"Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing.”  -  Abraham Lincoln

A good reputation is a company's most valuable asset. It is earned through years of trustworthy, ethical, honest service to the public, customers, employees, vendors, communities and other stake holders alike. Developed with care, it leads to a loyal customer base, motivated and productive employees, good vendor and community partnerships.

So, how do you make sure you are protecting this important asset?

Here are some questions every company, large or small, should ask itself:

1. Do you actively listen to your employees on a regular basis?

Do you encourage frank comments and suggestions for improvements? Do you encourage employees to raise a yellow flag about major quality concerns or related issues that could hurt your reputation?

2.  Do you seek out your customers’ opinions?

If you aren’t already doing so, consider a twice-yearly survey. It can act as a report card, showing your strengths and your weaknesses. Ask your sales team to question their customer contacts regularly on how your products are performing.

3.  Are you actively involved in your local community?

It’s good to contribute to needy organizations, but do you also encourage employee involvement to make a real difference in your community? Could your engineers be high school math tutors for future engineering students?

4.  Does everyone understand the company’s mission, goals and objectives — and what their individual role is?

If the only connection your employees feel to the Big Picture is a poster in the cafeteria or a flyer on a bulletin board, you’ve lost them. Make sure employees understand how their department supports the overall mission, and how their work can make a difference.

5. Does your public relations chief sit at the executive management table?

If reputation management is everyone’s job, public relations should be your trusted reputation counsel. PR is also the logical gatekeeper for external and internal communication, assuring that messages are clear, consistent and convey the company’s commitment to integrity. If your PR head needs additional resources, ask his or her advice on adding outside PR counsel to help.

Carolyn Russell is president of Russell Public Relations, founded eight years ago as C. Russell & Company. Contact Russell Public Relations at 932-9000.

Russell has more than 25 years’ experience in a wide range of communication roles, including corporate, not-for-profit and military public relations. Her company is a regional leader in media relations and has developed a unique media relations program, coupled with real-world journalism experience, to produce results for clients.

Before launching her own business, Russell was director of corporate communication for Brite Voice Systems. Prior to Brite, Russell served in public relations for the Boeing Company in Wichita. She also served on the public relations staff for Beech (now Raytheon) Aircraft.

Russell is an accomplished photographer and a member of the National Press Photographer’s Association.

6. Do you have a written crisis communication plan for emergencies, such as an environmental contamination, accidental death, terrorist threat or natural disaster? Have you established who will be contacted in case of such emergencies, in what order, and where the command center will be established?

7.  How do you handle product returns or problems?

Do you have a plan for prompt customer service, easy returns or replacements? Will you have enough people to answer calls quickly, send replacement products right away, or provide immediate technical support?

8.  Even when issues are tough, does your team understand the importance of operating ethically and candidly at all times?

Is there a designated central point of contact for dealing with news media and stakeholders? Are your key spokespersons trained for media interviews for both broadcast and print coverage?

9.  Do you have a good relationship with news media and a reputation for accuracy and forthrightness?

Do you understand why “no comment” is a bad idea, even when the news is negative? Before making a decision, a design change or building a part, have you encouraged every employee to ask: “If I do this, will it hurt our reputation?”

These are just a few of many questions to help measure a company’s reputation management “preparedness.” It also requires written strategic communication planning and related actions, ongoing discussions, listening, improving processes — and daily attention.

Ultimately — in small or large companies, one-person shops and family run businesses, the corner coffee shop or the school down the block — reputation management is the job of everyone in the organization.