However tough it is, saying sorry for a mistake is the right thing to do.
When things go wrong, a timely genuine apology can repair reputational damage and restore trust.
It helps if the words are heartfelt and backed up by a commitment to put things right. Comms professionals sometimes describe this as ‘owning a crisis’.
Being sincere. Taking ownership. Committing to putting things right. Learning lessons. We hail these as the steps to reputational redemption, whatever the problem.
But, as we’ve witnessed recently, reality and personality can get in the way of a textbook approach. April saw a spate of missteps followed by apologies, with varying degrees of success. In sharing these examples, we offer no comment on the events which led to the apologies. They speak for themselves and generated miles of copy already.
This is all about the contrition, and how it went down.
Continue reading “The hard truth about apologies: your reputation rests on them”
“Your call is important to us…”
Does anyone believe these empty business promises from bots while navigating automatic call filtering processes?
Services mishandled, calls unanswered and complaints ignored. Dealing with big organisations seems much more difficult, as customer services automate and default to online. It feels like only those bloody minded enough to complain or kick off online will get meaningful responses from this set-up (I am one of those people).
I’ve had frustrating times on the phone trying to resolve various issues since setting up Distinctive Communications earlier this year. A recent Sunday Times article asking why nothing in Britain works as it should highlights that I’m not alone (£).
It’s brought home to me how detached some organisations are from their customers. It also begs a question: why the hell do we put up with this?
Continue reading “My worst (and best) business experiences of 2022”
Events of the past week provided an opportunity for collective reflection, whatever your views on the monarchy.
I felt unexpectedly emotional and uncertain about the Queen’s passing. There is some personal context. I turned 47 on Sunday and have come through a tough couple of years. The last thing we needed was more uncertainty. But despite the madness happening around us, I start the week feeling optimistic about the future.
I’ve been saddened and moved, without approaching anything near full on ‘mourning’. It was strange stepping away from blanket media coverage and online discourse about a ‘nation in grief’ to see people having coffees, travelling to meetings and getting on with their lives.
Good comms, bad comms
I’ve supported clients’ communications whilst looking on in bemusement as some brands showed ‘respect’ in weird ways that caused a stink. On Twitter, @GrieveWatch provided some light relief by sharing the dafter examples of ‘respect’.
Many comms people (once again) provided sound advice during the mourning period. They helped organisations strike the right balance between respecting those affected by the Queen’s death whilst recognising that many will not be. They advised against anything too promotional and put events and campaigns on hold. And, yes, if they had been in the room at the time, they would have said that kicking paying customers off site for a day isn’t ‘respectful’.
As the Queen’s funeral approached, the gap between what I’m seeing and the media narrative has narrowed. After years of backbiting and division, here we are feeling and speaking as one, right? Or, at least, we’re giving people space to express their views without trashing them for it.
I take heart from how so many people joined this conversation. They used words like ‘dignified’, ‘duty’ and ‘constant’ repeatedly. Many saying this did not know the Queen. This highlights the strength of a narrative supported by an enduring truth.
It also points to something we seem to have lost. And it all stands in stark contrast to how we see today’s political and business leaders.
Continue reading “Royal reflections show doing what’s right beats doing what looks right”
This post first appeared on the South West Business Insider blog on 26 March.
Businesses in the South West are in a period of unprecedented change, with challenges and opportunities facing every sector.
The impact of technology, political stability, hiring good people and – yes – Brexit are just some big questions that businesses are facing, with varying degrees of success.
All businesses are different, with their own priorities and stories to tell. But research from KPMG suggests that the issue most troubling CEOs is the risk of reputational damage.
It’s long been said in the PR industry that reputations are hard earned and quickly destroyed. It’s a nice line, which has the benefit of being true. Social media’s ability to accelerate that damage makes this a more pressing concern.
Continue reading “Building trust makes complete business sense”
Without putting too fine a point on it, developers’ reputations have had a challenging year.
I’ve been to a few public meetings lately where they’ve been criticised. It’s always been like this, especially when people don’t want development in their areas.
But it feels like the volume and tone of criticism has changed over the last year, as a growing range of issues has hit the mainstream. Land banking, executive pay, leasehold concerns, viability assessments and worries about the green belt are all in the headlines.
Continue reading “Reputation matters: how developers can build trust in their work”