CorpComms Magazine

1 Know the meaning of reputation

These days, you often hear CEOs saying, 'Our reputation is our greatest asset.' But do they really mean it? And do they really understand it? Reputation is too often seen as 'something to do with image and ethics' that can be managed separately from other indicators of success such as financial results and employee morale. Reputation should be seen as holistic and all-encompassing: it is the sum of these indicators rather than something quite separate.

2 Know the value of reputation

Reputation management can be a hard sell because it is difficult to put a value on it. The best way to sell reputation management is through case studies. If your firm is in any doubt that its reputation is important, log onto the internet and read up on Pan-Am (postbombing of Flight 103 in 1988), Exxon (post-Valdez oil spill in 1989) or Nestlé (allegations of aggressive marketing of breast milk substitutes).

3 Understand what reputations face

The world in which corporate reputations are managed is very different now from 20 years ago: the media have become more intrusive and demanding, non-governmental organisations (NGOs) have become ubiquitous, and individuals throughout the world have become more empowered through the extension of democracy and the growth of information technology. Conflict is the order of the day, and reputations are under threat on an almost permanent basis.

4 Put reputation centre stage

Reputation goes far beyond the communications department. It should be seen by the whole organisation as something worth having and investing in. Internal communications plays a part in this, but people must be shown, not told.

5 Adopt a positive mindset

Companies need to move from passive and apologetic to confident, assertive and (where required) combative. They must believe themselves to be forces for good in the world, rather than managing their reputations on the anti-corporate agenda that some groups are determined to see prevail.

6 Redraw the stakeholder map

Every communications department has a stakeholder engagement list or map. Often, the right people and organisations are on the list, but in the wrong order. NGOs inevitably come high up the list, but are they really the company's key stakeholders? In my view, the list needs to be turned on its head. Consumers are often the most important stakeholders in public debates, as they are also voters, readers, listeners and viewers. All other stakeholders depend on them - and business has amazing access to them.

7 Be prepared for the worst

Crisis management is an extremely important part of reputation management, but too many companies are prepared only for the crises of the past and not for the crises of the future. It is not just crashes, bangs and spills that make the news these days - your organisation could be under the spotlight for many other reasons. Bernard Matthews painfully discovered this when a strain of bird flu was discovered on one of his farms in February last year. Crises involve high and immediate scrutiny and require swift action as well as nice words. Companies need to review their procedures - and their people - to ensure they really are crisis-ready for the 21st century.

8 Leadership is the key to crisis management

People, not procedures, manage crises. It is leadership and the team dynamic that make all the difference. When a Virgin Train crashed in Cumbria last year, killing one person, Sir Richard Branson softened the reputational impact with his compassionate and competent crisis management.

9 Issues management is about agenda control

Issues management is the new battleground for corporate reputations, but the terms of the debate are too often dictated by others. On many issues, businesses have not only failed to win the argument, but have also failed to join in; they have taught themselves to be cautious in the new external climate. To manage issues - and reputations - effectively, companies need to challenge the premise of debates and set the agenda themselves, rather than allowing others to do so. If Nestlé had done this sooner during the infant formula controversy, it would have had greater control of its reputation.

10 Rethink the concept and practice of CSR

Companies are asking: how can we improve our performance in the widest sense, listen to our stakeholders and ensure our contribution to society is a good one? CSR does not provide the answer because it has been shaped and controlled by governments and NGOs, not companies. The phrase itself suggests that companies are not intrinsically socially responsible, requiring instead a special programme of activities and promises to make them palatable to the world. It makes being a good business sound like a chore. The language of performance and corporate citizenship is far more helpful than CSR.

Andrew Griffin is the author of New strategies for reputation management, published by Kogan Page. www.kogan-page.co.uk

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