This document discusses the results of a survey conducted by Weber Shandwick on managing corporate reputation online. Some of the key findings include:
- 67% of executives consider their company's reputation vulnerable. Executives recognize reputation damage as a major threat.
- While nearly all executives use the internet to evaluate reputation, only 57% find it useful for making final judgments, indicating the internet provides an incomplete picture.
- Executives are more focused on their company's reputation than their own, which could lead to surprises if more personal information surfaces online.
- The document outlines 15 realities and 15 rules for managing reputation online based on the survey results. It provides insight into how executives assess risks, use
This article discusses how reputation risk has become a major concern for company boards. It notes that a company's reputation can be destroyed quickly online, and that stakeholders increasingly demand boards take responsibility. The article provides recommendations for boards to improve their independence and oversight of reputation risks, including establishing scorecards to monitor key issues, conducting crisis training, and ensuring independent access to senior management beyond just the CEO. It emphasizes that protecting a company's reputation is crucial for maintaining shareholder value in today's environment.
CIPD feature article on Strategic Business NetworkingDarryl Howes MSc
DDNS Consulting Ltd specialises in developing people connections via Strategic Business Networking ®.
We employ the very best methods derived from business psychology, behavioural science ('nudge' techniques) and the study of ethical influence and persuasion. In doing so, we maximise the effectiveness of your network and your client or customer relationships.
Por que os CEOs têm que estar nas redes sociais, por Mauro SeguraMauro Segura
Num mundo de grandes transformações tecnológicas e sociais, os CEOs continuam com pouca participação nas mídias sociais. Qual a razão? Como mudar esse cenário?>
This document summarizes the key aspects of bureaucracy based on sources provided. It discusses how bureaucracy achieves compliance, discipline, precision, predictability and efficiency through detailed rules and procedures, close supervision, and limiting discretion and decision making power for individuals. It also notes how bureaucracy undermines meritocracy and discourages new ideas and experimentation by punishing deviations from standard processes and defending the status quo. The document raises questions about how power is concentrated in management hierarchies and how this impacts promotion, resource allocation, and willingness to challenge the system. Overall, it provides an overview of bureaucracy and its effects on organizational functioning and individual autonomy based on the sources cited.
This document discusses how technological advances in the workplace are intensifying issues with human resource management by creating personal disconnects despite increased connections. It argues that implementing strategies to improve social skills, identify blind spots, gather feedback, and eliminate blind spots can help develop human resources in a more sustainable way. Specifically, it emphasizes the importance of maintaining meaningful personal relationships through open communication and spending time with colleagues to understand how one is perceived and improve interpersonal skills for successful human resource management.
A guide to to building your company reputation onlineIgniyte
Our free e-book – A Guide to Building Your Company Reputation Online is designed to help companies of all types and sizes understand how to manage their online reputation in a strategic and thoughtfully planned way. It explains how to maintain an effective online reputation, provides a range of useful tools and resources, and explores some real-life scenarios.
The Untouchables - a HireRight report on C-Suite ScreeningSandy Roach FIRP
The document discusses leadership risk in UK organisations. It finds that leaders are often not properly screened through recruitment, promotion, or mergers and acquisitions. Over half of companies fail to screen new board members, and only one in three independently verify CEO backgrounds. Additionally, graduates often face more scrutiny than CEOs. The risks of inadequate leader screening include reputational damage, poor leadership negatively impacting business, and loss of confidential data. Certain industries like financial services are especially lacking in leader due diligence during mergers or when applying processes inconsistently.
Der Edelman Privacy Risk Index℠ ist eine globale Studie zum Thema Datensicherheit und Datenschutz. Für die Studie wurden die Angaben von 6.400 Datenschutz- und Datensicherheitsverantwortlichen in Unternehmen aus 29 Ländern von der unabhängigen Forschungseinrichtung Ponemon Institute ausgewertet.
This article discusses how reputation risk has become a major concern for company boards. It notes that a company's reputation can be destroyed quickly online, and that stakeholders increasingly demand boards take responsibility. The article provides recommendations for boards to improve their independence and oversight of reputation risks, including establishing scorecards to monitor key issues, conducting crisis training, and ensuring independent access to senior management beyond just the CEO. It emphasizes that protecting a company's reputation is crucial for maintaining shareholder value in today's environment.
CIPD feature article on Strategic Business NetworkingDarryl Howes MSc
DDNS Consulting Ltd specialises in developing people connections via Strategic Business Networking ®.
We employ the very best methods derived from business psychology, behavioural science ('nudge' techniques) and the study of ethical influence and persuasion. In doing so, we maximise the effectiveness of your network and your client or customer relationships.
Por que os CEOs têm que estar nas redes sociais, por Mauro SeguraMauro Segura
Num mundo de grandes transformações tecnológicas e sociais, os CEOs continuam com pouca participação nas mídias sociais. Qual a razão? Como mudar esse cenário?>
This document summarizes the key aspects of bureaucracy based on sources provided. It discusses how bureaucracy achieves compliance, discipline, precision, predictability and efficiency through detailed rules and procedures, close supervision, and limiting discretion and decision making power for individuals. It also notes how bureaucracy undermines meritocracy and discourages new ideas and experimentation by punishing deviations from standard processes and defending the status quo. The document raises questions about how power is concentrated in management hierarchies and how this impacts promotion, resource allocation, and willingness to challenge the system. Overall, it provides an overview of bureaucracy and its effects on organizational functioning and individual autonomy based on the sources cited.
This document discusses how technological advances in the workplace are intensifying issues with human resource management by creating personal disconnects despite increased connections. It argues that implementing strategies to improve social skills, identify blind spots, gather feedback, and eliminate blind spots can help develop human resources in a more sustainable way. Specifically, it emphasizes the importance of maintaining meaningful personal relationships through open communication and spending time with colleagues to understand how one is perceived and improve interpersonal skills for successful human resource management.
A guide to to building your company reputation onlineIgniyte
Our free e-book – A Guide to Building Your Company Reputation Online is designed to help companies of all types and sizes understand how to manage their online reputation in a strategic and thoughtfully planned way. It explains how to maintain an effective online reputation, provides a range of useful tools and resources, and explores some real-life scenarios.
The Untouchables - a HireRight report on C-Suite ScreeningSandy Roach FIRP
The document discusses leadership risk in UK organisations. It finds that leaders are often not properly screened through recruitment, promotion, or mergers and acquisitions. Over half of companies fail to screen new board members, and only one in three independently verify CEO backgrounds. Additionally, graduates often face more scrutiny than CEOs. The risks of inadequate leader screening include reputational damage, poor leadership negatively impacting business, and loss of confidential data. Certain industries like financial services are especially lacking in leader due diligence during mergers or when applying processes inconsistently.
Der Edelman Privacy Risk Index℠ ist eine globale Studie zum Thema Datensicherheit und Datenschutz. Für die Studie wurden die Angaben von 6.400 Datenschutz- und Datensicherheitsverantwortlichen in Unternehmen aus 29 Ländern von der unabhängigen Forschungseinrichtung Ponemon Institute ausgewertet.
The Hill & Knowlton/PRWeek annual Corporate Survey was released on October 1. For this year’s report, more than 290 US corporate communications professionals completed an online survey examining the latest trends and shifts in the corporate communications function.
The document discusses how social media is increasingly being used in the workplace. It finds that while 76% of employers have a corporate social media presence, primarily on Facebook, LinkedIn and Twitter, most usage has been outward-facing for marketing and branding purposes. However, employers are starting to utilize social media internally for recruitment, employee communication and engagement. The risks of social media colliding with the workplace are also examined, including employees posting statuses that could damage the employer's reputation. Overall, the document explores both the opportunities and challenges that social media presents for businesses.
Embrace the Power of Organizational Networks to Improve PerformanceSteve Radick
Today’s highest performing organizations have realized that they must be connected and collaborative within their own ranks, as well as with their stakeholders and partners. By understanding and empowering connections among employees, customers, and partners, connected organizations are better able to rapidly collect, analyze, and share business and mission intelligence while outperforming and outlasting organizations that remain stovepiped and bureaucratically compartmentalized.
