I will facilitate my premier training course at the Apollo Hotel In Randburg, Johannesburg from the 7th – 8th June.
This 2 day training course is the only one of its kind in Southern Africa. It was developed to bridge the gap between stakeholders and organizations wanting to develop and enhance their reputations.
Since its inception in 2006, the Stakeholder Reputation Master Class has received many accolades and became established as the must-attend course for industry experts looking to share best practices about stakeholder management and building company reputation. See references.
This 2 -day course shows business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relations. It examines amongst many things the steps, hints and practices necessary to build lasting collaborative relationships, which should ultimately result in a better reputation.
Based on a synthesis of ideas from community relations, marketing, strategic communication, reputation and stakeholder management, organizational change, sustainability and CSI thinking, it offers an integrated framework, as well as practical tools for developing new kinds of collaborative relationships.
To find out more, go to: http://stakeholderreputation.invite43.com/
I have been contracted to run a course for Marcus Evans called Crisis Management and Communication for Reputation Protection at the Grand Millennium hotel, Beijing, China 24 – 25 March.
Check out the Event Website: http://bit.ly/gcctGS
It is time for the annual Reputation destruction event again – the annual Office Party!
How many people have you not seen over the years who manage to destroy their hard-earned reputations at the office party!
Ok! Jokes aside.
From an reputational perspective there are a couple of dangers inherent in the annual XMas office party.
Will you be serving alcoholic beverages? Will this be on the company’s account? If so, your organisation face danger.
- For instance, what would happen if an employee drinks too much and becomes abusive? What then?
- What happens if an employee drinks too much and has an accident on the way home?
- What happens if an employee goes home and verbally and physically abuse his or her family?
I would hate for the following to happen. This essential TAC Campaign YouTube video is not for sensitive viewers and is a rude awakening for what can happen on the way home from any event.
Watch it and give it a thought. How can you plan an office party that will be exciting and safe?
A Few years ago someone was paralysed when they dove into a swimming pool during an event. This had huge implications for the company, both from a legal and a human resources point of view. Some managers believe that they can transfer this risk through legal documentation, such as getting staff to sign that when they go on an outing that they assume the risk.
The problem about Reputation, is that it cannot be outsourced nor covered through legal frameworks and paper arrangements. A Company’s name will be mentioned in a negative light.
Now the company could argue in a court of law that getting home is an employee’s own indaba and that according to the Occupational Health & Safety Act that they are not responsible, but indirectly they will be.
The company could argue that they are not responsible for clearing the world of social ills.
But can they?
These days stakeholders will scrutinise all actions, performance, behaviour and intent, and it will be even worse if a company’s marketing documents reflect that they state they are a responsible employer and corporate citizen and losing in a court of public opinion can have far more damage than winning in a court of law.
Questions could be raised that could damage the organizations’ reputation:
– Like why did you serve alcohol without adequate controls and safeguards? As a responsible citizen, why did you not think through the whole process, etc.?
I am not trying to be a stick in the mud, but corporate reputation is an important asset and huge risk. I would suggest that you perhaps rethink how you will handle the annual party.
You could always use this test with managers and staff, but I do not think it will pass the efficacy test.
Most people who has some idea will say it is a person or group that has an interest in the organization. That is not correct.
The BROAD DEFINITION is that it is any group or individual who can affect or is affected by the achievement of the organisation’s objectives (Freeman, 1984).
However even that definition is not sufficient. To define a stakeholder you need to also determine their TYPES OF STAKES which could be an interest, a legal or moral right, or ownership.
I like the Body Shop’s version and approach: A stakeholder is any group or individual who can affect or is affected by an organisation’s impact or behaviour – The Body Shop.
Stakeholders can also be classified into:
- Those who are affected by a particular issue or program;
- Those who have information, knowledge, resources or positions which are relevant to the issue;
- Those who have some control over the outcome of the issue.
Thus internally there could be Subject Matter experts and other interested individuals that needs to be drawn into a program. Some may call it politics, I used to, but after years of working in this area, I have realised that it is about stakes, positions, views and finding ways of engagement.
