Reputation starts with how you keep your word

Recently I encountered several times behavior from partners that I consider unacceptable: agree to something, not follow through, and disappear. Circumstances can change, especially now. But one can phone, explain the situation, discuss other terms. For me, in such simple things, a person's and the company they represent's reputation is very clearly manifested.

I do not like anything artificial. I am convinced that a company should convey what it really is: its real values, way of working, benefit for clients. Then the public image has a foundation that people can verify in their interaction with us.

In consulting this is especially noticeable. We work with what I call the internal organs of a business: its model, processes, managerial decisions. Companies readily show their products and achievements, while internal problems are usually discussed in a narrow circle. And that is understandable. Our job is to help solve complex tasks that often do not lie on the surface. I sometimes compare our team to special forces: a compact group of highly qualified specialists able to act precisely and systematically. It is this ability that we must demonstrate through our work and communications.

Predictability is a value

For me, three things are fundamental in business relations: predictability, transparency, and reliability. Each stands behind a quite concrete behavior.

Predictability means: if a person said they would do something, I can rely on it and already know what to expect from the person. Transparency means that they will inform in time when something goes wrong. Or generally communicate the logic of their actions and decisions. Reliability means that partners and the team understand which commitments of the leader can be relied upon tomorrow. I adhere to such principles regarding others.

During the big war, circumstances change daily. We can revisit agreements, shift deadlines, or even cancel planned actions. The key word here is discuss. An adult stance is to get in touch and together decide how to act further. Silence leaves the other side alone with a problem they might not even know about.

The same principle of mature interaction works when a company makes a mistake. I gladly notice examples of Ukrainian businesses that quickly respond to problems and mistakes made toward clients: explain the situation, apologize, offer solutions. This is responsible behavior. A public conversation between a company and people should be built on the same principles of honesty and transparency as a conversation between two adults.

By the way, the habit of being responsible for one's words forms long before the first leadership position. And it is from such habits that business relationships and, indeed, a person's reputation, which is built over years and sometimes destroyed in minutes, are formed.

Personal brand and the right to privacy

A company's reputation is tightly connected to the people who represent it. If the company says one thing, and the leader or other public representatives behave differently, a cacophony arises. One can have a wonderful PR team, but its work requires daily affirmation from all who speak on its behalf.

At the same time, a leader's personal brand needs balance. I, for example, do not like revealing details of private life. But I consider it important to show a part of my personality that influences business and working with others — my system of values. Partners, clients, and employees should understand me as a person well enough to decide whether they want to work with me.

Humanity is shown in how we make decisions, how we treat mistakes, take into account the state, situation, and needs of another person. During the war, empathy has become a particularly important part of management. Behind the indicators are people with their circumstances, and a leader must see and take this into account. It is worth talking about this publicly, while preserving one's own privacy boundaries.

Recently at one business event I was struck by the speech of Kyivstar's CEO Oleksandr Komarov. He candidly spoke about difficult managerial dilemmas, explained how he thinks and what decisions he makes. It was this candor that was valuable to me: other leaders face similar questions and can take something useful from such experience. It strengthens my trust in a person who is able to reflect on their own experience and share it.

Before stepping into the public space

We have a rule: every contact we have with a company or society should give a valuable thought, idea, or experience. This applies to speaking at a conference, a podcast, a training, or a post. It is important to me that after such a contact a person gains an understanding that will help them in their own work.

People are overloaded with information, live in stress, have little time and attention. Therefore, before publication I suggest asking oneself a simple question: for what? What exactly do we want to give the reader or listener? What thought, hint, or experience will stay with them? For me this is also a question of respect for the person we are addressing.

We confirm our reputation every time we fulfill a promise, explain a difficult decision, or enter into an unpleasant conversation. For me it is important that a person after real collaboration with us recognizes the company they saw in the public space. So that the experience confirms their expectations and they know: they can count on us.