Social media is changing how businesses operate and how careers are advanced. It allows people to build professional networks, monitor industry trends, find job opportunities, and showcase their expertise. While it provides many benefits, it also presents challenges like privacy issues, legal risks from user-generated content, and ensuring social media activities don't damage brands or careers. Young professionals are encouraged to use social tools strategically and develop a social media presence to further their careers.
This document provides information about an upcoming music event and related artists. It includes a concert tour schedule for an artist releasing a new album in March, with dates in several UK cities. It also previews some essential tracks on the new album and recommends subscribing to the publication for more music news and reviews.
The summary provides an overview of the SWE Fall General Meeting:
- Introductions were made of the 2016-2017 SWE-UCLA board of directors and their roles.
- An overview of SWE's mission and activities was presented, including professional development, outreach, diversity and inclusion, mentorship, and technical skills development.
- Upcoming events and opportunities through SWE's outreach, advocacy, social, mentorship, and major chair committees were announced, with application deadlines for several committees in early October.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
World class social brands integrate their social media strategies fully into their overall marketing and communications strategies. They involve all levels of the organization in cultivating the brand's social identity as a team endeavor. These brands are also more rigorous in their social media operations, with practices like reviewing and changing their strategy quarterly, establishing employee social media policies, and using editorial calendars to coordinate content across platforms. Integrating social media at every level of the organization is key to achieving world-class status for a brand's sociability.
The Bayeux Tapestry depicts the events leading up to the Norman invasion of England in 1066, believed to have been commissioned by Bishop Odo to share the Norman perspective. Measuring over 230 feet long, it uses sequential images like a comic to tell William's story, from Harold's imprisonment in France to his oath to William and coronation as English king, culminating in the Norman victory over Harold at the Battle of Hastings where Harold is killed.
This document discusses volunteer evaluation and provides guidance on conducting effective evaluations. It outlines the three types of evaluation - performance, process, and effectiveness evaluations. Performance evaluations determine volunteer value and satisfaction. Process evaluations examine day-to-day operations and resource use. Effectiveness evaluations measure outcomes and impact. The document provides tips for laying the foundation, defining the purpose and audience, and using various methods like interviews, surveys, and data collection. Key steps include crafting meaningful questions, deciding what decisions need to be made, and connecting service to impact through evaluation.
Presentation slides from WordCamp Toronto Developers 2012 talk.
As you begin doing any website design or development, or even just a site restructuring, you will quickly realize that a place to work, test and/or demonstrate a new site without impacting a production site is a necessity. A development site provides that place. This presentation will show you how to setup a simple local (on your pc/laptop) dev site or a hosted dev site. we’ll also see how to migrate WordPress sites, either to clone an existing site to a dev site for updates/testing or to move your finished dev site to the final production site.
The key challenge is to remain successful. This presentation explains could we remain competitive and successful by imbibing the culture of Customer Focus, Continuous Improvement
The Holmes Report's 2014 Global Creative Index again analyses entries and winners from more than 25 PR award programmes from around the world, to determine the best performing campaigns and agencies.
The document provides a summary and analysis of the public relations industry in 2013. It notes that revenue increases in the US outpaced Europe, where austerity and caution still hampered growth. It also discusses how PR firms have expanded their services, competing in digital/social media, content creation, and data/analytics. The best firms offer branding and strategic consulting, competing with management consultancies. Overall, independent firms saw double-digit growth, positioning many for strong performance in 2014. It concludes the PR landscape is more challenging but the top firms are rising to meet challenges through service breadth, depth, and new ways of thinking.
Alfred Sisley's 1888 painting "Moret, Seen from the Loing - An Afternoon in May" depicts the small French town of Moret seen from across the Loing River on an afternoon in May. The painting uses impressionist techniques like loose brushstrokes and atmospheric perspective to capture the illusion of space and convey the transient nature of light and color. It shows the town and surrounding landscape in earth tones with a large, light blue sky taking up much of the canvas. The painting immortalizes a moment in time in the small, otherwise overlooked town of Moret.
This presentation will present the steps to effective volunteer recruitment. Tips and techniques will be provided for each step including how to craft an effective messages and tips to consider when writing an online posting.
Jacques Cartier was a French explorer born in 1491 in Saint Malo, France. He made three voyages to Canada and is best known for establishing Montreal and discovering the St. Lawrence River. On his first voyage in 1534, he sailed up the St. Lawrence River over 1,000 miles but failed to find a Northwest Passage. He established trade with local Indigenous people but faced hardship during winter when 25 of his men died of scurvy. Cartier kidnapped 12 Indigenous people including their chief and brought them back to France.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
The Hill & Knowlton/PRWeek annual Corporate Survey was released on October 1. For this year’s report, more than 290 US corporate communications professionals completed an online survey examining the latest trends and shifts in the corporate communications function.
The document discusses how social media is increasingly being used in the workplace. It finds that while 76% of employers have a corporate social media presence, primarily on Facebook, LinkedIn and Twitter, most usage has been outward-facing for marketing and branding purposes. However, employers are starting to utilize social media internally for recruitment, employee communication and engagement. The risks of social media colliding with the workplace are also examined, including employees posting statuses that could damage the employer's reputation. Overall, the document explores both the opportunities and challenges that social media presents for businesses.
Embrace the Power of Organizational Networks to Improve PerformanceSteve Radick
Today’s highest performing organizations have realized that they must be connected and collaborative within their own ranks, as well as with their stakeholders and partners. By understanding and empowering connections among employees, customers, and partners, connected organizations are better able to rapidly collect, analyze, and share business and mission intelligence while outperforming and outlasting organizations that remain stovepiped and bureaucratically compartmentalized.
Social media is changing how businesses operate and how careers are advanced. It allows people to build professional networks, monitor industry trends, find job opportunities, and showcase their expertise. While it provides many benefits, it also presents challenges like privacy issues, legal risks from user-generated content, and ensuring social media activities don't damage brands or careers. Young professionals are encouraged to use social tools strategically and develop a social media presence to further their careers.
This document provides information about an upcoming music event and related artists. It includes a concert tour schedule for an artist releasing a new album in March, with dates in several UK cities. It also previews some essential tracks on the new album and recommends subscribing to the publication for more music news and reviews.
The summary provides an overview of the SWE Fall General Meeting:
- Introductions were made of the 2016-2017 SWE-UCLA board of directors and their roles.
- An overview of SWE's mission and activities was presented, including professional development, outreach, diversity and inclusion, mentorship, and technical skills development.
- Upcoming events and opportunities through SWE's outreach, advocacy, social, mentorship, and major chair committees were announced, with application deadlines for several committees in early October.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
World class social brands integrate their social media strategies fully into their overall marketing and communications strategies. They involve all levels of the organization in cultivating the brand's social identity as a team endeavor. These brands are also more rigorous in their social media operations, with practices like reviewing and changing their strategy quarterly, establishing employee social media policies, and using editorial calendars to coordinate content across platforms. Integrating social media at every level of the organization is key to achieving world-class status for a brand's sociability.
The Bayeux Tapestry depicts the events leading up to the Norman invasion of England in 1066, believed to have been commissioned by Bishop Odo to share the Norman perspective. Measuring over 230 feet long, it uses sequential images like a comic to tell William's story, from Harold's imprisonment in France to his oath to William and coronation as English king, culminating in the Norman victory over Harold at the Battle of Hastings where Harold is killed.
This document discusses volunteer evaluation and provides guidance on conducting effective evaluations. It outlines the three types of evaluation - performance, process, and effectiveness evaluations. Performance evaluations determine volunteer value and satisfaction. Process evaluations examine day-to-day operations and resource use. Effectiveness evaluations measure outcomes and impact. The document provides tips for laying the foundation, defining the purpose and audience, and using various methods like interviews, surveys, and data collection. Key steps include crafting meaningful questions, deciding what decisions need to be made, and connecting service to impact through evaluation.
Presentation slides from WordCamp Toronto Developers 2012 talk.
As you begin doing any website design or development, or even just a site restructuring, you will quickly realize that a place to work, test and/or demonstrate a new site without impacting a production site is a necessity. A development site provides that place. This presentation will show you how to setup a simple local (on your pc/laptop) dev site or a hosted dev site. we’ll also see how to migrate WordPress sites, either to clone an existing site to a dev site for updates/testing or to move your finished dev site to the final production site.
