Ask an in-house communicator if they feel recognized for the scope and scale of work they deliver protecting and promoting their company's reputation and you'll probably get an eye roll. What we hear from clients is the value of the reputation advice provided is appreciated, but requests come last minute and once the issue or campaign is over, the work the communications team contributed is not formally reported, especially if the advice focuses on preventing a reputation risk from occurring.
The solution is adopting data-driven, reputation risk reporting that is integrated into existing Enterprise Risk Management systems as part of it non-financial risk reporting. The Communications Department should be an integral player in this process by feeding the data and analysis to the Risk Office and by leveraging the insights to guide their counsel to internal teams and the C-suite on reputational issues.
This shift would transform communicators from reacting to requests to identifying solutions. The early warning triggers proper reputation risk monitors create is a big opportunity for communications leaders to position themselves as proactive reputation risk leaders, which will formalize their contributions in a data-driven way that is visible to the C-Suite and Board of Directors.
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