How do you communicate your reputation management findings and recommendations to stakeholders?

From my view, communicating well about reputation management depends on knowing your audience. Before sharing your insights, you must grasp their unique needs. You must understand their expectations and preferences. For example, tailoring the message to show the strategy's impact on sales for clients. Or, focusing on the team's progress and challenges for managers. Doing this can make the message more engaging and relevant. Customize the tone and content. Make them fit the interests of your stakeholders. This will make your findings clearer and more impactful.

Typically, a monthly report highlights progress in key metrics, content updates, social media monitoring, and suggests new strategies. It keeps the client fully informed about ongoing processes, collaborative efforts between our agency and client teams, and any background projects in progress. Quarterly reports, intended for company leadership, concentrate on overarching objectives and achievements, and are usually presented in a slide deck format.

In my experience, goals will vary significantly from client to client when it comes to reputation management. When working with an organization, it is crucial to start the process with a discovery exercise where you will pinpoint the client’s short-term and long-term goals. The measurement of results will, of course, depend on these objectives. Various factors can influence the desired outcome, including the industry the client operates in, what type of product/services it offers and who its audience is. A client may be aiming to avoid media attention altogether, while another may be looking for as much coverage as possible -- strategies will, of course, be entirely different for each scenario.

Be prepared. Create a clear and comprehensive report with an attention-grabbing executive summary, providing context and background information and explaining the research methodologies used. Findings and insights, including benchmarking against industry standards and risk assessment, are presented alongside actionable recommendations and mitigation strategies with resource allocation and timelines. Key performance indicators are defined, and stakeholder engagement and tailored messaging are emphasized. Visual aids, case studies, and feedback integration enhance understanding and collaboration. Follow-up, ongoing monitoring, and documentation ensure accountability. Noone likes bad news. Have solutions. Don't be the messenger that gets shot.

This is true of any Communications activity. Knowing your audience and understanding what moves them will help you craft your storytelling in order to engage with them on an emotional level and have maximum impact. It is important never to underestimate your audiences and never try to be overly dramatic or too emotional. Finding the right tone for a message can be incredibly difficult but all the preparation work will be worth it to give your reporting the greatest chance for successfully connecting with that audience.

Leveraging data and visuals is paramount when communicating reputation management findings to stakeholders. You can showcase the progress and value of your efforts by using key metrics. These include online ratings, mentions, sentiment, reach, and conversions. Presenting this data with pretty charts, graphs, or infographics improves understanding. It also helps comparison and analysis. Highlight important trends and findings. Connect them to your reputation goals. This helps stakeholders see the impact of your strategies and make informed choices.

Visualize trends, sentiments, and patterns in your brand's online reputation. it's about leveraging data to Implement meaningful changes. Create visual representations of key insights to communicate effectively with stakeholders and drive strategic decision-making.

Improvement over time: Show how your brand's online reputation has improved compared to previous periods. Competitive advantage: Benchmark your data against competitors to highlight your positive standing. Impact on business goals: Clearly connect positive reputation trends to achieved goals, like increased sales or customer loyalty. Automate reporting for continuous monitoring of key performance indicators (KPIs). This allows for data-driven decision making and adjustments to your reputation management strategy.

Surface-level fixes like managing reviews or boosting online presence aren't enough. External reputation issues often signal internal problems with our company or products. We must address root causes, not just symptoms. Present issues clearly and foster cross-departmental collaboration for comprehensive solutions. This approach strengthens our entire organization, building a more reputable business from the inside out. True reputation management isn't about quick fixes – it's about fostering lasting, positive change throughout the company.

In my experience, most organizations have not planned for an eventual crisis. While they may be tracking their reputation through a variety of tools, they are not ready for actual crisis management. As a consultant working on issues management with a variety of companies, one of my early suggestions is usually to establish a crisis management plan. We’ll identify potential risks and weaknesses for our client, develop strategies for responding to crises including preparing key messages on a diversity of issues, and train management on crisis communication protocols. I often complement this with a media training or refresher. Swift and effective crisis management can help minimize long-term damage.

I like to categorize recommendations in one of three buckets, and I only ever present buckets one and two to leadership. First are things that MUST be done; these are business critical, and left undone may result in immediate harm to the business. Second are things that SHOULD be done; these are best practices, longer-term changes or processes that should be optimized. They may be unlikely to have immediate impact to the business but also need to be addressed. Third, and something I keep for the team's eyes only, is things that COULD be done. They're not needed today or in the near future, but they help teams think crisis scenarios, stay abreast of emerging best practices and can graduate at any point to a MUST or SHOULD bucket.

Providing actionable recommendations is vital when communicating reputation management findings to stakeholders. Data is essential. But, we need clear, specific suggestions based on insights and industry best practices. These could include strategies to address bad reviews. They could also enhance good feedback, encourage user content, or boost brand visibility. You can guide stakeholders. You can do it by listing the benefits, challenges, and priority of each recommendation. Do this according to their urgency and potential impact.

An issue I often face when working with clients on reputation management for the first time is demonstrating the value in authenticity - ideally in the form of proactive communications that should take place before a crisis hits. Consistency in actions, messaging, and branding is vital for building trust and a solid reputation. Once an issue arises, it’s often too late to course-correct. Organizations and leaders should aim to strike the right balance of authenticity and transparency in all their communications and interactions. Inconsistencies or perceived dishonesty can damage a company’s reputation. The best way to highlight the importance of this is through real-life examples; sharing success stories is always the best argument.

Most people think of reputations as things that can go wrong - and they can - but they are also valuable assets that can be powerful differentiators. You should not focus only on mitigated risks but on actual opportunities and perceived value unlocked by intelligent proactive reputation management strategies.