“Maintaining an unblemished reputation involves permanent collective effort and engagement. Not surprisingly, we see executives' appeals on boards of directors for additional funding for marketing, consultancies specializing in reputation and employer branding. But there is one question that still sparks undersized debate in meetings about budgets and business plans: how has leadership been acting to maintain the company’s good reputation?”
A company's reputation begins to be built at its foundation. This task was attributed almost exclusively to shareholders and administrators, at a time when consumers used only quality and price as criteria for their choices. Currently, every company's reputation is shaped in a more holistic way: via the perception of all its stakeholders – not only in relation to products, but especially in the evaluation of brand and image, involving criteria that transcend issues of price and quality.
The equation became more complex, with questions from related parties, such as: What has this company done for the good of its communities? Are you taking care of our planet? How do you deal with your employees? Does it offer equal treatment to all, curbing prejudiced attitudes towards minority and minoritized groups? Does it ensure not only physical but also psychological safety for customers and employees?
Companies with a recognized positive image seek to permeate the air that everyone breathes with an open, humanized organizational culture that values the individual, adopts the ESG agenda and treats everyone with respect. Maintaining an unblemished reputation involves permanent collective effort and engagement. It's no surprise that we see executives' appeals on boards of directors for additional funding for marketing, consultancies specializing in reputation and employer branding, which are important resources that bring positive results.
Leaders focused on achieving results through people like to always learn (including from their subordinates). They have compassion for others, they know how to listen, they allow everyone to have an opinion on their team, they build inclusive environments that offer psychological safety. Professionals like this are the ones most desired by organizations to lead teams. They have the necessary tools – along with behavioral skills – to build and maintain an unblemished business reputation and, consequently, a good employer brand – a powerful magnet for attracting and maintaining talent.
I have increasingly seen successful cases of mentoring to identify and strengthen the menu of human skills that shape each leader, known as soft skills. The first of these is self-knowledge, often relegated to the background by executives. Mentoring goes beyond a professional project. It ends up being a lifelong project. Tailor-made, it can be implemented not only by external consultants, but also by experienced managers from the organization itself, as long as they are identified, consulted about their interest in participating in voluntary programs aimed at internal mentoring and – under the supervision of the people area – properly prepared for the challenge.
This is an experience that becomes enriching for the mentor and mentee, the results of which are reflected in personal growth. Increased performance ends up being a consequence. The success of a mentoring program is a significant contribution to building and maintaining business reputations, which also helps to cultivate humanized business cultures. It can also become an intangible asset for the organization and its entire chain of stakeholders.
Ana Silvia Matte She is a board member, external member of thematic committees and mentor to executives
The signed articles reflect the opinion of the authors.
