Communications

Years ago at my former job, the research we did caught fire due to one simple finding. In fact, I used to think of myself as the 50 percent woman. Our research on CEO reputation revealed that 50 percent of a company's reputation was attributable to the CEO. For some reason, this one simple factoid traveled around the world like wild fire. People just found it incredibly memorable. Part of the reason that the "50%" was so radioactive was because CEOs had became better known (Jeff Bezos, Steve Jobs, John Chambers, Jack Welch, Bill Gates, Carly Fiorina) and no one had really asked the question. Reputation as a body of knowledge was still nascent (not like it is now) but it was just about to tip. And tip it did. In our new survey on the corporate brand, we asked the question again.  It's been about 10 years since that earlier study. And despite all the ups and downs in the stock market, CEO compensation issues, scandals, Occupy Wall Street, celebrity CEOs, the Internet, etc etc, the executives in our study reported that 49% of a company's reputation is due to the CEO's reputation. As interesting, when we asked consumers -- the general public -- 66% say that their perceptions of top leadership also affect their opinions of company reputations a great deal to a moderate degree. Only 7% say that there is no link between the two.  So CEO reputations arenot going over their heads whatsoever. Thus as much as it might be politically incorrect to admit that the reputation of the CEO plays a significant role in how companies are viewed, it does. Of course, product quality matters most but leadership from the top, how they behave and what they communicate is not to be ignored. A large 59% of consumers cite leadership communications as influencing company perceptions. It no longer pays to be silent.

Another exciting day (despite the clouds and threatening rain here in NY). Weber Shandwick's research was covered in today's WSJ. B8. In the print edition. Can't send you a link (although here is one if you can get in) to the online version since you have to subscribe! But you can get all the relevant info here from the press release and the executive summary. Back at the beginning of the year, we released a terrific study (I really feel an affinity for this one) about the growing indivisibility of reputation and product brand. We had so much great data that we figured we would release at intervals. So here we are with the second installment of the global research, The Company behind the Brand: In Reputation We Trust – CEO Spotlight which explores the importance of executive leadership and communications to helping reverse the tides of waning trust in companies and solidify reputation. Here are some big learnings from the survey with KRC Research among 1,950 consumers and executives in two developed (U.S. and U.K.) and two developing markets (China and Brazil) :

• A full two-thirds (66 percent) of consumers say that their perceptions of CEOs affect their opinions of company reputations. Executives, like consumers, don't overlook the importance of a leader’s reputation – they attribute nearly one-half (49 percent) of a company’s overall reputation to the CEO’s reputation. Say goodbye to the days when purchases were made solely on product attributes. Today’s consumer is savvy, well-informed and privy to a wide array of purchase options. Decisions are now increasingly based on additional factors (yes siree) such as the company behind the brand, what the company stands for and now....even the standing of its senior leaders. 
• Nearly three in 10 consumers (28 percent) report that they regularly or frequently talk about company leaders with others. When consumers are asked what influences their perception of companies, approximately six in 10 (59 percent) say they are influenced by what top leaders communicate. Things have radically changed when you can say that consumers -- the public square -- are reacting to what leaders say. Corporate leadership communications are important across the globe, but to an even greater extent in emerging markets. Nearly two-thirds of Chinese consumers (64 percent) and nearly three-quarters of Brazilian consumers (72 percent) rely on executive communications when learning more about a company. For those companies growing in emerging markets, this is important.
• Respect for corporate leaders – CEOs and other corporate leaders – has taken an especially large hit in developed markets – 72 percent of U.S. and 71 percent of U.K. consumers have lost respect in the past few years. Not such a surprise to me because the past few years have been hard on everyone. A bit different in developing markets however: Chinese consumers are evenly split on their changing opinions of corporate leadership (35 percent lost respect vs. 38 percent who increased respect). Brazilian consumers are more likely to have increased their respect for top executives than decreased their respect (33 percent vs. 21 percent, respectively).

Here's the last word that holds a lot of punch in my book....a large 60 percent of a company’s market value is attributed to its reputation. Sixty percent. That's no small change. Get those execs on the communications trail sooner than later.   .

