Comment récupérer et reconstruire sa réputation après une crise ?

Recovering and rebuilding your reputation after a crisis involves a strategic approach to restore trust, address issues transparently, and demonstrate commitment to positive change. Here’s a step-by-step guide to effectively manage this process 1. Acknowledge the Crisis Immediate Response Take Responsibility 2. Communicate Transparently Provide Accurate Information Address Concerns 3. Develop a Recovery Plan Identify Key Areas Set Clear Objectives 4. Implement Corrective Actions Address Immediate Issues Long-Term Improvements 5. Engage with Stakeholders Direct Communication 6. Showcase Positive Actions 7. Rebuild Relationships 8. Monitor and Adapt 9.Enhance Brand Integrity 10.Educate and Train 11.Celebrate Successes 12.Evaluate and Learn

In the aftermath of a crisis, rebuilding a reputation truly depends on the approach taken. While the damage may be significant, I find solace in the connections I've nurtured. Drawing on the understanding and trust of those who know me on a personal level, streamlines the rebuilding effort. By demonstrating resilience and authenticity, one can reaffirm trust and restore credibility is what I believe in. This personal approach not only accelerates the recovery process but also reinforces the value of authentic relationships in times of turmoil.

Una crisis puede dañar gravemente la reputación de una organización. Para recuperarla, es importante ser transparente, responsable y proactivo. La organización debe reconocer y asumir la responsabilidad de la crisis, comunicar información completa y honesta, tomar medidas para resolver el problema y disculparse por el daño causado. Es importante ser coherente en las acciones y palabras para reconstruir la confianza con las partes interesadas.

- prendre du recul sur la situation : faire un pas de coté - analyser - s'excuser : faire preuve d'une maturité émotionnelle - proposer un plan d'action participatif : impliquer les parties prenantes concernées dans la démarche d'amélioration continue - faire des retours réguliers - faire preuve de patience, de régularité et d'assiduité. "le temps fera les choses" ? non " la manière dont tu exploites ce temps fera les choses". - L'erreur est humaine, le plus important est de le reconnaitre et d'aller de l'avant pour les bonnes raisons (pas pour intérêt)

Just like it happens in any other setting, a communications crisis requires an assessment and recognition of the situation before taking any action. For this, there are two concepts that I consider key: self-awareness, being capable to be honest and recognize flaws and mistakes, while discarding vanity; and a comprehensive understanding of your true identity, transcending external perceptions. This information becomes invaluable when critical decisions are required to rebuild a tarnished reputation. Even when in communication, perception is key, when you need to regain the trust of your audience, there’s nothing more important than reality, the genuine foundations sustaining your reputation. That’s where you’re going to start your journey.

I'm all about preventing it, but should a crisis occur, recognizing our mistakes and communicating proactively is key. The first step is informing your employees. Why is this crucial? It demonstrates that they are your top priority, reinforcing their trust in you. When employees are well-informed, they're better equipped to handle client and stakeholder inquiries and comments. This approach presents a united front to the outside world, essential in times of crisis. Next, openly share with your team and the public the steps being taken to avoid a repeat. This transparency helps build genuine trust and shows that you're serious about making things right

Es importante recordar casos como el de Toyota, reconocer y disculparse tras una crisis es fundamental para mantener la confianza del público. Ante los problemas de seguridad de sus vehículos, la compañía debió mostrar empatía y responsabilidad, admitiendo sus errores y expresando un genuino arrepentimiento por cualquier daño o preocupación causada a los clientes. Es crucial evitar culpar a otros o minimizar la gravedad del problema. Una disculpa sincera de Toyota habría demostrado su compromiso con la seguridad y la transparencia, ayudando a restaurar la confianza en la marca y en sus productos.

Recuperar y reconstruir la reputación después de una crisis implica un enfoque proactivo y transparente. Es crucial asumir la responsabilidad, ofrecer disculpas sinceras, y demostrar un compromiso genuino con el cambio. Comunicar de manera abierta las medidas correctivas adoptadas, mantener una conducta consistente con los valores y actuar de manera ética son pasos esenciales. Además, involucrar a partes interesadas, aprender de la experiencia y destacar acciones positivas contribuyen a restaurar la confianza. La consistencia en las acciones y la comunicación transparente son fundamentales para reconstruir la reputación perdida.

Interactive Webinars with Leadership: conduct a series of interactive webinars where the company's leadership can directly communicate with stakeholders, acknowledging the problem and discussing resolutions. For instance, Starbucks, after an incident involving racial bias, conducted racial-bias education for all its employees, openly sharing the process and learnings with the public.

A transparência e comunicação são fundamentais na gestão de uma crise. Estabelecer um fluxo constante de comunicação com funcionários e stakeholders externos, trazendo dados e informações confiáveis e precisos, gera confiança e minimiza os ruídos e boatos. Nesse sentido, é fundamental ter profissionais de comunicação envolvidos na gestão da crise, participando das decisões estratégicas junto à liderança da empresa. Conhecer bem o cenário da crise, ter processos e fluxos bem estabelecidos para gerenciar a situação, ter um acompanhamento em tempo real das informações e lideranças treinadas também são essenciais para a ação e tomada de decisão no momento de crise.

