A to z of reputation by reputation consultancy

THE A-Z

OF REPUTATION MANAGEMENT

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

www.reputationconsultancy.com

We supply global, national and local insight to evidence
the online reputation you currently hold, the reasons why
and how it changes over time.

Reputation leadership coaching that challenges
your organisation, its teams and individuals to unleash
and improve reputation.

Tailor-made external and internal communications
strategies to maximise advantage and deliver
reputation change.

A

ACKNOWLEDGE

that you don’t own your
reputation, those with
an interest in your
organisation do.


b
BE DIFFERENT

Understand the extent to which you own a unique
out why you hold it and what it is that you do
to keep it there.


C
CORE PURPOSE

Knowing why you exist beyond

to putting that core purpose
at the centre of everything you
do is not only key to reputation,
it is the only way to deliver
heightened levels of transparency.


d

d

DIGITAL DRIVES
REPUTATION
Online is where your
reputation is played out and
where it changes quickly.
Listen constantly to the
conversation taking place
about you, understand who


EGO, LOSE IT
Those with stronger reputations
put their energy into a cause
bigger than themselves and
cooperate with others to drive
bigger change.


F

F

FINANCIAL PERFORMANCE is no longer
the true assessment of long term success. Strong
reputations demand impressive social, environmental
and governance credentials too.


G

GENEROSITY,

have lots of it, share
your knowledge
and ideas, support
others, partner with
those who support
your bigger cause.


h
HONESTY.

Constantly demonstrate it, not just when
conversations and actively share what is going
on, be open and generous with your offer
of news, comment and opinion.


i

m


INSIGHT AND INFLUENCE
are needed to create powerful
MI to really understand your
reputation, not just what
your current reputation is but
what is keeping it like that,
who is driving reputation and
what needs to change so that
reputation is enhanced.

J

JOINT VENTURES.
Suppliers and partner companies
are also your reputation and they
can let you down. Align your
values and approach to minimise
the reputation damage.


KNOW how people feel, not just

think. Feelings go way beyond
positive and negative sentiment
on emotion, how people
feel about issues and how
they feel about you
in comparison with
competitors.


L

LEAD for the long term. Be courageous

to make every decision for the long term,
support others in doing the same and create
a culture of long-termism across commercial,
operational and communications functions.


M

MEASURE reputation. Whether it is management
information at board level that helps align strategy
or monitoring reputation change by the minute, the
hour, the day or the year, management information
means better informed decisions and a greater
understanding as to the nature of your reputation.


N
NARROW

the gap
between
how you
believe your
organisation
is seen and
how you are
actually seen;
this is the
aim of the
leadership
team.


OP
ORGANISATIONAL

processes, individual daily
practices and external
relationships must all be
bridged if reputation
is to be enhanced.


P

PREVENT, PREDICT AND PRIORITISE

reputational risk by keeping an eye on the issues
with increased emotion, engagement and visibility.


QUALITY

in reputation is held by
organisations that are seen,
understood, trusted, honest,
consistent and responsive.
How could your organisation
improve in these qualities?


R

R

RIGHT RELATIONSHIPS

are inherent to real reputation.
Know how to have and to
hold right relationships at
all levels and across all
stakeholders.


s

STAKEHOLDERS not just shareholders will
ensure your long term success, demonstrate
how you deliver value for all of them.


T

TRANSLATE reputation insight

and capabilities into every day
practices to increase transparency
and trust in your organisation.


u
UNLEASH

your internal reputation
capability to enhance
reputation from the inside,
out. Understand the
intelligence already held
in your reputation system
to reveal how each
department and function
can contribute to
enhancing it.


V

VALUE

based networks
of engagement

improve reputation
quality and strength,
choose carefully who
to engage with and
connect with those
who share your values.


‘WHAT’ you do isn’t enough, concentrate
on the ‘how’, it offers greater opportunity to
enhance how others are assessing you.


x

XXX Care about what
your organisation does
and for those who help
reputations genuinely
want to get better,
genuinely want to
change and genuinely
attract people whose
professional and
personal aspirations
are aligned. Those who
don’t care can
no longer ‘fake’ that
they do.


Y
YOU.

Understand your role in reputation
by making sure that your personal and
professional values are aligned, reputation
is stronger and performance is enhanced.


Z


ZZZZ Wake up
to Integrated
Reporting that
is placing growing
demands on
organisations to
measure, manage and
report on their social
and environmental
impact as well as
their performance in
corporate governance.
Integrated Reporting
organisations in
modern society are
valuing companies.

reputationconsultancy.co.uk
reputationconsultancy.co.uk/blog
@Repconsultancy
Or simply get in touch with Rachel to talk things through:

Mob:

0844 561 0476
07793 200888

Or join us for a coffee. We work globally and across the UK, we’re
in London weekly and our home is in MediaCityUK, Manchester.

Designed by jenny@bonjourpony.com www.cargocollective.com/bonjourponystudio

A to z of reputation by reputation consultancy

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