Just came across some research from ReputationInc that holds some very interesting information. Here are the main facts they discovered by examining the curriculums of the leading Executive MBA programs identified by the Financial Times. They were looking to see how reputation was incorporated into the course work.

 

•       1 in 5 leading EMBA programs teach none of the 10 core reputation disciplines

•       Just one of the 50 leading EMBAs has ‘Reputation’ as a core module

•       Communications & relationship building skills are taught in less than 20% of programs

•       Government & policy relations is covered by fewer than 1 in 5 EMBA program

•       Governance and ethics is the most popular reputation discipline being taught to business leaders today (no surprise there)

 

ReputationInc cites McKinsey research that found that one-half of global CEOs say managing external affairs is one of their top-three priorities. Yet one fifth of the world’s top 50 global Executive MBA programs do not offer any training in the core disciplines of reputation management. They report that the missing disciplines include CSR, stakeholder engagement, government relations, communications, and reputation management strategy.

 

More worrying still, just two of the top 50 business schools surveyed offer a dedicated reputation

module and 80% offer no training on either public affairs or external communications – the two core “hands-on” skills executives need to build reputation. “The results reveal a frightening gap between the reputation skills business leaders must possess in 2012 and the cursory attention they get in the traditional executive MBA.” 

                                                         

The programs with the highest ranked scores for including reputation are Henley Business School, Essec/Mannheim, and the University of Texas at Austin: McCombs.

 

I wholeheartedly agree with this statement: “On this evidence, companies and shareholders should be concerned that Executive MBA programmes risk creating ineffective business leaders who leave academia without the skills to actively manage the precious asset of corporate reputation,” said John Mahony, CEO, ReputationInc.  “Reputation management skills are vital for today’s CEO who sets the tone and mood for a corporation and must lead from the front in communicating the purpose of the brand and its value to society. Many managers are not born ready to meet this challenge and will benefit from coaching and confidence building in reputation, something today’s Executive MBA courses fail to adequately provide.”

 

 

 The Power of Reputation.  Chris Komisarjevsky’s new book, The Power of Reputation: Strengthen the Asset that Will Make or Break Your Career, is a must-read for anyone interested in understanding how to steer their reputation into a career worth having.  Chris provides practical, easy-to-apply advice, techniques, tips and best practices on how to build that reputation you always wished you had but maybe never planned with very much care. He covers all the many elements that make up an enduring personal and professional reputation (they are the same, you know) such as values, character, behavior, trust and communications.   I regard myself as an insider when it comes to Chris’ new book.  Chris was CEO of Burson-Marsteller when he hired me and throughout my time there, encouraged me to build the bank of reputation research we launched as a firm.  He also served as a role model for how CEOs should lead their organizations and build a best place to work.    There are so many great examples that I remember from his leadership and I got to experience up-close how the character of the person at the top sets the tone for the entire organization. There is no denying the inextricable link between the two. Perhaps for that reason, I was particularly drawn to the chapter on Values. Chris provides a list of values that can guide your career path. It seems that everyone should be given that list as an exercise when they start a new job so they can be regularly reminded to follow it. The Power of Reputation also provides terrific real-life examples and anecdotes from a wide variety of CEOs who have been faced with reputational issues and had to decide what was most important to the organization and its members.   Overall, if you are looking to better understand what you stand for, what your company should stand for, and how to build trust and an enduring career, this is a great book to read.    

Prophet, a brand consultancy, released its recent reputation survey today. The survey was conducted among over 5,000 consumers in the U.S. Among the most important drivers of reputation rankings were:

• Is a company whose products and services make a difference in my life
• Is a company that inspires me
• Gives me peace of mind
• Is for people like me