The key challenge is to remain successful. This presentation explains could we remain competitive and successful by imbibing the culture of Customer Focus, Continuous Improvement
The Holmes Report's 2014 Global Creative Index again analyses entries and winners from more than 25 PR award programmes from around the world, to determine the best performing campaigns and agencies.
The document provides a summary and analysis of the public relations industry in 2013. It notes that revenue increases in the US outpaced Europe, where austerity and caution still hampered growth. It also discusses how PR firms have expanded their services, competing in digital/social media, content creation, and data/analytics. The best firms offer branding and strategic consulting, competing with management consultancies. Overall, independent firms saw double-digit growth, positioning many for strong performance in 2014. It concludes the PR landscape is more challenging but the top firms are rising to meet challenges through service breadth, depth, and new ways of thinking.
Alfred Sisley's 1888 painting "Moret, Seen from the Loing - An Afternoon in May" depicts the small French town of Moret seen from across the Loing River on an afternoon in May. The painting uses impressionist techniques like loose brushstrokes and atmospheric perspective to capture the illusion of space and convey the transient nature of light and color. It shows the town and surrounding landscape in earth tones with a large, light blue sky taking up much of the canvas. The painting immortalizes a moment in time in the small, otherwise overlooked town of Moret.
This presentation will present the steps to effective volunteer recruitment. Tips and techniques will be provided for each step including how to craft an effective messages and tips to consider when writing an online posting.
Jacques Cartier was a French explorer born in 1491 in Saint Malo, France. He made three voyages to Canada and is best known for establishing Montreal and discovering the St. Lawrence River. On his first voyage in 1534, he sailed up the St. Lawrence River over 1,000 miles but failed to find a Northwest Passage. He established trade with local Indigenous people but faced hardship during winter when 25 of his men died of scurvy. Cartier kidnapped 12 Indigenous people including their chief and brought them back to France.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
[Infographic Korea Edition] The CEO Reputation Premium - Weber ShandwickWeber Shandwick Korea
This document discusses the importance of CEO reputation for corporate reputation and market value. Some key points:
- South Korean executives attribute around half of their company's market value and reputation to their CEO's reputation.
- CEO visibility can improve corporate reputation, but it also carries risks of harming reputation if not handled with care.
- Most South Korean executives believe CEOs should engage externally through activities like speaking at events, sharing insights publicly, and holding community leadership positions. However, taking public political stances is seen as more inappropriate.
- A strong CEO reputation influences employee decisions to join and remain at a company according to South Korean executives. It also affords crisis protection and attracts investors.
1) The document provides instructions for critiquing artworks using a four step process of description, analysis, interpretation, and evaluation.
2) The description step involves listing objective details of the artwork including title, artist, medium, and subject matter.
3) The analysis step examines how the formal elements of art including line, shape, color, and more are used in the composition.
4) In the interpretation step, the critique draws on the prior description and analysis to discuss feelings and meanings evoked by the artwork.
5) Finally, the evaluation step renders an opinion on the success and merit of the artwork based on the preceding steps.
Thomas Moran's 1878 oil painting "Florida Scene" depicts the landscape of northern Florida, capturing the hazy atmosphere and unique climate of the region. The painting shows various tropical vegetation like palm trees, shrubs, and wildflowers, as well as the ocean and sky. In the background, a ship is shown letting off passengers who are walking along the beach. Moran aimed to promote tourism to Florida through romanticizing its natural beauty and highlighting the opportunities for work on the undeveloped frontier. The painting provides valuable documentation of Florida's landscape and climate in the late 19th century.
This document discusses research on CEO reputation and its importance. Some key findings include:
- Executives estimate that nearly half (45%) of their company's reputation and 44% of its market value is attributable to their CEO's reputation.
- Strong CEO reputation provides benefits like attracting investors, positive media attention, and protecting the company during crises. It also helps attract and retain employees.
- To have a strong reputation, CEOs need clear vision, inspire others, be ethical, communicate well internally and externally, and ensure the company is a good place to work.
- A company's senior management team and industry can also significantly influence its reputation, not just the CEO alone. Maintaining
CEO reputation is found to be a fundamental driver of corporate reputation according to Weber Shandwick's research. The survey of over 1,700 executives from companies with over $500 million in revenue across 19 countries found that executives attribute nearly half (45%) of their company's reputation and market value (44%) to their CEO's reputation. Strong CEO reputation provides significant benefits like attracting investors (87%) and positive media attention (83%). It also helps attract and retain employees, with 50% of executives saying the CEO's reputation impacted their decision to join the company and 58% saying it keeps them there.
Online reputation management platform where you can get your social reputation scores FREE.
What gets measured - gets improved. We take the major portion of measuring your social reputation score which makes a way for you to better the score for yourself. We Serve individuals as well as corporates with a complete range of online reputation management solutions. The better your goidentity score, the better you attract indviiduals and other businesses, enterprises.
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
FOUNDER CEO VERSUS SUCCESSOR CEO-Final-ReleaseDeepak Alse
The document discusses factors to consider regarding leadership transitions from a founder-CEO to a successor CEO. It notes that founder-CEOs are well-suited to the early stages of a startup due to their vision and commitment, but professional CEOs can help scale the business. The key is determining when is the right time for a transition based on where the business is in its lifecycle and what capabilities are needed. It recommends mapping opportunities against capabilities to evaluate whether continuing with a founder-CEO or bringing in an outsider is best to capture opportunities and build the needed capabilities.
소셜 미디어 시대, 기업 커뮤니케이션 차원의 소셜 미디어 커뮤니케이션 활동은 지속적으로 증가되고 있으나, 글로벌 Top 50 기업 64%의 CEO들은 소셜 미디어 대화 공간에서 특별한 활동을 진행하고 있지 않다.
조사 대상: 글로벌 TOP 50대 기업 60 여명의 CEO 대상 대외 활동 조사(미국 20명, 유럽 27명, 아태 9명, 남미 4명 대상)
조사 방식: 팩티바(Factiva), 검색 엔진, 기업 웹사이트, 학계 강연, 컨퍼런스 발표 및 소셜 미디어 채널 등
주요 리포트 내용:
-글로벌 TOP 50 기업 CEO들의 커뮤니케이션 현황(93%CEO의 의견이 기존 미디어 뉴스 보도에 소개되고 있는 것에 반해, 36% CEO만이 기업 웹사이트 및 소셜 미디어 채널을 통해 대외 커뮤니케이션 활동에 참여) 고 40%가 오프라인 대외 커뮤니케이션 활동에 참여)
-Social CEO의 의미
-Social CEO가 주로 이용하는 채널
-CEO들이 소셜 미디어 대화에 참여하지 않는 이유
-CEO들이 소셜 미디어 대화에 참여해야 하는 이유
-Social CEO가 될 수 있는 방안
SutherlandGold's CEO Scorecard for Remote LeadershipRachelle Spero
SutherlandGold's data-driven CEO Scorecard is for executives who want to evaluate and strengthen their leadership, visibility, and engagement strategies. The CEO Scorecard evaluates multiple data sets from a leader's public-facing profile including business performance, visibility in the media, thought leadership, and social media engagement based.
To demonstrate the power of the CEO Scorecard, we evaluated ten CEOs leading high-growth companies from Fortune’s 2019 40 Under 40 award to uncover their activities before and after the pandemic was announced. We also conducted an online survey of CEOs leading startup companies for a preview into the future of remote leadership.
The result is a multidimensional picture into what CEOs prioritize today and in the future when it comes to leading in a virtual world.
The document discusses how CEOs perceive the current economic environment as vastly more complex than before. It notes that 79% of CEOs expect complexity to increase further. While most CEOs doubt their ability to manage complexity, some organizations have consistently performed well ("Standouts"). The summary explores how Standouts may mitigate complexity and convert it into opportunities.
Why great leaders have a coach behind them Ray Williams
- Great leaders often fail due to unchecked egos and lack of self-awareness rather than lack of competence or skills
- Two-thirds of CEOs do not receive coaching, which can help enhance performance like athletes use coaches
- Coaching helps leaders develop soft skills like empathy, developing others, and commitment to social good
- An external coach can provide honest feedback to build self-awareness and help leaders overcome blind spots
- The document discusses a survey of over 150 global executives on their approaches to reputation management. It finds that few companies have the right processes to systematically assess and manage reputation across departments.
