1. Reputation Management 2.0 … Managing Perception Strategically 2015 National 8(a) Summer Conference, June 16-17, 2015 OSIYO Group - Roni Briggs and Leigh A. McGee

2. Reputation Management 2.0 … Discussion Content 2 1. Prevent Perception Issues 2. Monitor and Recognize the Situation 3. Analyze and Manage Reputational Risk 4. Mitigate the Situation

3. Prevention … Can I Actively Influence Perception? Do! …  Put an executive in charge of the process and coordination  Know if external beliefs and expectations have changed  Have a quality internal reputational risk management plan Don’t! …  Let your company’s reputation exceed its true charter  Wait until a crisis to ACT 3 “It takes many good deeds to build a good reputation, and only one bad one to loose it.” - Benjamin Franklin

4. Monitoring … Do I Recognize Potential Perception Issues?  Reputation is the secret ingredient to success.  What are other’s saying about you?  Beware: Weak internal coordination can blindside you! 4

5. Monitoring … Do We Have a Process for Reputation Mgmt? 5 1.Assess reputation among stakeholders 2.Evaluate your company's real character 3.Close reputation reality gaps 4.Monitor changing beliefs and expectations 5.Have the executive in charge of reputation management coordinate throughout the organization

6. 6 Analysis and Managing Risk … a framework Understanding the factors that determine reputational risk enables a company to take actions to address them ? #1 Causes of Reputational Risk a.Reality Gap b.Changing Beliefs and Expectations c.Weak Internal Controls to Monitor Potential Problems

7. 7 Analysis and Managing Risk … a framework Understanding the factors that determine reputational risk enables a company to take actions to address them ? #2 Ways to Manage Reputational Risk a.Objectively assess reputation verses reality b.Assess and accept impact of changing expectations c.Explicitly focus on reputational risk

8. 8 #1 Causes of Reputational Risk #2 Ways to Manage Reputational Risk Assess and accept impact of changing expectations Know that stakeholders’ changing expectations will affect reputation even if they seem unreasonable at times. Objectively assess reputation verses reality Examine the gaps between the company's reputation and actual performance. Make necessary improvements. Explicitly focus on reputational risk Recognize that this is a distinct kind of risk and manage it in a proactive and coordinated manner, assign one person the task of managing. Strong and Sustainable Reputation Weak Internal Controls Changing Beliefs and Expectations Reputation – Reality Gap

9. Mitigation … How do we close the reputation gap?  Reputation management is an activity, not a slogan.  If your reputation is unjustifiably positive: improve or moderate stakeholders’ perceptions.  If your reputation is negative: tell your own story and "control the narrative.” 9 Did you hear about?

10. What About You? Have You Experienced Reputation Issues? 10

11. 4 4 4 4 4 4 4 Leigh A. McGee| 410-330-7484 | lamcgee@osiyogroup.com Roni K. Briggs| 972-720-9953 | rbriggs@osiyogroup.com A Professional Services firm helping businesses adapt, grow and prosper o Visioning o Strategic Planning o Organizational Assessment o Leadership Development o Facilitation o Board Governance o Tribal Consultation www.osiyogroup.com Since 2003 11