Reputation … A Risk Manager’s Role
Recording of this session via any media type is strictly prohibited.
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Bruce T. Blythe, Chairman
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Crisis Management International
Crisis Care Network
Behavioral Medical Interventions
404-841-3402
bblythe@cmiatl.com
Darius Delon, AVP Risk Services
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Mount Royal University
ddelon@hotmail.com
Recording of this session via any media type is strictly prohibited.
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What to Expect
Protection of Crisis-Related Reputational Risks:
• Protecting Company Reputation as a Function
of Risk Management
• Protecting your Personal Reputation During
Crises
• Take-and-Use Components of A Risk
Manager’s Reputation Management
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“What if Your Plans Don’t Work as Expected?”
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Reputation
The set of . . .
• Perceptions,
• Evaluations, and
• Beliefs
. . . a community forms
about an organization
or one of its members
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Senior Management Concerns
4 Cornerstones of ERM
• Reputation Risk
• Finance Risk
• Operation Risk
(People/Process)
• Hazard Risk
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2 Stakeholder Expectations
Post-crisis Expectations
Preventive Actions
• Take adequate preventive
measures?
Prepared to Respond
• Respond in timely, caring,
effective manner?
If not = Outrage
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“Reputation” Red Flags
Outrage
Fear
Media Involvement
Perceived to be at fault:
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Foreseeable
Unprepared
Unjust
Intentional
Negligent
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Potential Stakeholders
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Employees/ Families
Contractors/ Business Partners
Facility/ Site Managers
Staff Managers (HR, IT, etc.)
Senior Managers/Board of Directors
Institutional investors/ Shareholders
Insurance representatives
Suppliers/ Distributors
Customers
Government regulators/ politicians
Competitors
Media representatives
Union
Communities
Internet (users/ bloggers)
Industry activist groups
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Anticipate
Identify Weaknesses in
Your Preparedness
-------------------------------• Early Incident/Crisis
Recording and Reporting
• Crisis Response Plan
• Crisis Communication
Plan
• Crisis Operations Center
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Reputation Response Mindset
Focus on “CIA”
Core Assets
• Protection
Impacted Stakeholders
• Identify and address
needs and concerns
Anticipation
• Likely progression
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9 Reputation Response Strategies
Deny Crisis
• Minimize/No Harm Done
Ignorance
• Lack of Information
Explanation
• Reasonable Person Test
Anticipate Reactions to Each
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9 Reputation Response Strategies
Locus of Control
• No control over events
leading to crisis
Blame Others
• Identify Scapegoat
Attack Accusers
• Motives/Shortcomings
Anticipate Reactions to Each
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9 Reputation Response Strategies
Honorable Intent
• Meant to do well
No Harmful Intent
• Accident
Past Positives
• Previous good works
Anticipate Reactions to Each
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Diermeier Trust Quadrant
Empathy
Empathy
• Reaching out to victims with
warmth and authenticity
Expertise
Commitment
Transparency
Expertise
• We know what we’re doing
• Our experts will fix it
Commitment
• Senior management shows
up and takes charge
Transparency
• What you know, don’t know,
when follow up
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Reputation Institute
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Emotional Appeal
Financial Performance
Products and Services
Vision and Leadership
Social Responsibility
Workplace Environment
Recording of this session via any media type is strictly prohibited.
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Bruce T. Blythe, Chairman
•
•
•
•
•
Crisis Management International
Crisis Care Network
Behavioral Medical Interventions
404-841-3402
bblythe@cmiatl.com
Darius Delon, AVP Risk Services
•
•
Mount Royal University
ddelon@hotmail.com
Recording of this session via any media type is strictly prohibited.
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