Over the last fifty years, the range of key stakeholders for most corporations has been expanding. Corporate responsibility expectations are changing as a result of the influence of key stakeholders, with the consequence of potentially limiting the ability of shareholders and managers to operate in their preferred environment. In the meantime, the more traditional key stakeholders, shareholders, clients, customers, suppliers and staff, are asking for more involvement in organisational operations.
Tag Archives: reputation
Expectations and Aspirations
The first time I was involved in preparing a major tender from the bidder’s side, I learnt the benefits of taking an aspirational approach rather than an expectational approach. Ensuring that you keep values and aspirations front and centre is an approach that has attracted plenty of attention and praise. Continually communicating your boundaries and being content to meet expectations makes the customer feel as though you are an impersonal organisation, not willing to help individuals unless they meet your terms. That is never a great feeling for a customer to have.
Social Media and the tumbling walls
For the last few weeks, I have been working with some people helping them develop a better understanding of social media. Like many in management, consultancy and communication fields, I have been working on my own understanding for some time as this is a developing and changing field. Let’s start by saying Twitter is one [...]
Inspire a shared vision
It’s not just senior execs that establish organisational climate. Collaborative values and vision build ownership. But they’re not just set and forget – they must be maintained!
Stop the crisis – Monitor the external environment
In these cases and many others, we are talking about companies with immense experience and excellent reputations. They are managed well and would have crisis and risk management plans. Yet in each case, the consequences exceeded anything they planned for.
Questions of collegiality and diversity
a room filled with dark suits and urbane chic…At its worst collegiality breeds group-think and cliques…With diversity, so comes variety of thought and expression…independence of thought teamed with mutual respect should be strongly encouraged facilitating thorough discussion prior to agreement of corporate position.
Integrity – a hallmark of leadership
“I sometimes allowed my competitiveness to get in the way of my integrity” Quote from Australian Sportsperson There is a strong argument that integrity is one of the most misunderstood concepts in life and in business. Many people equate integrity with honesty. So many organisations have as one of their values “we will be honest [...]
Associations and Member based organisations – A new way?
Social media creates the opportunities for associations to implement their actions, not just their communications. Why communicate when they can “do” in such a public fashion that the communication effect is multiplied exponentially? They are failing to use the power of multifaceted relationships and not getting the benefits they should out of social media.
Dear CEO, 11 starting points for creating your communications
All relationships are based on communications, but you don’t just tell things to people, you also listen to them. You do this in your personal and social life, you must do it in your professional life as well. Many organisations are terrible listeners because they confuse the need to listen with the action of failing to take decisions or the perception of lack of leadership. Great leaders listen.
Dear CEO, Communications isn’t just marketing either
Putting all of your communications into the marketing category is running the risk of focusing on product to the detriment of relationships and reputation external to the product.
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