Clearly, the above highlights that consumers are thinking of reputations in terms of emotionally-driven factors and ones that resonate with their personal lives. Not a surprise considering how difficult the past few years have been economically speaking. Companies need to think about communicating less in terms of functional performance and more in terms of what they stand for. We've noticed this shift ourselves and it continues to be more dramatic each year. It falls in line with the findings from BAV (Brand Asset Valuator) that I have mentioned on this blog before where they found that generosity and kindness have risen profoundly in terms of key reputation drivers among consumer populations. The world is going soft! Maybe that is all you can depend on these days. Another finding is that consumers are twice as likely to purchase, pay a premium for and recommend products from companies with the best reputations versus those that are less liked. Reputation pays!  They also report that companies with the best reputations "convert customers from considering a company's products/services 90% of the time." This conversion figure is lower at companies with less than stellar reputations -- 60%. Another result that confirms again that reputation and brand reputation are aligning at a greater speed than ever imagined is mentioned in their report: "Prophet’s reputation study found that reputation and brand have overlapping drivers that make both critical for creating impact throughout the purchase funnel. While a company’s brand often plays a crucial role in making customers aware of a company, and is important for driving long-term loyalty, reputation is critical for ultimately driving consideration and purchase." The survey looked at 150 reputations so take a look. Winners and losers for all.

A Wall Street reputation study among marketing and communications executives at financial services firms was released this week.  When asked to rate themselves, only 34% gave themselves an above average grade while 9% gave themselves a grade of  "perfect."  Wonder who those 9% are? The remainder -- 57% -- gave themselves average or below.  The survey by Makovsky and Company had some intriguing results:

• 53% said that Occupy Wall Street impacted their business
• 71% said that Occupy Wall Street will last beyond the upcoming election
• 38% were surprised by Occupy Wall Street (time to be better prepared)
• 74% believe that increased regulation of the industry will help to improve financial service firms' reputations and rebuild trust with customers
• 81% are worried about negative perceptions that exist about executive compensation
• somewhat more than 40% believe that social media has a positive impact on their company's reputation; over half only perceive a neutral effect (fair enough)

So what's a company in the financial sector to do? According to the findings, executives believe that management leadership, quality products and service, and a focus on reputation management will help restore reputation. The killer finding is that 96% of executives agree that the industry brought the problems on themselves. You don't get too much higher than 96%. That's a outright acknowledgement. Of course, today I saw an article saying that college students are still dying to get into the financial services industry. Many are waiting to hear news of summer internships and they are eager to make their way to the the cavernous alleys of Wall Street. So be it. However, I do think that this is the time for financial services firms to hunker down and repair their reputations for the long-term. I vote "yes."

Job descriptions for leaders today have to begin including public relations expertise. Just looking at this week's headlines convinced me that CEOs have to be PR crisis experts to be qualified for the job. I was thinking about this when I read the oped in The New York Times from an investment bank's employee and hearing the news about the Afghan killings by a U.S. military person. I also just read an indictment by a former Google employee about the oversized focus on advertising since Larry Page took the reins at the search giant.  Whereas we used to enumerate the operational excellence of CEOs-to-be, today we should seriously consider whether they are crisis-seasoned enough. Bank CEOs, presidents and Internet champion CEOs have little time to respond when their organizations or countries are making breaking news. I hold my breath waiting for them to respond. Every word is dissected and critiqued. Not easy. Years ago, I worked on a research project about how pr-savvy board members were. We looked at how many board members  in the Fortune 500 had "any" communications experience. Sad to say, there were few. I used to wonder how these board discussions went when no one in the room knew how to deal with detractors. Now I realize that not only do boards need some practiced PR professionals among their board members but CEOs too need to also be PR- tested. Of course, corporate communications officers are there to work alongside CEOs experiencing a crisis but CEOs themselves need to be good at communicating their positions and steadying the troops (so to speak). Tone is sometimes everything. Here are remarks from the highest offices of the US government in response to the Afghan rampage. Wonder what you think?

"And obviously what happened this weekend was absolutely tragic and heartbreaking. But when you look at what hundreds of thousands of our military personnel have achieved under enormous strain, you can't help but be proud generally." -- President Obama "This terrible incident does not change our steadfast dedication to protecting the Afghan people and to doing everything we can to build a strong and stable Afghanistan." -- Secretary of State Hillary Clinton   "Our thoughts and prayers are with the families and their entire community." -- Deputy American ambassador to Afghanistan, James Cunningham.