- A key challenge is integrating stakeholder views into business strategy and decision-making. While many companies measure stakeholder perceptions, they often do not use these insights to inform strategic choices.
- Corporate communications departments usually lead on reputation issues but often focus on "classic" communications tasks rather than strategic business advice. The study suggests communications can play a bigger role in validating strategies and advising executives.
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compañías de Fortune 500
The document discusses the importance of reputation resilience planning for businesses. It argues that reputation is an intangible asset determined by stakeholder perceptions, not owned by the organization. While operational resilience focuses on continuing operations during crises, reputation resilience requires sustaining positive stakeholder views. The Sony hack is used as an example of how a crisis can damage a company's reputation. The document advocates for integrating reputation risk management into overall risk processes to improve reputation competence across an organization.
Die neue Studie “The Female CEO Reputation Premium? Differences & Similarities“ von Weber Shandwick und KRC Research untersucht, wie Führungskräfte weibliche und männliche CEOs wahrnehmen. Obwohl die Unternehmensreputation unabhängig vom Geschlecht des CEOs ist, finden sich dennoch Unterschiede in der Führungskompetenz männlicher und weiblicher CEOs. Weibliche Führungskräfte bleiben daher eher in Unternehmen mit weiblichen CEOs als mit männlichen…
The document summarizes the findings of a 2014 global survey on reputation risk conducted by Deloitte and Forbes Insights. Some key findings include:
- 87% of over 300 executives surveyed rated reputation risk as more important than other strategic risks facing their companies.
- Responsibility for managing reputation risk resides primarily with senior leadership, including the CEO, CRO, board of directors, and CFO.
- The top drivers of reputation risk are ethics/integrity issues, security risks, and product/service risks related to safety, health and the environment.
- Companies are investing more in tools and capabilities to improve their management of reputation risk.
2013. With partner KRC Research, Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10 countries across North America, Europe, Latin America and Asia Pacific.
2013. With partner KRC Research, Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10 countries across North America, Europe, Latin America and Asia Pacific.
Social CEOs are gaining traction. Weber Shandwick’s 2012 audit of the online engagement activities of the world’s top CEOs (Socializing Your CEO II) found that CEO sociability increased from 36% to 66% between 2010 and 2012.
The document discusses a study conducted by Weber Shandwick on CEO sociability and social media engagement. Some key findings from the study include:
- CEO social media participation has increased significantly from 36% in 2010 to 66% in 2012.
- Executives generally view social CEOs positively and see benefits like improved communication, innovation, and reputation. However, not all CEOs need to engage on social media directly.
- While social media is important, CEOs can also engage internally through company intranets and websites to connect with employees and other audiences.
- CEO blogging in particular seems to provide benefits like strengthening relationships with the media and enhancing credibility.
The document examines differences and similarities between male and female CEOs and their impact on corporate reputation. It finds that having a female CEO does not negatively impact a company's reputation. While some small differences in perceived leadership qualities exist along traditional gender stereotypes, the essentials of strong reputation are largely the same for both male and female CEOs. Both genders contribute similarly to their company's market value through reputation. However, perceptions of the number of female CEOs are inaccurate, and women are significantly more reluctant than men to take on the CEO role.
This document provides an overview of Russia's theory and practice of information warfare. It discusses how Russia has developed its information warfare theory in opposition to Western concepts, drawing on Soviet-era psychological warfare techniques. It also examines the role of Russian geopolitical schools in popularizing and participating in information warfare. The document analyzes how Russia employed extensive propaganda in its recent operations related to Ukraine and Crimea to influence domestic and international public opinion.
This document provides a summary of China's "Three Warfares" concept, which includes psychological warfare, media warfare, and legal warfare. It describes each type of warfare and provides examples. Psychological warfare aims to undermine the enemy's will through operations targeting morale. Media warfare seeks to influence domestic and international public opinion in China's favor. Legal warfare uses international and domestic law to advance Chinese interests. Taiwan is a primary target of Chinese psychological operations efforts to influence its military and citizens. The document evaluates Three Warfares as an information warfare concept employed during peacetime and wartime to maximize the effects of military force.
The document discusses the ongoing European debt crisis and risks to the US economy. It analyzes the positions of various players in the European crisis including Germany, the ECB, and affected countries. There are disagreements around who should bear the costs of bailouts. The document also notes weakness in US data but argues against an imminent recession, though growth is expected to remain weak. More quantitative easing by the Fed is anticipated but benefits are uncertain. Low valuations reflect high recession probabilities priced into markets.
This document is a satirical portrayal of a conversation between Barack Obama and an advisor about how to address the perceived threat of Anonymous. It suggests they consider using propaganda techniques like attaching negative labels to Anonymous, citing innocent victims, and creating a sense of bandwagon pressure to turn public opinion against Anonymous. The document also briefly outlines and critiques several classic propaganda techniques that could potentially be used, like poisoning devices, testimonials, and exploiting emotions like fear.
Hii the convergence_of_google_and_bots_-_searching_for_security_vulnerabiliti...Mousselmal Tarik
Hackers are now using botnets to automate Google searches on a massive scale, generating over 80,000 queries daily. By distributing searches across many compromised machines, hackers can evade detection techniques used by search engines. Hackers first obtain a botnet, then use a tool to coordinate widespread searching using lists of search terms likely to return vulnerable sites. This enables hackers to efficiently collect many potential targets for crafting attacks.
Cia culture-intelligence-berrett-cultural topographyMousselmal Tarik
This article introduces a new methodology called "Cultural Mapping" for intelligence analysis to better account for cultural factors. Cultural Mapping is designed to isolate and assess cultural variables influencing issues of intelligence interest and distinguish their degree of influence on decision-making and outcomes. The methodology aims to provide a more systematic and persuasive treatment of culture compared to how it is typically addressed peripherally in intelligence analysis. The authors developed Cultural Mapping to remedy perceived deficiencies in how the intelligence community incorporates cultural understanding and to improve analysis for policymakers.
1) The document provides 99 tips for maintaining and repairing corporate reputation.
2) Key tips include communicating openly during difficult times, taking responsibility for mistakes, monitoring employee sentiment, and being accessible as a leader.
3) Reputation recovery takes time, courage, and consistent small actions over an extended period.
All right reserved:
Daniele Marzoli1 and Luca Tommasi1 Contact Information
(1) Department of Biomedical Sciences, University “G. d’Annunzio”, Blocco A, Via dei Vestini 29, 66013 Chieti, Italy
Published on
http://blogsetie.blogspot.com
This document discusses fuzzing SMS implementations on smartphones to find vulnerabilities. It presents techniques for injecting SMS messages locally into iPhones, Android, and Windows Mobile devices without using the carrier network. The authors used the Sulley fuzzing framework to generate fuzzed SMS messages and monitor the phone software under stress. Their fuzzing found security issues that could crash or reboot devices or prevent further SMS reception.
Eiaa Marketers Internet Ad Barometer 2009 Pr PresentationMousselmal Tarik
Advertisers are increasing their online ad spending, with 70% reporting increases in 2009. On average, increases are predicted at 18% in 2009, 21% in 2010, and 15% in 2011. Most satisfied with internet advertising, 84% ranking it highly. Targeting by demographics like 25-44 year olds is increasing. Use of formats like search, display, and video are up. 16% of budgets on average are now spent at a pan-European rather than country level. Mobile and video seen as key drivers in coming years.
The document discusses a global survey on health attitudes. Some key findings include:
- Around the world, being healthy is highly valued while illness is seen negatively. Most people report being at least somewhat healthy.
- However, there are also widespread concerns about developing various illnesses like cancer or chronic conditions. People feel vulnerable to health problems outside their control.
- Recent world events have increased general anxiety and uncertainty. As wealth becomes less certain, health is becoming more important as something still within personal influence.
- Thinking about health is common. Those with lower incomes think about health more often, suggesting health is a priority when other aspects of life feel unpredictable.
Pharell dancing in a Mc Donald's restaurant in a Paris Airport... But after that what are the results on the Web? Who's taking advant-age of the buzz???