The key has been swift action coupled with clear, transparent communication. Assembling a dedicated team to tackle the crisis head-on, focusing on both immediate solutions and long-term reputation management, is essential. Simultaneously, crafting a communication strategy that underscores our commitment to transparency and ethical conduct has been pivotal. Consistently updating stakeholders through various channels and ensuring a unified message from our team, we've navigated these crises effectively. Inviting feedback has also been invaluable, offering insights that have guided our response. Acting decisively and maintaining open dialogue has enabled us to mitigate the impact of the crisis and begin the process of rebuilding trust.

Leadership engaging with employees and stakeholders directly is crucial in rebuilding trust after a crisis. This involves creating open lines of communication where concerns can be voiced, and feedback can be shared/considered. You cannot just send out a press release and assume all is taken care of. Here are a few ideas for active/direct engagement: * Host Open Forums/Town Halls * Provide Regular Updates (Daily, Weekly) * Establish Dedicated Feedback Channels * Individual/Team Meetings By actively engaging with employees and stakeholders, organizations can rebuild trust through transparency, empathy, and inclusivity, demonstrating a genuine commitment to improvement and accountability.

Full transparency is always the best communication strategy throughout and after the crisis. Providing constant information on the problem, the solution, and its development prevents further escalation and speculations. All the questions the community will ask need to be pre-answered with the official company statements and all company channels should be used. Tracking and responding accordingly to social media reputation, communities, and environment is key in such moments - crisis communications is a 24/7 job.

Même si la transparence est recommandé en théorie, en pratique ce n'est pas toujours facile d'être transparent avec toutes les parties prenantes. Il faut les connaître, savoir comment elles vont utiliser, interpréter les informations communiquées pour se sentir en confiance et pouvoir répondre aux questions posées. Dans mon expérience j'ai parfois refusé de répondre face à des syndicats qui avaient déjà leur "vérité" et pour lesquelles le message de l'entreprise ne pouvait pas être "vrai". J'ai également appris qu'il fallait mieux se connaître pour mieux se parler

This 4th step is by far the toughest step because it demands a deep self-reflection & review of what went wrong, how could things have been avoided, & what could have been done better. This is the time when the analysis must be made OBJECTIVELY. (1) Remove all emotions & egos. (2) Swallow your pride if that is what it takes. (3) You may even need to reach out to those people who would now say "I told you so" for their advice, guidance & support at this moment of despair. (4) You may even need to throw away all your great ideas, and restart from ground zero. So, this requires the highest level of resilience to pick up the pieces and start over. (5) Keep your head high if you have to apologize. Be remorseful, be 100% professional.

Post-crisis, we engage in a rigorous evaluation of our response and the effectiveness of the measures we implemented. This involves a thorough review of our actions, the feedback received, and the overall impact on our reputation and operations. We identify strengths and areas for improvement, integrating these insights into our crisis management and communication strategies. This continuous learning and improvement cycle ensures that we’re better prepared for future challenges, reinforcing our resilience and commitment to our stakeholders and our mission.

Destaco 2 grandes acciones: externa; durante una situación complicada se debe analizar el origen del problema y comunicar pequeñas acciones que den seguridad a los colaboradores tanto clientes como empleados de que se va a implementar una solución efectiva y duradera. Interna; finalizada la situación de crisis, la empresa debe hacer una auditoria interna donde se pondrá en debate todos los aspectos del problema, implicando a todos los responsables asignando roles para mejorar desde todos los ángulos. En ambos casos es importante que las acciones se hagan desde un punto de vista profesional externo, que pueda aportar una visión neutra basada en la necesidad de la empresa. Neus Por tu experto en cada oficio

Tendo uma vez agido de imediato para mitigar impactos e prejuízos, é preciso analisar o que pode e deve ser melhorado em curto, médio e longo prazo. O comitê de crise deve fazer uma avaliação 360º, especialmente das narrativas que possam ter sido criadas com a crise e compartilhadas com os stakeholders. É preciso trabalhar de modo preciso para não permitir que informações falsas e inadequadas sejam veiculadas e ganhem projeção, pois reputação é feita com base em narrativas e intercâmbio de valores e ideias.

Evaluate your performance, feedback, and outcomes to identify strengths and weaknesses. Implement necessary changes and improvements based on lessons learned to enhance preparedness for future crises. This ongoing process of reflection and adaptation strengthens crisis management capabilities over time.

A key aspect of crisis communications is that senior leaders have to show up. It does not matter if you need to appease politicians after a regulatory breach, get in touch with the community after an environmental desaster or motivate staff after layoffs: The CEO has to step up and deliver her or his message. It can't be done by PR staffers or - worse - external consultants, because stakeholders need to be signaled that the will to engage and improve comes from the very top.

