New Strategies for Reputation Management: Gaining Control of Issues, Crises & Corporate Social Responsibility

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"Our reputation is our most valuable asset". More and more organizations of all shapes and sizes and in all sectors are saying this, but do they mean it? Are they adopting the right strategies to protect their reputations? This challenging new title argues that current practices in reputation management are inefficient and flawed. All the investment in crisis management procedures, complex issues management systems and lofty social responsibility commitments is not translating into improved reputations. Why? The world has changed. Demands are higher. Information can be disseminated at dizzying speed. Social attitudes are changing. The spotlight on corporate performance is more intense. In this changing context, companies have allowed others to set agendas, reshape reputations and deepen the corporate crisis of confidence. Drawing on a diverse and global range of topical case studies and examples, this ground-breaking book is both a call to action for senior executives and a practical guide to successful reputation management. It encourages companies to change the way they prepare for and manage crises, wrest back control of key issues and change the terms of debate on social responsibility. By adopting these new strategies, companies can gain control of what they increasingly recognize as their most valuable assets: their reputations. New Strategies for Reputation Management challenges current orthodoxies in reputation management and urges business leaders to adopt a radical new approach to crisis management, issues management and social responsibility. The author argues that the received wisdom on reputation management is inadequate for the challenges presented by changing external realities. In a world where issues are global, trust in companies is declining and everyone plays the ‘blame game’, corporate strategies of quiet engagement are failing. Reputation specialist Andrew Griffin leads the way into a new era of reputation management. Criticizing defensive and piecemeal approaches, he urges companies to change the way they prepare for and manage crises, be confident and assertive in issues management and lead the terms of debate on social responsibility. Including a wide range of global case studies, this compelling book is a ground-breaking guide to successful corporate reputation management in a changing and often hostile world. About The Author Andrew Griffin is a corporate reputation specialist. He advises some of the world’s leading companies and most trusted brands on crisis management, issues management and corporate citizenship. Andrew is managing director of Regester Larkin, the international reputation risk management consultancy which is credited with pioneering best practice systems across all sectorsin this specialist discipline. Table of Contents Introduction Reputation management today Reputation terminology Reputation evaluation Joined-up thinking? Aspects of managing reputation risk Reputation management: some company caricatures Summary The corporation under fire The world is freer and smaller It is a world of fear It is a world of information Individuals are empowered NGOs are empowered Governments remain powerful, whilst corporate power is waning Tomorrow’s world Summary Regaining the reputation initiative Changing the corporate mindset Putting reputation at the heart of the business Redrawing the corporate stakeholder map and engagement plan Summary Crisis management – leadership in a tried and tested system Crisis management – easy in theory Crisis management is about substance, not spin You’re not alone Prepare your people as well as your process Practice makes perfect Leadership is the key differentiator Crisis management – an action plan for change Issues management – shaping the agenda Issues management – difficult in theory Categorizing and prioritizing issues Issues management is as important as crisis management, but requires different skills and tools Local issues can now have global consequences Issues management is about agenda control Global issues need (uncharacteristic) long-term thinking Social responsibility – your initiatives on your initiative What is CSR? CSR is about business, but not controlled by business CSR does not shield companies from reputation risk CSR reports are a waste of time and trees The concept of corporate citizenship is more helpful than that of CSR Performance matters more Turning the corner – the corporation on the couch Notes from the psychologist’s couch Follow change or make change? Leading change in reputation management