CorpComms Magazine

(1) Be prepared

Know your subject matter. Do your homework and regularly review and prepare for potential issues from the most basic through to the most complicated. Prepare for counter arguments by producing and regularly updating a thorough internal briefing document to equip key internal stakeholders with the ability to answer the toughest of questions. Having a deep and intimate knowledge of both internal and external stakeholder opinions is critical. Identify and use the most appropriate channels to reach each audience group. Don't simply focus on the media.

(2) Know your audience

You can't possibly succeed in restoring brand confidence if you don't fully understand the position you are in, the attitudes and opinions of those you need to communicate with and what is likely to influence them. Continuously tracking your reputation through regular media monitoring and wider qualitative and quantitative studies among several stakeholder groups is vital to understanding both positive and negative reputational influences. There is also no substitute for rigorous research into your opponents, your audiences and your market.

(3) Broaden your reach

For stakeholders to see your organisation differently, you often have to think differently and be innovative in your approach. Keep your consultants and agency support teams close - they can complement your own team's capabilities and help shift the agenda away from issues you face to the bigger strategic picture. Don't be siloed. Mount a full on integrated communications campaign involving employee engagement, brand, community relations, investor relations and government affairs teams to underpin your work.

(4) Be proactive

Understand and manage your reputation rather than just react to criticism of it. Driving the agenda hands you full control and, with that, the course becomes so much easier to navigate because you have designed it. Stick to your key messaging, know what your end game looks like and understand exactly what you are looking to achieve. Join the debate with confidence and proactively build trust in your organisation.

(5) Field a team with strength in depth

Deploy a strong team of internal and external stakeholders to support your messaging. From the chairman and chief executive to the newest young apprentice, all have an ability to underpin key messages. Encourage third parties, whether academics, industrial partners, trade unionists or suppliers, to speak on your behalf adding much needed value through their 'independent' voice.

(6) Keep it simple

When communicating your key messages don't get yourself lost in the world of corporate speak and acronyms. Avoid jargon and, whenever possible, adapt your messaging to suit each audience group. You have to empathise. If you don't, people will attack you. Avoid being seen as an arrogant business by having commercial considerations as the key driver for your approach.

(7) Be honest

Truth fears no questions. Use honesty, openness and transparency as the cornerstones of your communications. Don't get over confident, don't play games and don't mislead. Know when to hold your hands up and admit where mistakes were made. If it is possible to do so, explain what went wrong and why, and then highlight what has been done to change things. If you can't answer a specific question explain, on background, why that is the case. Better still, deploy one of those third party commentators who may be able to explain more than you are able to.

(8) Secure senior leadership buy in

When the going starts to get tough and hard earned corporate reputation is at stake, your senior executives must be seen to lead by example. Provide them with strong guidance and counsel but also help them see the facts through the eyes of your critics and others who can influence your company's reputation. Securing early buy-in is essential. The reputation of your business is ultimately in their hands.

(9) Be digitally aware

In the wired world in which we live, digital channels cannot be ignored, no matter what sector you work in. However, understand how digital channels and tools can support you. Don't be distracted by them at the expense of other, possibly more effective, means of communicating to your most important audiences.

(10) And finally, keep a cool head

Hostility towards journalists or other stakeholders who are involved in campaigns against your business is never a good idea, even if you feel your company is being unfairly targeted. But don't let it become personal. Never forget that the issue is not about you, it's about the story. Glaring errors in published articles should be corrected. If a news channel is unwilling to reflect balance or accuracy, redress this by approaching other news outlets or different correspondents at the same title.

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