3. EACH YEAR BRINGS A NEW SET OF CHALLENGES TO challenging economic times. CEOs are now being joined by
LEADERS. Yet, one challenge that not only endures but also other executives who are eager to implement best practices
grows in importance is managing and protecting company in online reputation management that complement their tra-
reputation. Raising this challenge even further on the ditional offline reputation-building initiatives. As guardians of
leadership agenda is the evolving online community. Here, corporate reputation, leaders recognize that the Internet offers
the sound of splintered stakeholders, intensifying media a wealth of opportunities for finding informed answers but it
scrutiny, escalating scandals, globalization, and demands for also presents its fair share of risk. The key is maximizing the
stronger economic governance and corporate responsibility opportunities while minimizing the risks.
has reached deafening proportions.
On behalf of clients and companies worldwide, Weber
The Internet’s influence is sweeping through corporate corridors Shandwick commissioned the Economist Intelligence Unit
and boardrooms, suddenly illuminating before the public not (EIU) to conduct a worldwide online survey of 703 senior
only the latest in progress and innovation but also a company’s executives from 62 countries. The survey, Risky Business:
secrets. Nearly overnight, many companies transformed from Reputations Online™, was conducted in June and July 2008.
steel-framed monoliths to glass houses. Risks that did not exist a Sixty percent of companies in the sample generated more
decade ago are now on full display–internal e-mails going astray, than $500 million in annual revenue.
negative online campaigns by dissatisfied customers, and online
grumblings (“digital picketing”) from disenchanted employees, Risky Business addresses such issues as the vulnerability of
bloggers and any one else who has an opinion to voice. company reputations, the resources executives rely upon to
assess company reputations, the identification and prioritiza-
Online company reputation risks facing leaders are already grow- tion of online risks to reputation, the impact of traditional and
ing more complex as new digital platforms–social networks, new media on reputation, the globalization and localization of
blogs, virtual realities, Twitter and RSS–rapidly gain acceptance. digital reputation, the viability and penetration of Web 2.0, the
No digital eraser exists to wipe away company missteps. Today threat of employee cyber-sabotage, and most importantly, the
we are witnessing both the positive and negative features of best measures for protecting a company’s reputation online.
this new era of transparent corporate behavior and instant
communications: the possibilities for building long-lasting Weber Shandwick will be following up on this initial release of
competitive advantage coupled with unprecedented threats to Risky Business survey results with additional reports that will
corporate reputation. focus on select segments such as executive rank, geographic
region and age. Other segments will include business-to-busi-
Global public relations firm Weber Shandwick recognizes that ness vs. business-to-consumer companies, and privately vs.
companies need to better understand how to successfully publicly held enterprises.
manage their reputations in an always-on and always-open
marketplace. Leaders are increasingly asking questions about Weber Shandwick reveals 15 realities about how companies
how they can build, enhance and defend corporate reputation and their leaders are managing corporate reputation in a digi-
when it is continually under siege, and redefined, by online tized world. The 15 realities are followed by 15 rules that show
and offline communities. business leaders how to manage company reputation online.
Leaders are also searching for answers as to how they can
expertly balance traditional and online media in their external
corporate communications programs. Internal communica-
tions are also weighing heavily on leaders’ minds as leaders
try to appease and motivate an apprehensive workforce during
5. 1 REpuTATION ThREAT LEvEL IS hIgh
A striking 67% of top executives regard their company’s reputation as vulnerable. This high estimate reflects executive anxiety
over reputation erosion in a fiercely competitive, volatile and unpredictable business environment. Due to heightened economic
concerns since the survey was conducted, this threat level is likely to rise. Executives clearly recognize the shifting reputational
tides that surround their companies, reaffirming recent research that found that global executives regard reputation damage
as the greatest threat to business.
2 REpuTATIONS ARE REvEALED ONLINE… pERCENTAgE OF
BuT NOT COmpLETELy EXECuTIvES WhO ThINK
ABOuT REpuTATION “vERy
Nearly all executives surveyed–98%–“use” the Internet to evaluate company OFTEN/SOmETImES”
reputation. However, less than 6 in 10 (57%) find the Internet “useful” for making
final judgments. Considering the gap between usage and usefulness, it seems that
the Internet only helps complete the full picture of a company’s reputation.
3 95%
NAIvETE CAN LEAD TO SuRpRISE
Most global executives think more often Executives’ humble convictions may
about their company’s reputation than eventually be shaken as more personal
their own. This selfless response is affect- and professional information about
COMPANY’S
ed by executives’ firm belief that company them begins to surface online, and
REPUTATION
reputation is significantly more vulnerable anonymous posters and disgruntled
to misinformation online than personal employees threaten career aspira-
reputation (61% vs. 39%, respectively). tions. For example, Web sites asking for
“help in removing an incapable leader”
Although they are very focused on com- (www.glenntilton.com) and bad boss
82%
pany reputation, many executives may be nominations, such as Stanley Bing’s
disregarding their own, with fewer than 4 blog at Fortune.com, could cause
in 10 executives (38%) reportedly doing executives to begin worrying as much
an online search of their own names about their own reputation as their
during the 30-day period before they company’s reputation.
participated in the survey.
PERSONAL
REPUTATION
6. 4 WhAT…mE WORRy?
Nearly all CEOs/chairs also think a lot about their professional
CEOs/chairs in particular– a full 100%– frequently think
reputations–97% think “very often” or “sometimes” about their
about their company’s reputation. Despite this universal pre-
own reputations. Notably, CEOs/chairs are more concerned
occupation with company reputation, they perceive a lower
about face-to-face negative word-of-mouth (44%) affecting
threat level to their company’s reputation than those outside
their professional reputations than something someone might
the corner office.
say about them professionally online (33%).
They are also much less anxious about online risks to repu-
These findings again raise the question of whether CEOs/
tation such as confidential or leaked information appearing,
chairs know the full extent of what might actually exist about
dissatisfied customers or critics (“badvocates”) campaigning
them online and whether those who do know are opting out
against the company, company e-mails or instant messages
of the role of bearer of bad news. Quite possibly, CEOs/chairs
being used against the company, and employees–current and
are the last to hear bad news. On the other hand, it is also
former–speaking out critically against the company.
possible that CEOs/chairs have more confidence in the truth
winning out and would rather not spend time worrying about
Perhaps CEOs/chairs are less worried about reputation risks
online name-calling and heckling. However, executives, espe-
because they are not hearing about them until it is too late. Or,
cially the top-ranked, should never take their reputations for
non-CEO/chairs may be keeping quiet about the negative or
granted–or underestimate the risks that can tarnish them.
explosive issues online in order to maintain the peace.
COmpANy ONLINE www.online-reputations.com
REpuTATION RISK CONCERNS
(RATED HIGHLY) NON-CEOs/CHAIRs CEOs/CHAIRs
44%
CONFIDENTIAL OR LEAKED INFO WILL APPEAR ONLINE
21%
39%
DISSATISFIED CUSTOMER OR CRITIC WILL CAMPAIGN
ONLINE AGAINST MY COMPANY
30%
35%
MY E-MAILS OR OTHER DIGITAL MESSAGES WILL BE
USED AGAINST MY COMPANY
19%
34%
FORMER EMPLOYEES WILL SAY SOMETHING ONLINE
18%
32%
CURRENT EMPLOYEES WILL SAY SOMETHING ONLINE
18%
7. 4 CONTINUED
hIgh/mODERATE ThREAT LEvEL
TO COmpANy REpuTATION TODAy
HigH
THREAT LEVEL
67%
56%
LOW
NON-CEOs/CHAIRs CEOs/CHAIRs
5 EXECuTIvES ARE ONLINE
REpuTATION SLEuThS
Executives were asked how they use the Internet to judge corporate reputations. The findings reveal that global executives go
online to uncover activities of business rivals and partners, product complaints and new employment opportunities. It is clear that
executives are now staking their claim to a gold mine of competitive intelligence within the Internet.
pERCENTAgE OF EXECuTIvES WhO REpORT ThE INTERNET
IS uSEFuL FOR ASSESSINg… (RATED HIGHLY)
COMPANY COMPETITORS PROSPECTIVE EMPLOYERS
POTENTIAL VENDORS/
PRODUCT/SERVICE QUALITY
SUPPLIERS/PARTNERS
64% 63% 60% 60%
8. 6 TRADITIONAL mEDIA OuTRANKS NEW
mEDIA AS REpuTATION REFEREE
pERCENTAgE mORE Global executives say that traditional media (television, radio and newspapers)
plays a greater role in deciding reputational fates than new media (Web sites, blogs
INFLuENTIAL
and social networks).
