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  • Marta Carrió 9:00 am on January 24, 2014 Permalink | Reply
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    The Social and Empathetic CEO 

    Note from the editor: A few months ago on this blog we reflected on why it’s important in businesses for the CEO to be the first in adopting a social attitude, in order to be followed by the rest of the team. Today we bring you this article that Marta published before in her blog to study in depth this idea.

    A few days ago I introduced standing trends for this 2014 year.  One of the most important is going to be the socialization of CEOs, understood as direct intervention in social networks, contributing ideas, projects and concepts, giving opinions about relevant topics for business, the sector and/or of general interest, thus answering their audiences’ comments.   

    This made me reflect on the the importance of empathetic listening so that this socialization positively reverberates on the CEO’s reputation and his/her organization. As well as the effectiveness of his/her leadership and the message he/she wants to broadcast.

    As I point out in my book, both within and outside of social networks, CEOs have to begin to really worry about what other people say, what opinions they have and what they are interested in and worried about. In this sense, empathetic listening requires comprehension of the situation and the perspectives of the people involved in a conversation. 

    Empathetic listening is related to acting in a certain way. In the first place, being capable to recognize all of the verbal and non-verbal signals of people who participate in a conversation. It implies paying attention to what others are not directly saying, thus understanding and recognizing their feelings.

    In a “social” context, given that many of these signals are lost since it is impossible to receive information through all senses, knowing how to process information will be a fundamental element. To process means understanding the meaning of messages and keeping track of the different points of a conversation. (More …)

  • Marta Carrió 9:00 am on March 4, 2013 Permalink | Reply
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    7 trends in corporate reputation for 2013 

    Estimated reading time: 5 minutes

    Some weeks ago, Leslie Gaines-Ross, Chief Reputation Strategist at Weber Shandwick, presented in the The Huffington Post the latest trends in corporate reputation to remember this year.

    These trends highlighted the special importance that internal reputation will have for brands and companies, and for that reason, I though it would be interesting to look at them here. When it comes down to it, the trends that I mention below only reinforce the idea that companies need to look after their internal communication as the key to their reputation among employees.

    It is there where Enterprise Social Networks can be extremely useful for organizations that opt for innovation and implement collaborative and knowlege management tools

    Let’s look at those 7 key trends:

    1. CEOs are the main guardians of corporate reputation. According to research, which we commented on recently in this blog, nearly a half of a company’s reputation remains attributable to its CEO. Given that the odds that a company will undergo a crisis at some stage are high, “a timely, sensible and forthright response” from the CEO will inspire confidence and credibility.

    2. Internal reputation will be fundamental. Employees help to build a positive reputation when they are committed and satisfied with the organization, and this happens when there is two-way communication with the company. Work on these areas is becoming more and more important, especially given the impact that it has on the main business indicators.

    3. Reputational crises cannot be overlooked. As Gaines-Ross points out, normally companies think that their reputation has been infairly damaged. However, most crises are caused by the company itself and could have been averted if it were in tune with the early warning signs. For this reason, this year more companies will take advantage of the latest technologies in order to build better systems for managing and mitigating reputational risks, as well as for identifying vulnerabilities.

    4. Quantification of reputation will have greater weight. Companies will seek more formulas for measuring their reputation objectively. However, preoccupation with metrics may not provide a full view of a multidimensional asset such as reputation, which is based on perceptions.

    5. Corporate and brand reputation will be inseparable. Almost 9 of every 10 executives believe that a strong corporate reputation is as important as a strong product/service brand. Finding the right balance will be a priority for companies this 2013.

    6. Reputation will be reshapen according to social and political changes.We are starting to see how company reputation is being reshaped by what is happening in civil society and the political arena. Socio-political and organizational concerns are merging and cannot be overlooked in building and maintaining corporate reputation.

    7. Managing reputation in social networks will gain more importance. Companies that are truly social, that engage their executives, employees, customers and partners in authentic conversations in the social networks will be recognized as the new business leaders. The figure of the social CEO will be the next new thing. For now, the starting point leaves a lot to be desired: an IBM study (2012) among CEOs from 64 countries and across 18 sectors showed that only 16 percent of them particiapted in social media.

    Marta Carrió is Doctor in Corporate Reputation (UPF). She is also partner of Plan, consultancy specialized in corporate reputation measurement, analysis and management.


  • Marta Carrió 9:00 am on February 7, 2013 Permalink | Reply
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    Times of Crisis? Invest in your Internal Reputation 

    Estimated reading time: 4 minutes

    Nowadays companies are confronted by the impact of the interests and needs of different collectives and individuals. For this reason, it is important for organizations to measure and analyze these strengths and expectations in order to adjust them to their strategic goals.

    Generally speaking in reputation management, promoting a strong internal reputation is often forgotten in organizations, although it is a key issue for increasing sales, for example. So while many companies are focusing their efforts on the sales area, it has been proven that sales increase when employees’ positive perceptions are greater than that of customers. Similarly, promoting a favorable internal reputation helps to capture and retain talent, reduce costs associated with crisis management, improve efficiency in the organization, as well as collaboration, engagement, communication, loyalty, and to identify and resolve internal conflicts.

    In times like the present, if companies are trying to improve their reputation by regaining customers’ loyalty and trust, they would be better off by change their priorities.

