Stakeholder perceptions are fickle. While a strong reputation creates relationships and builds loyalty, maintaining it takes ongoing attention, good decisions and empathy from leaders, quality products, nurturing, and more.
Considering the turbulence of the business environment and the impact of politics of the last few months, companies may prefer to take more of a ‘wait and see’ position– staying silent if or until it becomes necessary to react. While staying out of the fray can be, and often feels like the safest position, it not without risk. Silence is not generally in the playbook for nurturing reputation.
Instead, times like these call for consideration of an alternate strategy: being actively responsive.
The choice of the words ‘actively responsive’ is deliberate. Why? Being actively responsive is neither proactive (of course, there are times when prompt proactive communications are critical) nor reactive. Additionally, it is not passive, which can allow an issue or its evolution to happen to the company or the space in which it operates, which can shift the perception of a company or brand from being in the driver’s seat to being a bystander. Passivity can put company employees on the back foot when speaking with customers. It also cedes the floor to competitors allowing them to set and own the narrative.
Being actively responsive is different. It can be described as a combination of conscious awareness of news, issues and trends that impact the business and active engagement. Among others, conscious awareness includes steps like close monitoring of situations from various perspectives – the news, what stakeholders are saying and feeling, statements and actions taken by competitors and consideration of what has been done in past similar situations. It means staying in touch with advocacy organisations, employees and those working in the field, soliciting and understanding their experiences and conversations with customers. Active responsiveness includes scenario planning, identifying issues that could be potential disruptors, taking a good look at existing messaging and making any necessary adjustments, having spokespersons in place and a message that provides clarity and adds value. It also includes the development and bringing to life of programs or partnerships that address needs that may have emerged, provide relief and remind stakeholders of company values.
There are many ways being actively responsive can take shape depending on the scenario. However it comes to life, it is a way to stay in control of the narrative and be future-ready. It communicates a company that can weather storms of uncertainty and leaders that are confident and present.
To be sure, there are numerous companies practicing active responsiveness and in so doing, boosting their reputations. As an example, I recently read a post from a leader at Hyundai Motor America that expressed the company’s understanding about the uncertainty consumers are facing and announced a new Customer Assurance Program. The initiative is supported by comprehensive amplification that underscores Hyundai’s values –putting people first, giving peace of mind, appreciating that affordability matters.
Another example can be found in companies that continued to prioritise inclusive practices compared with those that didn’t.
In the healthcare industry, the sector in which I work, active responsiveness is being shown by companies taking big steps on the big issues like tariffs, trade volatility, and the urgent need to research, develop and bring to market new medicines, diagnostics and devices as well as provide affordable access to existing ones.
Sometimes being actively responsive is as simple as knowing how to listen, and finding the courage to take a position you believe in. Whichever way it is approached and activated, the benefits are clear.
The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.
Sandra Stahl has created and led communications solutions for many of the world’s leading pharma, biotech, diagnostic, device and consumer healthcare brands over a 30+ year career. Her skills as a strategist and developer of compelling narratives have enabled organizational-and market- readiness, powered investment, enhanced profiles, amplified landmark data, built reputations and influenced opinion. She is a recognized thought leader regularly published in industry, national and international media, and author of the award-winning book, The Art & Craft of PR (LID 2018). Additionally, Sandra is founding faculty in the PR track in the Branding + Integrated Communications master’s degree program at The City College of New York, now in its 10th year, has delivered lectures at university communications programs around the world including Columbia University in New York and Xavier Institute of Communications in Mumbai, India.
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