       

CNNMoney recently asked the question about whether CEOs should be speaking out on hot issues of the day. It is a fair question to ask. Years ago, CEOs would never really speak up or out about global climate change, saving the whales or getting girls to become engineers. The article cites the Human Rights Campaign video that has several CEOs speaking out on very hot issues such as same sex marriage (CEOs from Nike, Goldman Sachs, Starbucks and Microsoft).  As we witness the growing incivility in Congress, it is not terribly surprising that people are turning away from government to business to lead on some of the greater issues of the day that affect the greater good. Note that Senator Olympia Snow from Maine's resignation yesterday after three terms due to the political "lack of comity." Companies and CEOs take on more political issues to attract the best talent, align the values they preach to employees with their actions and to reach common ground with their customers who care more about these issues than they used to when purchasing products. So far, I have not seen terrible backlashes from consumers in the positions that some of these CEOs have taken. Maybe now is the right time.

Yesterday I was asked to talk about what I do at Weber Shandwick to our Crisis and Issues group in New York. It was an end of the week get together to take the edge off of all the long hours. I talked about reputational issues and answered several questions. It was a nice opportunity for me to reflect too. I was asked where all the celebrity CEOs had gone which made me recall my first book on CEO reputation. The book was released at the height of the dot com boom when 22 year old CEOs were the norm and celebrity CEOs were plentiful.  In my book, I tried to make the point that it was not CEO celebrity that mattered but CEO credibility. As I was answering this question, I realized that I hit on some of the right notes as to why CEO celebrity was not the same today but missed a few. In fact, I mentioned that being CEO today was not  an easy job whatsoever. CEOs are much more embattled.  Here are some of the reasons I talked about yesterday but others as well taken from an Economist article I was saving to post about.

• CEO tenure is shorter than it used to be (on average 6.6 years, according to Booz's research).  They usually come into office with great fanfare. They get approximately two years of grace when they start out (more like 18 months), 2 years to provide evidence that their strategy is working and two years to get pushed out. After six years like this, it's best to be a CEO nobody.
• CEOs don't have all the power anymore. Most CEOs now have separate chairmans that are looking over their shoulders and asking a lot of questions.  Booz found that in 2002 48% of incoming CEOs were also chairmen.  In 2009, that number dropped to 12%.  Hard to be a celebrity when there is power sharing going on.
• CEO compensation is always a headline and increasingly links the CEO title to perceptions of greed. CEO compensation is actually declining.
• Shareholders and stakeholders are not sitting idle. They are much more aggressive.  Some hedge funds are actively browbeating CEO and corporate decisions and in executives' faces. The ridicule can get strenuous.
• Boards are more active too. They don't want their reputations shamed either by poor CEO decisions or poor behavior. And according to Korn Ferry, new board members are more likely to be deep in international experience and have worked abroad. They are not necessarily golfing buddies like board members of yore. Angry birds maybe, but not necessarily tee time!

With all these barriers in place to curb the power of CEOs, celebrity CEOs can hardly flourish. Instead, we are looking at a new world of convening CEOs who communicate internally to employees, communicate online or through video to netizens, travel to speak to customers and influencers at forums they convene themselves (IBM's Smarter Planet  method), partner with third parties and government to problem solve on today's economic woes and so forth.

While I am on the subject of the corporate brand, I thought I would mention another interesting group of findings from our research. We asked consumers several questions on what influences them when it comes to company perceptions. They report that among other things, the importance of awards/recognition (63% of consumers mention) as well as leadership communications (59% of consumers mention) are influential.  As expected, word of mouth ranks at the top of the influence list, regardless of region.  Clearly, despite the fire hose of information aimed at us every day, some things are getting across when it comes to distinguishing companies from one another and influencing our decisions to buy some products over others easier. Recognition of companies for doing good or just simply doing well is making a dent after all these years. And leadership communications seems to matter to consumers if CEOs are talking about something that matters. Figuring out what resonates with the public is the hard part for communicators although jobs and education would be two good starts.  And a third good start would be the safety of our natural resources.  One additional factoid to add for a Sunday in January: In Brazil, awards and leadership communications are even more influential than what consumers in the U.S., U.K. and China say in our study. Brazilian consumers seem to be more receptive to what leaders say in Brazil. Will have to figure out why. Perhaps the connection between the economy and business is more direct than in the U.S. and U.K and China while we are at it.  More to come on this challenging subject of the interdependence between the corporate brand and product brand.   [caption id="attachment_2464" align="alignleft" width="460" caption="Weber Shandwick, The Company Behind the Brand: In Reputation We Trust"][/caption]