    The biggest threat to a company’s reputation is not its competitors, rather a lack of identification, motivation, communication, collaboration and not leveraging skills and abilities found within the company. For this reason, most reputational crises found today on the social networks originate with the employees.

    This unfavorable misalignment at an internal level cannot avoided by merely performing surveys on the work atmosphere or different group dynamics, rather it requires actively identifying and analyzing the relationships and roles of the different collectives and individuals in the organization according to the dimensions of the entity’s internal reputation (employee satisfaction and commitment) in order to design a response plan that enables it to refocus employees’ perceptions and attitudes towards the company.

    Enterprise Social Networks, like Zyncro, can help contribute and apply an Internal Reputation Assessment process, communicate the importance of participation across the board, creating alignment and trust; inform the entire company of how the process is being implemented, its participants, phases and results; or act as a feedback platform, among other aspects.

    So given all this, what are you waiting for to sell more, reduce costs and become more efficient? If you want to know more about how to manage internal reputation in your company, download our free whitepaper that we wrote in collaboration with Zyncro: Internal Reputation Assessment.

    Marta Carrió is Doctor in Corporate Reputation (UPF). She is also partner of Plan, a consultancy specialized in corporate reputation measurement, analysis and management.


  • Marta Carrió 9:00 am on December 17, 2012 Permalink | Reply
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    New whitepaper by Plan and Zyncro: Understanding people to improve the organization’s results 

    Estimated reading time: 3 minutes

    Internal Reputation Assesment

    What is the internal reputation of a company? Why is it important? What is the significance of enterprise social networks for improving performance?

    Consultancy company Plan, in collaboration with Zyncro, has created a manual to resolve these and other questions on the subject:

    Internal Reputation Assessment

    This new whitepaper explains the reasons why a company’s internal reputation is something that must be safeguarded, and to which far too often too little importance is attached. You can discover and understand the key aspects about internal reputation in a company: how to manage it, find out why the most common resources used aren’t the most effective, new processes and methodology for correctly assessing internal reputation, etc.

    The importance of this reputation is reflected in the employees and how they feel about the company’s behavior. This in turn affects the behavior of groups and individuals who interact with the company, such as suppliers, customers, investors, etc. A correct analysis should be carried out of the satisfaction of employees and their commitment to the company, the quality and scope of communication implemented by the company and the existing relations within the organization, in order to obtain the level of the company’s reputation.

    The conclusions of this study are clear: a favorable internal reputation means growth in sales, profits, productivity and customer loyalty, as well as a fall in absenteeism. All the data can be found in the manual that can be download for free from the Resources section of the Zyncro website.

    Influencing the organization’s internal reputation, contributes to:

    • Increasing sales
    • Increasing customer loyalty
    • Increasing profits
    • Improving collaboration and contribution of ideas
    • Improving retaining and attracting talent
    • Reducing absenteeism
    • Improving productivity
    • Simplifying the resolution of conflicts
    • Improving the identification and pride of the company

    This report is aimed at Management Teams, as well as HR, Internal Communication and Marketing departments. Share it with everyone in your organization’s management team.
    Download the report and discover why an enterprise social network plays such a crucial role in the improvement of internal reputation


  • Marta Carrió 9:00 am on November 22, 2012 Permalink | Reply
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    The social CEO: a frame of mind 

    Estimated reading time: 3 minutes

    Editor’s note: Today we’d like to introduce a new blogger: Marta Carrió. She is a Doctor of Corporate Reputation (UPF), has an Executive MBA from ESADE, an Official Master’s in Social Communication (UPF), and a Master’s in Marketing Management (UPF). A technical analyst of behavior in social networks (COLPIS), she is a partner in Plan, a consultancy company specializing in the measurement, analysis and management of corporate reputation in on- and offline environments. Welcome!

    I like following and retweeting posts by Leslie Gaines-Ross, a well-known reputation strategist at Weber Shandwick. In her last post she shared what, according to her, and also in my opinion, being a “social” CEO means. Her comments are based on the post that Spencer Rascoff, CEO of Zillow -one of the leading portals about real estate in the United States-, published on his blog, in which he explains what being a social CEO means for him. This is an extract of Rascoff’s words:

    “This caused me to ponder what it means to be a social CEO. Yes, it means that I participate on Twitter, Facebook, Pinterest and, of course, on my two blogs. But it goes beyond that, it’s a state of mind. Being a social CEO means that I’m always accessible – to my employees, our advertisers, our business partners, and our users.

    I was worried that when Zillow became publicly traded, we might have to reduce our “socialness”. But I’ve worked hard to maintain a social culture in the company. And it has been less difficult than I expected. True, there are plenty of topics that are off limits: financial results, forward-looking statements, and the like are all no-nos. But I’m always permitted to talk publicly about the company and our strategy, and to engage in discussion and debate about Zillow and the industry. I think CEOs who choose not to participate in social media are being cop-outs. If they don’t want to use social media, that’s fine. But don’t blame the lawyers for what happens as a result.”

    As Gaines-Ross and Rascoff himself point out, being a social CEO is a state of mind, one common to executives who understand that reputation risk is entirely related to -in the majority of cases- strategic decisions that organizations take. And, in short, ultimately it is management that is responsible for safeguarding the company’s reputation.

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