{"id":2978,"date":"2014-05-14T17:44:09","date_gmt":"2014-05-14T17:44:09","guid":{"rendered":"https:\/\/www.corporatediplomacy.com\/?p=2978"},"modified":"2014-05-14T18:03:27","modified_gmt":"2014-05-14T18:03:27","slug":"endorsement-of-corporate-diplomacy-by-dr-charles-j-fombrun-chairman-reputation-institute","status":"publish","type":"post","link":"https:\/\/www.corporatediplomacy.com\/endorsement-of-corporate-diplomacy-by-dr-charles-j-fombrun-chairman-reputation-institute\/","title":{"rendered":"Endorsement of Corporate Diplomacy by Dr. Charles J. Fombrun, Chairman, Reputation Institute"},"content":{"rendered":"

Companies are increasingly competing in a Reputation Economy \u2014a world where value is created, less by what you make and sell, and more by what you stand for and how you behave. \u00a0That requires of corporate executives heightened sensitivity, not just to customers and investors, but to <\/span>all<\/i> stakeholders, their needs and expectations. \u00a0And that means learning to navigate a complex new world of emotions, perceptions, values, and conflicts. \u00a0<\/span><\/p>\n

In his newly-released book, Wharton School Professor Witold Henisz provides a powerful introduction to the emergent discipline of “corporate diplomacy,” one that has gone largely un-taught in our business schools, and yet is at the heart of value-creation in the Reputation Economy. \u00a0With detailed case studies of corporate failures and successes in Asia, Africa, the Middle East, and Latin America, in mining and construction and by the military, \u00a0Vit reveals the much-needed skills required of companies struggling to do business in a multi-stakeholder world \u2014and the need for diplomacy and finesse in handling the vagaries of reputation management. \u00a0<\/span><\/p>\n

Of particular interest is the framework he distills from his interviews and experiences \u2014one that points to six all-important topics of managerial skill-building: <\/span>Diligence<\/i> in stakeholder mapping, <\/span>Integration<\/i> within the organization, <\/span>Personalization<\/i> of relationships, <\/span>Learning<\/i> from feedback, <\/span>Openness<\/i> in communications, and adoption of a long-term oriented <\/span>Mindset<\/i>. \u00a0The six skills spell out his \u00a0framework’s acronym DIPLOM \u2014to which one could wish he had added missing -AT to round things out (sic)! Perhaps that would have led to two more chapters that would have highlighted A for the Active orientation required in stakeholder initiatives and T for the all-important TRUST needed to create and defend reputation.<\/span><\/p>\n

All told, I enjoyed the book, and I believe\u00a0<\/span>Corporate Diplomacy<\/i><\/b> should be must-reading for all CEOs and forward-thinking C-suite executives concerned with creating and defending the inherent value of their corporate and personal reputations in the Reputation Economy. \u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Dr. Charles J. Fombrun<\/b><\/p>\n

Chairman, Reputation Institute<\/b><\/p>\n

 <\/p>\n

Join us in Miami\u00a0<\/a><\/p>\n

<\/div>\n","protected":false},"excerpt":{"rendered":"

Companies are increasingly competing in a Reputation Economy \u2014a world where value is created, less by what you make and sell, and more by what you stand for and how you behave. \u00a0That requires of corporate executives heightened sensitivity, not just to customers and investors, but to all stakeholders, their needs and expectations. \u00a0And that […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[37,24],"tags":[],"_links":{"self":[{"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/posts\/2978"}],"collection":[{"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/comments?post=2978"}],"version-history":[{"count":2,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/posts\/2978\/revisions"}],"predecessor-version":[{"id":2980,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/posts\/2978\/revisions\/2980"}],"wp:attachment":[{"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/media?parent=2978"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/categories?post=2978"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.corporatediplomacy.com\/wp-json\/wp\/v2\/tags?post=2978"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}