The other day, organizing a training for C-Level spokespersons for a large national company, I reflected on examples of senior leaders with impeccable reputations to serve as inspiration to the participants. It is likely that, as in my case, dozens of names come to mind. After all, most of them appear in rankings with methodology for monitoring corporate and business reputation. Still, with so many endorsements and criteria at stake, it is a huge responsibility to clearly identify who is perceived as having a good personal image.
“Taking care of reputation is every executive’s strategic agenda. Investing in reputation is adding to an asset, which, if well managed, can save us in difficult times.”
There are many variables, some of them not very tangible. Imagine the following example: a CEO who has good eloquence, knows how to communicate with crowded audiences, is respected at important events and forums and does a great job with digital positioning. However, he is noted as a leader who is distant from the internal public, authoritarian, and who does little active listening. There is likely to be a lot of disagreement about the judgment that each section of the public has about this CEO.
Taking care of your reputation means thinking about how others may be observing us – through information or perception – and what signals we are sending so that they can reach the best conclusions about us. The reputation journey is therefore permanent and must consider everyone, from Instagram and LinkedIn followers, to colleagues, to the highest authority. To achieve this, the balance of “being” and “appearing” needs to be well balanced. It is not enough, for example, for a leader to believe that a healthy work environment must be plural and diverse, which encourages innovation, if he does not practice and communicate this belief. The opposite is even worse and is very bad. And I'm sure you know someone like that, who talks more than he does. It's not an easy equation, but it has a clue: truth above all.
In a world so connected, instantaneous, ambiguous and hypervigilant, there is always the chance of experiencing courts along the way, of all types. A slip-up, a misunderstanding takes the spotlight and can leave lasting marks, not only on personal reputations, but also on companies' reputations. We have so many examples of organizations that even had their results compromised due to “slips” by their managers. Therefore, taking care of reputation is a strategic agenda for every executive. You know that savings that we accumulate throughout our lives? That's a great analogy here. Investing in reputation is adding to an asset. An asset that, if well managed, can save us in difficult times, giving shape to who we are when everything seems more nebulous.
A leader who understands his role in the company's strategy and growth lends reputation to the company (and vice versa). You work intentionally and dedicate energy to be recognized, trusted and admired for what you believe in – your purpose. Methodology, persistence, discipline, consistency and truth are a good starting point. The arrival point is called LEGACY.
. Article originally published on the Coletiva.net website on July 15, 2024.
Mariana Mondini is a journalist and consultant for ANK Reputation
mariana.mondini@ankreputation.com.br
Signed articles reflect the opinion of the authors.
