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BUILDING TRUST AND A HEALTHY REPUTATION FROM THE GET-GO
Paperclip HK – November 23, 2015Foreign Trade University, Hanoi - December 8, 2016
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ABOUT CHARLIE POWNALL
• Managing Director of CPC & Associates. Previously Regional Managing Director of Burson-Marsteller (Asia-Pacific), WPP, SYZYGY AG, Reuters, European Commission
• Over twenty years’ experience in communications planning & strategy, public relations, issues & crisis communications, digital marketing, social media, government communications, political advocacy, speechwriting, journalism
• Set up and ran the European Commission's first rapid rebuttal unit. Led communications for 15x over-subscribed SYZYGY AG IPO. Grew Burson-Marsteller's digital/social offer and capability across Asia by average 80% per year
• Author, Managing Online Reputation: How to Protect Your Company on Social Media (Palgrave Macmillan, Alpha Books). WPP Atticus Award (2011) for Managing Corporate Reputation in the Digital Age white paper
• Global experience; over nine years in Asia. Chairman, Communications & Marketing Committee, American Chamber of Commerce in Hong Kong (2012-15)
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YIN & YANG OF REPUTATIONCPC&
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‘People build brandsas birds build nests,
from the scraps and straws we chance upon’
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Jeremy Bullmore
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WHAT WE’LL TALK ABOUT TODAY
• How to build a strong, resilient company • What to do when things go wrong
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ENSURE FLAWLESS CUSTOMER EXPERIENCECPC&
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UNDERSTAND & EXCEED EXPECTATIONSCPC&
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INSTILL YOUR VALUES IN ALL YOU DO & SAYCPC&
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BE CONSISTENT IN WHAT YOU SAY AND DOCPC&
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… AND OPENCPC&
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PREPARE FOR THINGS GOING WRONG
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• Not responding• Responding too slowly• Being dishonest• Being partially honest• Deflecting blame• Over-reacting
COMMON RESPONSE PITFALLSCPC&
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1. Move fact 2. Act decisively3. Be honest and open 4. Be human, sincere and empathetic5. Express your side of the story clearly and
persuasively
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INCIDENT/CRISIS RESPONSE PRINCIPLES
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"The nature of the dispute and in particular the manner in which it was conducted, irrespective of any comments alleged to have been made, is adjudged to be not only of concern to the public but viewed by us as detrimental to the standing of our company, unbecoming of a manager of our brand and prejudicial to our good name."
"Therefore, we have immediately relieved the manager of his position."
"Such an incident reflects in no way the values of Daimler AG and we sincerely apologize for the concerns raised by this matter and the views that people have felt obliged to express following the reports of this regrettable matter".
Source: Daimler Greater China 21
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Source: Daimler Greater China 22
• What can we say? Anything substantive? • What can’t we say? What’s our likely legal liability? • Which stakeholders do we need to be talking to?• What’s their likely reaction? • Who should speak on our behalf?• Proactive or reactive?
FIRST RESPONSE CONSIDERATIONSCPC&
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WHAT TO SAY WHEN A CRISIS BREAKS
• Acknowledge the issue • Show empathy with those impacted • Recognise the urgency of the situation • Demonstrate it is being taken seriously• Promise to keep those impacted updated
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• Ensure flawless customer experience• Understand and exceed expectations• Lead from the front• Instil your values in all you do and say• Be consistent in what you say and do• Be honest, transparent and open• Prepare properly for things going wrong.
YOU WILL SURVIVE & PROSPER IF YOU …
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QUESTIONS?
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