Posts Tagged ‘reputation’

Brand Repair

November 26, 2014

redbrand

Some organizations have reputation troubles. It’s likely they earned them.

A tarnished brand is something we’ve all seen and don’t want. An advising peer recently shares this case: “We are hand-cuffed in a very important assignment. The client organization is full of ego, fear, dysfunction and paralysis. Regrettably, standard, constructive practices that could inform our tasks were suspended – all because of reputation worries. The senior management knows their brand is in a tattered state.”

A tragic management response is in play: close ranks, worry, more clauses in the standard contract, gag orders, commands, declarations, defense, denial and other control tactics. These choices build fear, disables staff and sends distress signals. It jacks up anxiety. Moreover, these actions can become a negative loop that cause more injuries (inside and out).

A viable alternative ? Carefully identify the wrong values, attitudes and behavior that created the reputation challenges because they inform what must be different going forward. Then, step away from the “war” and demonstrate some vulnerability. Act swiftly and consistently to promote great experiences.

Try this brand ambassador recipe:

(1) Listen. Calmly and patiently hear what the aggrieved party says and what it means.

(2) Apologize. Indicate authentic concern for a failure or inadequate experience.

(3)  Fix it. Take action to remedy the mis-step. While this isn’t always possible, if it is, do it, promptly.

Make these actions automatic for everyone in your organization. From top to bottom, staff should know these three steps. Soon, the volume of good and great recent experiences will replace the stain of history. Concurrently, take big inside actions to attend culture, and make plans along with specific communications that support internal process and structural improvements.

Learning how your organization is understood by others requires gathering both random and routine feedback. This knowledge can serve organization effectiveness. Reputation is earned from the experiences people have inside and outside your building by phone, email, in meetings and other routine interactions. Part of building great brand as well as organization performance is this paradox: take off the armor to build strength.

Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

Crisis, Allies & Trust

June 20, 2011

Just three  months ago, Japan experienced unprecedented damage from an earthquake, tsunami and nuclear accident. These three catastrophic events created enormous upheaval with many deaths and huge challenges for leaders in all sectors.

 Black Out Conditions

Japanese  Prime Minister  Kan  became wildly popular 20 years ago for  his ethics and mission focus.  As health minister he  exposed his own ministry’s use of HIV  tainted blood which caused illness and death. This corruption was  long known by others but conveniently ignored. A savvy man, for sure, but in the recent crisis, analysts now say  he was “acting in  near black-out conditions.”  Fortunately, Kan’s work history, his instincts and a handful of trusted co-workers  helped him navigate. During the  crisis and long after, the thick politics between primary stakeholders in the drama have been  obstructions.

In hindsight, deep mistrust was a key factor in this situation. It added delay when urgency was vital, and it cost credibility with both citizens and nations alike. Because Kan could not rely on people in key positions the severe implications from multiple disasters was not obvious for many days. In addition, advisers in important roles were unaware of the resources available to them. The right information was not shared quickly.

Find Capable , Ethical Allies

In an important confluence of events, the plant manager at the Fukushima Daiichi nuclear plant bucked the system.  Despite the pressure of crisis, Mr. Yoshida, who had built a reputation for ethical choices and capable behavior, acted  fast. He allowed seawater to cool the nuclear core and defied orders  from his employer. Experts say this decision almost certainly prevented far more damage.  A day after the tsunami, Prime Minister Kan took a trip to the nuclear plant. Kan met Yoshida and was impressed by his candor. The Prime Minister recognized an ally who would “do the right thing” and was highly capable.

The bold moves of a few thoughtful people  in  the  Japanese crisis offer important leadership examples. It reminds us that credibility is tested in small ways  — daily. People are watching. They see patterns of behaviors. Dishonesty, avoidance, denial are errors that could derail your objectives. Display trustworthiness through transparency, facts, and  thoughtful analysis. Acknowledge mistakes. It underscores your credibility and creates essential trust.

Trust & Mission-Focus

Suspicion is not a hospitable environment for high performance. It can (and does) dramatically affect decisions. Quality information and consistent credible actions contribute to trust. Acting consistently on shared values offers encouragement. It shows a commitment to common good, mission, and to ideals that are bigger than self. Do all you can to squash petty politics for efforts on the “right work.” In the midst of the routine or calamity, build trust and keep a mission focus. These are a welcome refuge for your colleagues.

If you’re hoping people will follow you – act in worthy ways.

 –Lisa Wyatt Knowlton, Ed. D. is a partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. She is also an author &  W.K. Kellogg Leadership Fellow.See:: www.pwkinc.com


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