The Body Shop classifies them into social and non-social groups even goes further to classify them:
- those whose interests are affected by the issue or those whose activities strongly affect the issue;
- those who possess information, resources and expertise needed for strategy formulation and implementation, and
- those who control relevant implementation, instruments (Funds, Law or Property)
What is most important to realize is that stakeholders are volatile and can change interest and positions very quickly often overnight. I always tell my audiences that we live in a world with more active, INFORMED, ACTIVE and SOPHISTICATED customers and communities than in the past.
You may want to check out my article on my Blog in this regard – https://deonbinneman.wordpress.com/2009/05/17/anyone-can-be-an-activist/
If you would like to learn more about Stakeholder Management and its impact on business and organisational reputation, consider attending this event. Register your interest online and I will contact you.
|What:||Stakeholder Reputation Management Master Class
This course will take the delegate from theory to practice, offering the opportunity to question and pre-plan for better reputation management practices and stakeholder management in their organization and will guide companies how to comply with the requirements of Section 8 of the King Code 3 on Corporate Governance. It contains best practice ideas to develop and implement a stakeholder reputation management engagement & communications plan. Based on a synthesis of ideas from community relations, marketing, strategic communication, reputation and stakeholder management, organizational change, sustainability and CSI thinking, it offers an integrated framework, as well as practical tools for developing new kinds of collaborative relationships.
|When:||Monday, November 29, 2010 (all day)|
|Where:||Hotel Apollo, Ferndale
Cnr Bram Fischer Drive & Republic, Randburg
Johannesburg, Gauteng South Africa
In my blog posts of 15 September 2009 https://deonbinneman.wordpress.com/2009/09/15/product-recalls-done-properly-reduces-reputation-risk/ and https://deonbinneman.wordpress.com/2010/01/25/is-your-company-ready-to-deal-with-a-product-recall-a-checklist-for-your-convenience/; I discussed the importance of product recalls and the type of planning and preparation that needs to be done to make this process a success.
The following video, although of low quality is a must watch and features Bob Eckert, CEO of the world’s largest toy manufacturing company and he has some real lessons to share about this process, including some real reputation risk reduction lessons using adequate communication and crisis preplanning and the risks that emerge from subcontracting.
Those readers who are interested to learn more about product recalls and the steps needed to prevent unnecessary reputation risk, will want to attend a special workshop that will be held on the subject at the end of July in Johannesburg, South Africa.
|What:||27 July – A Product Recall Workshop (Planning for and Managing a Recall)
The challenges of dealing with a product recall is immense and resource challenging. Not only is there the challenges of dealing with the recall itself but the challenges of communicating with all stakeholders and minimising reputational fallout is high. The Toyota and now wider recall issues in the motor vehicle industry (Honda, Land-Rover, etc) is serving a warning to other operators and manufacturers in other industries of the need to prepare for a recall long before if it happens. The issues in dealing with a recall goes back long before the actual recall event. Prior preparation, risk management, attention to quality and communication issues need to be addressed, and will be scrutinised if such a recall ever takes place. Since a recall is always a possibility despite of quality controls and risk management, companies are well advised to plan to handle potential recalls well in advance, as handling product recalls professionally can go a long way to safeguard reputation.
|When:||Tuesday, July 27, 2010 (all day)|
Johannesburg, Gauteng South Africa
Here are the new dates for my next round of public courses. These courses deal with various aspects of business & personal reputation and can be used as instruments to foster change by increasing knowledge and capacity.
- Marketing your Consulting Practice 27 April http://marketingaconsultingpractice.invite43.com/
- Reputation Defence & Protection (Reputation Risk Mitigation) Masterclass 11 – 12 May http://reputationdefence.invite43.com/
- Product Recall Workshop 18 May http://productrecallworkshop.invite43.com
- Stakeholder Reputation Management Masterclass 19 – 20 May http://stakeholderreputation.invite43.com
Register online and I will follow-up with you.