often by marketing experts. They are focused 100% on increasing sales and creating emotional connections with target consumers/buyers. And then there have been “non working” dollars for things like public affairs, issues management and even CSR – these dollars are used to mitigate issues and create “insurance” policies for broad reputation acceptance. These two disciplines rarely met or coordinated their actions and communications – a huge mistake today where your ecosystem of audiences intersect, blend and share information.
And in the middle of the concept is an audience we call the eVangelists. A group of people who often sit between working dollars and non-working dollars. They aren’t always the target customer. And they aren’t always the issues target of a legislator or high level influencer. But they are watching and talking and they begin to influence both ends of the spectrum
This chart shows how they sit between the traditional “suits” and the “skinny jeans.” Telling their friends and family what to buy, what to think and how to feel about a brand or an issues. And reaching out to influencers to change policy, impact their community.
And all this leads us to conclude that we live in a world where organizations need to make sure they have the permission to say what they say and do what they do. Do your audiences believe you? Are you sure you have the runway for that initiative? Does your value proposition connect or actually create cynicism and skepticism?
Remember our core premise: Businesses Serve at the Pleasure of the People.
What that means is that in effect people give businesses the right to exist – no people equals no business!
Many organizations manage an issue or even reputation with “facts” – and define transparency as sharing the facts. The reality is that in today’s world, this definition of transparency will often fail. It is a basic table stake that is expected. REAL TRANSPARENCY IS ANSWERING THE QUESTIONS PEOPLE ARE REALLY ASKING – NOT TELLING PEOPLE WHAT YOU WANT THEM TO HEAR.
The key is understanding how all your audiences look at you and how they feel about you. And understanding the reality of their lives and how they see the world. What is in their hearts. How is your reality incorporated into their lives and their narratives? And how do they influence each other?
NO RELEVANCY OR TRUE ENGAGEMENT:
No one pays attention to another press release, study, white paper, tweet, picture, video … They won’t hear you
A SITTING DUCK:
For agenda-driven personalities and activists
Nimble v. Frozen
If you don’t have permission – no fact sheet, messaging, value proposition, tweet, blog or campaign will penetrate. And you may set yourself up for attack because you just don’t understand what your audiences see, live and say.
But – you may say that sales are up, especially in a quarter to quarter world. But that doesn’t mean reputation issues aren’t lurking with longer term effect. Sales are critical for sure, but they don’t measure long-term value and reputation. Here are some examples to consider.
This is an example of a brand with a lot of permission that just went too far. The world just wouldn’t accept the concept of having discussions about race over their morning coffee. The backlash came fast and furious – and Starbucks was forced to end the dialogue.
Are you ready for the age of reputation by permission? Ketchum is here to help.” It is really meant just to be an ending and a simple call to action.
But when you embrace the concept of reputation by permission, you can change conversation, reputations and issues.
It is important during this process that you understand where you are and where you want to be on the hierarchy of permission and leadership, especially if you a multi-national brand with a diversified portfolio of products or services.
How do you know if your organization has permission to say what you want to say – or to be what you say you are?
Ketchum has a simple three step process to figure it out. First, in a workshop/meeting we will focus on steps 1 and 2. In step one, we determine what portion of reputation work is important to you: value proposition, product attribute, issues response. You have to be able to clearly articulate what you are asking permission for. Then, in step two, we map your entire audience ecosystems and how each audience relates to each other and audit what they are saying about your reputation. The third step is using research to test what permission your entire industry, your competitors and you have in this topic and evaluate the gap (if one exists) to chart a communications program for success.
In all of Ketchum’s work in reputation, we look at these key factors. Our proprietary Ketchum Leadership Communication Research (KLCM) and our experience tell us that these filters can make or break reputation programming.
These KLCM-driven filters provide an almost perfect gut-check on any Reputation by Permission assessment and platform that we derive.
How? By accepting anew leadership model which demands a values-driven approach to corporate and leadership behaviour, and a complete alignment of action and communication
A model driven by leaders who are clear and open in their communication (who say what they do); lead by example (who do what they say); and who admit mistakes (who acknowledge what they’ve done)
A confirmation, as I said, of the Good Leader Formula: Credible Leadership = Open Communication + Decisive Action + Personal Presence.
Against this backdrop, leaders and those who advise them must infuse this ethos in everything they do, driven by the key principles required by a new, more “feminine” leadership communication archetype, namely:
Leaders’ actions, not just their words, show what the organisation values;
Transparency is non-negotiable. Provide it voluntarily and build trust, or it will be imposed on you;
Admit mistakes, solve problems, move forward;
Chart a visible course for continuously making the future better;
Collaborate and bring others to the table to solve problems;
Treat your employees as you would like your brand or organisation to be treated; and
The “Leadership eVangelists” are real — treat them with respect and they will do the same.
If we as a profession can seize this nettle and help those we work with to do so, we might just get somewhere in starting to turn round the crisis of leadership unambiguously and repeatedly highlighted by three years of KLCM research