Rebuilding relationships with stakeholders is critical for long-term recovery. Express gratitude to those who stood by you during the crisis, and re-engage with key stakeholders, customers, and partners. Demonstrating appreciation reinforces loyalty, while active engagement shows that you are committed to maintaining trust.

This is the crucial moment to reach out to your toolbox for EMOTIONAL INTELLIGENCE (EQ) and ART OF LISTENING. #1 - Apply key elements in EQ: self-awareness, self-regulation, motivation, empathy, and social skills. Be present when engaging with your audience. Be in their shoes, feel their concerns. Show your concerns. Be aware of their body language & other non-verbal cues. Take control of your own emotions, & manage your emotions professionally. #2 - ART OF LISTENING - Listen more than you speak. Try not to interrupt when your audience speaks. Don't be defensive about their feedback. Wait patiently for your turn to speak when your audience has fully "poured" out their experiences & views about the crisis. Pace the time to listen & speak.

Open Letters and Progress Reports: Instead of virtual appreciation events, write a series of open letters from the leadership, detailing the steps taken to correct the issue and expressing gratitude for support and patience. Additionally, publish progress reports on improvements. Samsung, after issues with the Galaxy Note 7, published an open letter acknowledging mistakes and detailing steps taken to enhance product safety. Corporate Volunteerism Programs: Engage employees and the community in volunteer programs aimed at mitigating the crisis's impact or improving societal conditions. Google, through its Google.org initiative, engages employees in solving social issues, offering not just

En adoptant une communication responsable et engagée, une entreprise peut non seulement surmonter une crise, mais aussi ressortir renforcée et plus proche de ses parties prenantes.

Após fazer uma análise do que gerou a crise, fazendo a autocrítica e reconhecendo os erros, é crucial a mudança de postura. Retomar a coerência dos atos, com humildade e transparência. Isso é a base para uma boa reputação.

Rebuilding your reputation requires long-term efforts. It’s important to realign your values and actions, showing that the crisis was a momentary setback and not reflective of your overall mission. In one instance, after a PR issue, we implemented new corporate social responsibility (CSR) programs that reflected our commitment to community and service, gradually restoring our brand’s standing.

That’s time for action and delivery. A thorough analysis of the crisis highlighted the necessity to invest and reshape the organization or, if crisis is structural, even make a new statement regarding renewed mission and values. Each crisis might bring also new opportunities: this could be the perfect occasion to accelerate existing strategies and investment of resources planned ahead. Competitive enterprises have pre-allocated resources and budget for crisis. Critical touchpoint is the preservation of relationship with those customers damaged by the crisis: it is crucial to refund/ compensate them, taking also the chance, once promises are delivered, to introduce them to new opportunities/ form of collaborations and partnerships.

Tendo estado à frente de um episódio de grande magnitude, acredito que o essencial é verificar se a companhia incorporou os aprendizados em sua cultura, nas suas práticas e na sua governança no dia a dia. Uma crise revela sempre uma fragilidade e a melhor maneira de voltar a ser aceito e, eventualmente, apreciado ou admirado pela sociedade é demonstrar respeito, aprendizado e compromisso em acertar. Se a mudança ou aprendizado são autênticos, o caminho para a estratégia de reconstrução fica pavimentado.

Reputation recovery requires patience and perseverance. Don’t expect immediate results. Alongside consistent communication, consider bringing in third-party endorsements or customer testimonials to validate your improved processes. I have seen how positive feedback from respected industry figures accelerated our path to recovery after a tough crisis.

Lo mejor ante una crisis es mostrarse sensibles con la comunidad impactada. Dejar a un lado el orgullo y la arrogancia. Un discurso sencillo y humano puede hacer la diferencia. Mientras un discurso negacionista exacerba la crisis.

Una crisis puede convertirse en una enorme oportunidad para lograr cercanía y conexión con la audiencia. Comunicar de primera mano, en lenguaje sencillo, evitando puntos grises y con una capacidad de construir el relato desde la crisis misma y no desde temas inconexos que solamente pueden generar un mayor detrimento de la imagen. La crisis es un momento de mucha incertidumbre, mostrar la hoja de ruta de salida y se consecuente con ella es una herramienta fundamental. Las 3 C que combaten una crisis: Claro. Cercano. Consecuente.

After a crisis, communicators who are able to recover and rebuild their reputation possess the following attributes and habits: (1) a strong sense of resilience to bounce back. Bouncing back does not guarantee that the crisis will not recur. So GRIT and TENACITY will help provide the required strength. (2) the ability to talk openly about own failures. There is no shame in that. After all, to err is human. It takes immense self-courage to admit it, and to move on with areas of improvement. Respect will be earned along the recovery process. (3) spend precious time to focus on rebuilding reputation if it has been eroded or dented. Quit moaning & groaning with self-pity. Stop blaming others for what happened. (4) always think positive.

Recovering reputation is linked to recovering trust, and that can happen when you're honest. If you've done a mistake, take accountability and face it. It works much well when you're open.