The study also found that global executives are five times more likely to trust
traditional media appearing online as they are to trust strictly online media such as
The Huffington Post, OhmyNews or Ananova–72% vs. 13%, respectively. However,
executive sentiment could shift in the near future as online media outposts gain
greater influence and credibility breaking news, questioning corporate behavior
62%
and capturing even more sizeable reader audiences. In fact, the debate over
separate offline and online communications will eventually disappear as companies
realize the benefits of integrating all their media. Weber Shandwick calls this
“inline” communications.
pERCENTAgE mORE
38% TRuSTWORThy
TRADITIONAL MEDIA
72%
NEW MEDIA
13%
MEDIA AVAILABLE
ONLINE OFFLINE
MEDIA AVAILABLE
EXCLuSIvELy ONLINE
7 FIRST STOp: COmpANy WEB SITES
According to 99% of executives surveyed, the leading source for company information, regardless of region, is the corporate Web
site. Whether executives are searching for information on competitors, vendors, suppliers or partners, company Web sites are the
uber-source for informing them about a company’s standing and worthiness. Executives also believe that having a well-designed
Web site is a sure-fire way to keep reputations intact.
A poorly designed site that is difficult to navigate, lacks critical company information and is not regularly updated reflects poorly
on the company’s reputation. However, a well-constructed site will have an overwhelmingly positive effect. An easy-to-navigate
Web site is important since research has shown that the vast majority of journalists go online to conduct searches and find press
releases for accurate reporting (Middleberg Ross, 2007). Although it may not have the supreme power to singlehandedly build a
positive reputation, the company Web site is digital ground zero for reputation-building among the executive class.
9. 8 OLD AND NEW
REpuTATION SpOILERS
By far, the greatest perceived cause of reputation dam- To an alarming degree, global executives vastly overlook new
age among global executives is negative media coverage media’s potential as a reputation spoiler–negative referenc-
(84%). As Weber Shandwick’s Safeguarding Reputation™ es in online videos, social networking sites, Wikipedia and
has shown, executives consider top-tier media the arbiter photo-sharing sites. In the U.S. alone, use of video-sharing
of reputation. Since major media generally tends to devote sites increased 45% during 2007 (Pew Internet Ameri-
more coverage to wrongdoing than rightdoing, leaders are can Life Project, January 2008). Yet, less than 1 in 10 senior
understandably sensitive to the exceedingly high reputation executives in the Risky Business study mentioned these in-
risks their companies face as damaging news and events creasingly common types of new media channels as dangerous
continue to unfold at lightning speed. In today’s distressed to reputation. They remain more concerned about reputation
economic environment, few companies are escaping media damage caused by commonly used sources such as negative
attention about their performance. search engine results (35%) than disapproval on blogs and
discussion forums (23%).
The next two top-ranked reputation busters are customer com-
plaints in the media/on grievance sites (71%) and negative Executives may be fairly up to speed on the more trafficked
word-of-mouth (53%). The Internet’s emergence as an infor- Internet sources for company information but are dangerously
mation channel has vastly reduced the distance between seller overlooking the fast-rising Web 2.0 new media and social net-
and buyer. All customers need to do to control conversations working tools that can literally rally friends and foes overnight.
and upend reputations is touch a few keys on their keyboard, or
tell friends, colleagues or family members.
THERE WAS A 137% INCREASE in google search mentions LEADERS CLEARLY HAVE EVERY RIGHT TO
for “customer complaint sites in 200” compared with 200. WORRY ABOUT THEIR REPUTATIONS
Sites such as www.iripoff.com, www.pissedconsumer.com being harmed by the infectious spread of
and www.clik2complaints.co.uk are proliferating. customer dissatisfaction. For example,
companies such as home improvement retailer
home Depot have created new domain names
for their career opportunities and foundation
work to offset the highly ranked search engine
RUMORS AND MISINFORMATION TAMPER WITH
result homeDepotSucks.com.
REPUTATIONS. In September 200, the u.S.
Securities and Exchange Commission opened
a “preliminary inquiry” into how an outdated
united Airlines bankruptcy story that appeared
in South Florida Sun Sentinel’s Web site mistak-
enly reappeared six years later online causing
a $1 billion run on the airline’s market value.
CLOSE TO 20,000 INTERNET DOMAINS
google’s newsbot technology erroneously
NOW END IN “SUCK.COM”
picked up the undated bankruptcy story. CEOs
(FairWinds partners, 200).
and chairs need to be aware that computer
programs can go awry and that their companies
might be left holding the bag.
10. 10
9 LEAKS guSh
DANgEROuSLy ONLINE
Global executives regard confidential or
IN FEBRUARY 2008, LgT group, Liechtenstein’s largest financial group, confirmed
leaked information appearing online as
that confidential information on thousands of customers and beneficiaries in
a top risk to their company’s reputation
other countries had been stolen earlier in the decade by a former employee. The
(41%). Their concern is understandable
former employee worked for a unit of LgT in information technology from 1
considering that in the global media, the
to 2002 and was entrusted with transferring paper archives into digital format.
words “media” and “leak” appeared to- german authorities disclosed that they subsequently purchased the stolen data to
gether in 6,449 stories in 2008, a 118% use in tax evasion probes, including that of Deutsche post’s longtime CEO, Klaus
increase from 1998. This is just the tip Zumwinkel, who has since resigned. The investigation of Zumwinkel triggered
of the iceberg for information leaks. a media frenzy of stories of corrupt german executives sending germany into a
dark period of corporate distrust.
Further, www.wikileaks.com (“We help you
This security breach resulted in the exposure of an alleged crime, but it also shows
safely get the truth out”) was launched in
how an employee was able to remove highly confidential information that ultimately
2006 as a Web site designed to anony-
cast the german business community in a negative light.
mously post confidential government
documents. On its launch date, Wiki-
leaks was deluged with traffic and 12
months later included more than 1.2
million documents.
“mEDIA LEAKS” IN gLOBAL mEDIA
+118
%
12000
10000
8000
MENTIONS
6000
4000
2000
0
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Source: Factiva mentions in global major news and business media (terms: “media” and leak”)
11. 11
IN 2005, WATERSTONE’S, the
u.K.’s largest book retailer,
dismissed an employee for
“bringing the company into
10
disrepute” by discussing
REpuTATION ASSASSINS
information in his personal blog
ARE hARD AT WORK
they did not want disclosed. The
employee successfully defended
himself by saying that the book Companies have always been vulnerable to disgruntled employee backlash.
retailer had no clear blogging Today, the Internet provides innumerable platforms for current and former
policy (mSNBC, 200).
employees to strike, usually anonymously, at a company’s reputation. Embedded
employee “journalists” lurk behind every office door and cubicle wall. Not
surprisingly then, executives ranked employee criticism (41%) in a tie for first
place with leaked confidential information as the greatest online risk to their
own company’s reputation. As employees wrestle with declining pensions and
possible layoffs, reputation bandits will be even harder at work online.
As one respondent warned: “Leaks by dissatisfied staff about [behavior that] is
perceived as unethical can do untold damage.” Social networking sites such as
Facebook and MySpace contain many criticisms of employees’ workplaces. Web
sites including www.vault.com, www.glassdoor.com and www.anonymousemployee.
com are all welcoming homes for negative employee chatter.
Despite high anxiety over potential employee sabotage, only about one-third
of executives (34%) know, or admit to knowing (“don’t ask don’t tell”), of a
fellow employee who badmouthed their company online. Leaders may naively
expect that their employees are abiding by company principles about their
online activities. However, few employed Americans–20%– are even aware that
their workplaces have policies about how employees can and cannot represent
themselves online (Pew Internet American Life Project, 2007).
REpuTATION
12. 12
AN ATTORNEY ACCIDENTALLY THE HEAD OF HUMAN RESOURCES AT CARAT, a major advertising company,
E-MAILED a New york Times mistakenly sent an e-mail intended for senior management to its entire
reporter in 200 about employee base. The e-mail included information on impending layoffs and
confidential settlement talking points that management should use in delivering bad news to the
negotiations between organization. The e-mail was later leaked to the media. This fiasco generated
pharmaceutical company more than . million hits on google one week later. As one commentator
advised upon hearing about the blunder, “Think before you click.”
