How to Keep a Positive Business Reputation

Developing and then keeping a good reputation is not as simple as it sounds. It is like a flowerbed that can look beautiful but if left unattended will wither, become choked with weeds and ultimately will die. A positive reputation takes years to build and can take seconds to destroy, particularly in this fast-moving, ultra-connected world.

There are departments looking at the financial stability of the business, at the innovation and product development and the staffing issues, but you will rarely come across a reputation department. To be clear, the reputation department is not, and should not be, the communication, PR and marketing teams - they have a role to play but are not the owners of the reputation of a business. Reputation sits across all aspects of the business and it is for that reason that it often gets overlooked. It is only when a crisis or problem emerges or there is a rise in complaints that suddenly the damage to the reputation may be identified. In some cases, the damage may have been happening for some time and it is why reputation monitoring needs to be part of the suite of business measurements. Reputation has for many years been misunderstood and has developed a bad reputation itself. To be clear, we are talking about what people feel about the business, how they view it, how likely they are going to be to use or engage with it and do they have trust and confidence in it. These are things that matter to a business now and in the future.

So how do we build and maintain a positive reputation? I have created a toolkit that looks at three critical areas: the business, the staff and employees and the communication and PR approach.

The Business

The starting point has to be a clear purpose with a vision and values that are all understood by employees and that underpins operational activity. It is not about some carefully crafted words but about ensuring procedures and policies are all rooted in this purpose and values. It then needs to be supported by a risk management approach that brings complaints, issues, problems and all potential risks into a process. This brings visibility of areas of concern across the business and allows for mitigation to be developed.

Consultation and feedback need to be used proactively to address concerns, identify trends and see the changes that may happen over time. There is a wealth of data and insight that exists within businesses, and it should be used to support development and risk management. Creating the right culture is critical as staff can and will be very vocal about issue or where they feel businesses are failing or being unfair. Building cultural intelligence is also essential and supports an open and learning environment.

All businesses need to be looking at innovation and developments, carefully handling changes and building a suite of measurements that are about more than the bottom line financially. The end result is that a reputation development strategy should sit alongside the financial strategy, HR strategy or other documents. It is owned by the business and the C-suite.

The Employees

Staff need to understand what is expected from them and what they should be doing to support the purpose and vision. This starts from the moment they join an organization and are onboarded. They should be supported by managers who help the flow of information and communication across the business. Middle management roles are always critical in business development and creating a positive culture for people to work within. Training and support for staff to grow and to feel engaged with the business is essential. This also needs to have a wellbeing and welfare offer that understands staff morale, what it means and how it may be impacting on the views of the business.

The C-suite have to be involved in recognizing the importance of creating a business that operates effectively and has built and maintained a positive reputation. Senior leaders have always needed to be effective communicators, but this has been changing. As well as demonstrating that they are fit to run the business they also need to be authentic and be able to show themselves when they are communicating. It is asking a lot more from people in senior positions and they need to be equipped to face these changes. The same is true of Board members and Trustees who also need to be given training and support to ensure they can be part of building the positive reputation.

The PR and Communication

Finally, we get to the people who are often put at the forefront of reputation management – the PR and communication staff. They can assist in developing reputation measurements and conducting audits of PR, marketing and other communication activities. SEO, content marketing and branding all have a part to play in supporting the reputation of a business. Done well, they can be a boost but if they miss the mark, they can become a threat to the reputation themselves. PR and communication teams should assist in the development of the reputation strategy that was mentioned earlier.

They also have a key role to play in ensuring there is effective risk and crisis communication in place. This means having plans and processes as well as ensuring that the team have the necessary training to support in identification and response. Most crises will have been a sticky issue at some point, before they developed and then threatened the future of the business. It doesn’t end with the conclusion of a crisis because effective recovery communication is necessary to rebuild the reputation and address any damage caused.

In this ever-changing world with artificial intelligence and developing social media and news trends PR and communication, teams need to be continually innovating and developing what they do. This also needs to be explained to senior leaders and others in the business. Training on these changes is not just for the PR team and needs to be explained to help others see the way the world is developing.

A positive reputation should never be taken for granted. Building and maintaining a positive business reputation is a complex, ongoing process that requires consistent attention and strategic effort across the entire organization. Reputation is more than just a marketing or PR function; it encompasses all aspects of a business's operations, culture and stakeholder interactions. Effective reputation management starts with a clearly defined purpose, robust risk management and proactive feedback mechanisms. Engaged and well-supported employees, guided by strong leadership and a positive workplace culture, play a vital role in upholding this reputation. Meanwhile, PR and communication professionals must collaborate with all business functions, ensuring comprehensive risk, crisis management and recovery strategies while adapting to technological and societal changes. A well-rounded, integrated approach ensures that a business's reputation remains resilient and positive, fostering trust, confidence and long-term success.