How do we asses our reputation and check its health?

Assessing how the organisation is perceived can guide action plans, especially where perceptions are misleading or outdated.

There are many ways to engage in dialogue with stakeholders. An annual survey of members will help you assess your reputation. Focus groups are another way to check. Ask questions of stakeholders in every way possible and use this feedback to build the Association’s reputation.

What can we do to build our reputation?

The story of the organisation, and the promotion of this story, can influence perceptions of its authority and capacity. A simple but well managed corporate identity communicates confidence and shows that the organisation cares about professionalism and its reputation. A customer service culture enhances reputation at every contact your association has with a member or external stakeholder.

Research to find out what changes in the environment are effecting members, analyse and respond. Initiate programs, seminars, forums, and research to advance the standing of the association.

Some level of community involvement and commitment is also now expected of most public organisations; this can be used to bolster reputation and builds a ‘loyalty bank’.

How well do we control the way we look and what we say?

A written policy on media contact and public comment will assist in the control of intellectual property.

Develop a corporate style guide to ensure that your association’s image is portrayed in a consistent manner. Control the use of logos and visual presentation both in print and online.

Communication training should be included in induction for new employees and volunteers.

How do we compare to similar organisations and global benchmarks?

Consider using a specific organisation (local or international) to achieve a peer comparison.

Share ideas and personnel with a peer organisation.

Association Riskequip provides an easy way to compare your association with others that have completed the questionnaires.

What special and unique things do we do to help build long term loyalty?

To build loyalty continually assess the needs of members and develop strategies to meet those needs. This will ensure that your association has the right mix of products and services.

Develop a written policy to cultivate and extend loyalty to the organisation. Include special actions such as meetings and seminars for retired members.

Analyse web page usage to gauge frequency of use and which areas are of most interest to members.

How effectively do we plan and build alliances and networks?

Forming alliances can help you to generate revenue, raise awareness and build your brand.

Seek our partners and projects that will assist your organisation. Ensure that they fit with your goals and contribute to the long term strategy of the association.

Aim to align with at least two national or international professional bodies. Maintain strong and healthy relations with other similar associations.

How do we relate to key stakeholders, managing the communication to advance our standing?

Relationships lie at the core of association life. Aim to keep members happy and well-informed. The way they are handled during normal conditions will influence outcomes during adverse conditions.

Have a written statement identifying various stakeholder groups and noting the desired positioning in respect to each one. Tailor the message accordingly, for each sector the message that you want to portray may vary. Always aim to build goodwill in specific communications (eg, letters/newsletters) and where possible target these to influencers in the stakeholder groups.

Disputes and disagreements are a fact of life, but how they are handled will influence their impacts and their severity for the organisation. A ‘Code of conduct’ and a probity statement can provide discipline to the organisation and assist with defence where employees have done the wrong thing.

Should crisis strike, a specific plan of attack is required of all public organisations; you may never need to put it into play, but it must be available to put into play!

Although its impossible to anticipate all possible scenarios, analysis and planning can help your association avoid a situation where they have nothing to say in the event of a crisis. Look into the future to determine which issues are most likely to cause controversy.

What professional input into the management of our reputation and image have we secured?

Media training and the management of public commentary is essential when news travels fast and bad news is ‘popular entertainment’. Who will respond, how they can be reached at short notice.

Retain an established PR or media company in the event of a crisis. Have a defined plan for responding to media-initiated controversy.

How well equipped are we to respond to public controversy?

Should a crisis strike, a measured response should be in place for all public organisations. It may be a response to an external media inspired controversy. It could be due to an indiscretion by your most public face of the organisation. You may never need to enact it, but a plan needs to be available to be put into play, one that is designed to protect your reputation and good standing in the event a crisis occurs. Consider the likely events that may result in the spotlight being shone upon your organisation, and plan your response.