Eli Lilly and the u.S. federal
government over bipolar
drug Zyprexa’s marketing
practices. The billion-dollar
discussion revealed in the
misdirected e-mail instantly
11
made headlines.
E-mAILS ARE ON ThE LOOSE
A large 87% of global executives admit to having erroneously sent or received at least one electronic message (private e-mail,
text or Twitter). The unintended and unexpected consequences of misdirected electronic messages can taint, sometimes
permanently, company reputations in seconds. Interestingly, e-mails do not always fall into the wrong hands or inboxes
accidentally–approximately one in four executives (27%) say they have intentionally forwarded a private e-mail to someone else.
While this percentage may appear relatively modest, it still represents a significant number of stray e-mails that have the power to
inflict tremendous reputation damage.
Risky Business’ revelation about the high incidence of criss-crossed electronic messages among the executive class adds to the
already lengthening list of reputation risks facing companies. With more than 60 billion e-mails circling the globe every day, it is
hardly surprising that many leave their intended orbit, especially when research shows: people e-mail in bed (67%), while driving
(50%), at bars or clubs (39%) and during business meetings (38%) (Annual E-mail Addiction Survey, 2008).
Each e-mail sent and received widens the sphere of reputation risk. As employees work longer hours, race to meet tight deadlines,
worry about job security and have greater responsibilities placed on their shoulders, accidental and intentional saboteurs will
continue to blemish company reputations.
13. 1
12 ACTINg ON EmpLOyEE FEEDBACK IS
IN ExECUTIVES’ OWN WORDS,
the greatest online reputation
BEST DEFENSE
threats include…
How can leaders protect their company reputations online? Executives believe that
“A lack of compelling the best way to reduce the number of online assassins and protect reputations on-
Employee Value line is to monitor employee satisfaction levels and respond to results from employee
Proposition or worse, satisfaction surveys (46%).
non-constructive
cultures.” Many executives echoed the importance of building “best places to work” cultures
when asked in an open-ended question about the greatest reputation threats fac-
ing their companies over the next three years. As one Australian executive said in
“Ignoring the front-line
response to this question: “Failure to engage the passions of employees will cause
employees’ interests.” the most damage to corporate reputation in the future.”
Without a doubt, no company interested in protecting its reputation can afford to
have a mob of grumbling employees online. Satisfied employees who are company
advocates are the best antidote for–and defense against–reputation failure. Internal
communications that provide important information and encourage employees
to express their viewpoints can minimize employee unrest according to Weber
Shandwick research conducted with KRC Research. A company’s culture is ulti-
mately its best protection both online and offline.
13 mONITORINg IS NEEDED FAR AND WIDE
After paying strict attention to employee
A TELECOM COMPANY’S CUSTOMER SERVICE REPUTATION was tarnished
satisfaction levels, executives’ next two
by a “viral video” of a service technician caught sleeping in a customer’s
highest ranked reputation safeguards
home. A word-of-mouth monitoring company identified the video and
are examining comments made about
alerted key managers within moments of its posting. The company was able
their companies in the traditional media to instantly mobilize its crisis-response efforts and implement strategies
(42%) and using information generated for its corporate department, Web content managers, and marketing and
by search engines or social media operations teams. The damage would have been significantly worse had the
monitoring tools (38%). company not used a reputation monitoring service.
Blogs, wikis, social network spaces
and discussion boards are frequently
home to distress signals and need
close monitoring to keep leaders up-
to-date on their company’s reputation.
With the tools now available and robust
reputation management systems in
place, companies do not need to have
their reputation defined by information
out of their control, nor do they need to
be the last to know about positive news,
or even worse, negative news.
14. 14
DISCOUNT RETAILER TARGET learned the hard way about how treacherous it can be to ignore bloggers outright. This
successful company failed to take seriously enough a blogger’s criticism of a questionable billboard ad featuring a
young woman splayed across it with Target’s bull’s-eye logo placed inappropriately. Target’s media relations department
responded to the blogger by saying, “unfortunately we are unable to respond to your inquiry because Target does not
participate with nontraditional media outlets.”
The traditional and new media backlash to Target’s no-blogger policy was swift. Target’s credibility was quickly knocked
down a notch until the Fortune 00 company acknowledged its mistake and changed its policy to become more transparent
to all forms of media.
14 EXECuTIvES ARE BLIND
TO ThE BLOgOSphERE
Global executives are consistent in
pERCENT ACCuRACy OF CORpORATE their opinion of nontraditional media
BLOgS By REgION by believing that the least effective way
to protect corporate reputation online
is to build relationships with influential
bloggers. Only 10% consider this strategy
helpful in keeping reputations secure. In
fact, executives are more than three times
as likely to say that building relationships
with influential traditional media is an
effective reputation safeguard (35%).
49% Reinforcing this lack of confidence in
49%
blogging as a reputation-builder, exec-
utives in all regions combined estimate
48% that only 49% of the information in cor-
EUROPE
porate blogs is accurate.
NORTH AMERiCA
When asked what would most damage
ASiA PACiFiC
a reputation in the future, one executive
responded: “The lack of transparency
when hot issues arise and how badly
a company deals with such issues.”
Oftentimes it is not an incident itself that
harms reputation or what is said online,
but how company leadership responds.
15. 1
15 ONLINE REpuTATION mANAgEmENT
(ORm) COmES OF AgE
Nearly 6 out of 10 global executives say their companies are now rigorous about online reputation management (59%) and
expect to be more rigorous three years from now (58%). This high estimate underscores the growing importance of online
reputation management on corporate and board agendas.
Although the remaining 4 out of 10 executives surveyed are fairly confident they have their reputation management systems under
control, it remains to be seen how prepared they really are as we witness more companies losing their “most admired” crowns
worldwide (see Weber Shandwick’s Stumble Rate, 2008). After all, risk management was all the rage before the financial sector
began its downward spiral in 2007.
ONLINE REpuTATION mANAgEmENT RIgOR
–pRESENT AND FuTuRE
LEVELS OF ONLINE REPUTATION LEVELS OF ONLINE REPUTATION
MANAGEMENT RIGOR TODAY MANAGEMENT RIGOR IN THREE YEARS
VERY RIGOROUS
19% SOMEWHAT RIGOROUS
NOT VERY RIGOROUS
59%
58%
DON’T KNOW
40%
MORE RIGOROUS
ABOUT THE SAME
LESS RIGOROUS
DON’T KNOW
35%
36%
1%
6%
5%
TOTAL ExECUTIVES TOTAL ExECUTIVES
16.
17. 1
CONDuCT AN INITIAL KNOW WhEN TO
critical element of your ongoing reputation
LANDSCApE ANALySIS OF yOuR RESpOND ONLINE
management process.
pROFESSIONAL AND COmpANy Create a plan for incidents that takes into
REpuTATIONS ONLINE ENgAgE IN ThE ONLINE account all categories of issues: those
COmmuNITy
Take a 12+ month look back into online requiring an immediate response, a wait-
sources such as blogs, social networks, Identify one or more passionate employ- and-see approach and no response at all.
forums and chatrooms to benchmark ees who can participate in the social Start planning now so that your company
and obtain a clear understanding of networking arena on your company’s knows when to sound the alarm bell and
what has been said historically about behalf. To legitimately engage in online when to sit still.
you and your company. This can help conversations, individuals must be
provide a reputation benchmark as well overtly transparent about where they
“The most dangerous risk to a
as identify important reputation advo- work and sincere in their opinions.
company’s reputation is to be
cates and “badvocates.” The exercise
deserving of a bad one.”
will also help prioritize some of the top These digital company ambassadors,
– Risky Business Survey participant
issues that need to be monitored and or advocates, should be upfront about
(Executive from Turkey)
resolved quickly. providing positive content or correcting
misinformation. Ulterior motives are
gET INLINE uSINg ALL
mONITOR yOuR DIgITAL quickly uncovered online and can re-
REpuTATION REguLARLy yOuR mEDIA ASSETS–
flect poorly on a company’s reputation
AND EmBRACE SEO TRADITIONAL AND ONLINE
and initial good intentions.
Search engine results, blogs and other Recognize that reputational power lies
BuILD A REpuTATION
forums help determine what exists in the in using all available communications
ShIELD EARLy ON
public view since competitors, customers, channels. As recent political campaigns
allies and the media are making split Plant the seeds of genuine positive content have shown, the standard playbook no
second judgments about you and your or stories in multiple destinations across longer works. According to one politi-
company’s reputations. Every person and the Web as soon as possible to create an cal campaign strategist, “There’s just so
every company is indexed somewhere. enduring online reputation. These seeds much stuff. The average person has 90
Learn more about Weber Shandwick’s can mature into a mighty barrier to help channels. They all get dot-coms. They
SocialPULSE™ approach to tracking protect against rising tides of negative all get a newspaper. There is so much
online conversations, issues, sentiment content. Realize that journalists may be flow of information that they just begin
and media penetration. getting their reputational intelligence from to discount it all.” (The New York Times,
the Internet, too. September 16, 2008). Also, the grow-
Also make use of search engine ing number of new online media sites
optimization (SEO) to move reputation If a company immediately begins upload- and new technologies are only going to
upward in search engine results. Buy ing positive content into the social media increasingly wreak havoc in the corpo-
unflattering domain names like Xerox stream, its strengths and good deeds rate world and demand adaptability. The
did (www.xeroxstinks.com) and maintain have a better chance of counterbalancing core of any successful public relations
them as your own with FAQs and problem- the negative in search engines results. If program will be a combination of online
solving responses. Companies can also a company delays its efforts until a crisis and offline communications (“inline”)–
follow Southwest Airlines’ lead and fight unfolds or other negative news appears not one or the other.
back against online customer attacks on the horizon, its reputation will not be
by buying domain names and directing strong enough to repel the flood waters
people with complaints to their customer that can engulf and wash away years of
feedback sites. Make online monitoring a strong performance.
18. 1
IDENTIFy REpuTATION ThREATS are voting on your company’s reputa- move on. I always say, ‘Tell me early, I’m
EARLy ON. pLAN FOR ThE tion every day. Win over their hearts your friend. Tell me late, I’m your critic.’”
WORST-CASE SCENARIO and minds before they disrupt your (Fortune, September 29, 2008)
Rule out any surprises and always be on best-laid plans. Turn your employees
your guard. As one CEO said after his into advocates!
“google is not a search engine. It’s a
company faltered, “Hope is not a plan.” reputation management system.”
By using monitoring services that serve Listening means more than launching
– Wired magazine
as consumer sentiment radar, companies a survey or putting a suggestion box
can stay one step ahead of significant rep- in the lunchroom. It means reviewing
DON’T NEgLECT INDuSTRy
utation damage. Many companies turn to employee satisfaction surveys and exit
DISCuSSION BOARDS
firms that specialize in the measurement interviews, and monitoring your reputa-
AND BLOgS
of perception, reputation and risk. These tion daily using key words that can be
firms are alerted to ongoing topics and searched on sites such as Facebook, Enlist your senior management and
threats that have the potential to become Twitter and MySpace. other members of your workforce in
problems without management attention. digital boot camp. Learn from com-
Both traditional and social media are an- Many executives are surprised to learn puter giant Dell, which discovered that
alyzed and results can be delivered via that their company has a Facebook ignoring influential bloggers and com-
a 24/7 reputation dashboard that charts group online where employees have plaining customers causes reputation-
company reputation, issues, sentiment videotaped themselves at work and al harm. Dell now employs nearly 50
and media penetration. play, brainstorms are recorded, and people who participate in worldwide
company-only town hall meetings are online discussions and specifically
Also, companies now have, or need to available for download. Do not wait for designed sites about Dell. As Michael
consider building, a ready-to-launch those annual surveys to take employ- Dell told Fortune, “I’d rather have that
“dark site” that can be activated if a ees’ pulse. Fill in the gaps by going conversation in my living room than
worst-case scenario suddenly occurs. online and seeing how they are voting in somebody else’s.” Reach out to
The site allows companies to speed every day. bloggers and posters with solutions to
their messages to key audiences so problems with your products/services.
muLTIpLy yOuR BAD NEWS
their reputation for responsiveness Join the conversation.
ONLINE By 100
can shine. Remember, whoever talks
REvIEW yOuR WEB SITE AS
first is in the position to set the tone. Realize that once bad news reaches the
IF yOu WERE A pROSpECTIvE
corner office, it may sound like a whisper
CuSTOmER OR COmpETITOR
but it’s already a shout. Executives can
“Online, your rep is quantifiable, findable
take this news and multiply it hundredfold. Road test the user experience of your
and totally unavoidable.”
Any leaks and negative employee chatter company Web site in terms of func-
– Technology and culture writer
Clive Thompson
online are possible early warning signs of tionality, interactivity and transparency.
bigger trouble down the road. Would employees agree that the site
ENDLESSLy LISTEN TO matches the workplace? If a visitor did
yOuR EmpLOyEES Demand to hear the bad news, the good not know much about your company,
Listen and respond to employee issues news and everything in between. Anne what type of reputation would the com-
and suggestions before they potentially Sweeney, co-chair, Disney Media Net- pany Web site project?
attack you online, intentionally or un- works follows this tell-it-to-me-straight
intentionally. Leaders who fail to do so approach when she says: “My team Strategies include making sure compa-
are playing with fire. Think of employ- knows I always want to hear bad news ny content not only resides on the home
ees as your company’s electorate who first. We can dive in, figure it out and page but also in as many appropriate
19. 1
BE ON ThE LOOKOuT FOR
places online as possible. In a Web 2.0 message board policies. That estimate
ERRANT E-mAILS
world, company messages should be will only increase in the years ahead as
where stakeholders already are such online conversation continues to heat up. Use technology to audit outbound
as RSS, blogs, podcasting and social e-mail content and monitor text in
networks. As digital opportunities expand for webmail and other HTTP traffic. More
employees to publicly criticize or praise companies are using technology to
CuSTOmER-IZE ThE ONLINE their workplaces, global executives detect intellectual property that should
REpuTATION OF yOuR should know about all types of influences remain within corporate firewalls.
pRODuCTS AND SERvICES on their reputation. Leaders also need Regular employee training in electronic
Ask for and respond to customer feed- to be vigilant in, and adept at, scouring message liability and propriety must be
back, and include customers in new the Internet to identify both reputation enforced at all levels.
product development. Boost your com- assassins and angels, and be ready
FIND yOuR ONLINE
pany’s credibility by including on your to take precautionary action to protect
ADvOCATES. pRImE ThE
Web site negative customer comments their good names.
pump FOR BADvOCATES
(excluding those that may be slander-
ous or similarly inappropriate) as well Create an ongoing dialogue with your
as positive comments. Use technology supporters, fans and enthusiasts before
BEST Buy’S BOTTOm-up INTERNAL
to build customer trust. problems spread via word-of-mouth or
SOCIAL NETWORKINg SITE,
on the Web. These brand champions
www.blueshirtnation.com, unifies
ACCEpT yOuR are a company’s best defense against
store employees by building a
EmpLOyEE NATION badvocates, whose words and actions
sense of community among them.
Best Buy employees can have their
Understand that employees will go online detract from brands or products. Weber
own Facebook-like profiles, create
to criticize and praise your company– Shandwick’s Advocacy Ignition™ ap-
wikis, initiate topics of conversation
so prepare, review and communicate proach can help map out a company’s
and discuss Best Buy policies.
your corporate employee blogging and advocates and badvocates before it is
management does not always have
social media guidelines. According to a too late.
to go beyond its own four walls to
Forrester Research survey, at least 15% learn first-hand how it is doing.
of decision-makers report disciplining or
terminating employees for violating blog/
DESPITE VOWING TO BE MORE REPUTATION-CONSCIOUS, MANY EXECUTIVES STILL FACE
THE CHALLENGE OF IDENTIFYING DISTRESS SIGNALS BEFORE THEIR COMPANIES’
REPUTATIONS BURST INTO FLAMES AND MAKING THE INTERNET WORK FOR THEM
IN OUTPACING THE COMPETITION. THE OPPORTUNITY FOR SENIOR EXECUTIVES IS TO
STRATEGICALLY INTEGRATE ALL THE OFFLINE AND ONLINE TOOLS NOW AVAILABLE TO
SAFEGUARD REPUTATION AND ENGAGE MEDIA, EMPLOYEES, CUSTOMERS, BLOGGERS,
ADVOCATES AND OTHER KEY STAKEHOLDERS.