THE REPUTATION FACTOR: IT MATTERS WHAT PEOPLE THINK OF YOU

Abstract

AbstractThe authors detail why the reputations of executives are so important, and how executives can learn more about what people really think of them. Case studies of individual executives are presented from a variety of settings, such as the Executive Vice President of a major pharmaceutical company; head of the New York Legal Assistance Group, the founder of the nonprofit Rapid Results Institute, president of a large telecommunications company, and Chief Executive Officer/CEO of AXA XL’s North American Group’s Property/Casualty business. The authors explain that “managers’ reputations are a very important aspect of a working culture about which its management disciplines provide little information and over which they exercise little control.” The authors further suggest such techniques as engaging in self‐examination, plus, in their words: Collaborative work assessment with colleagues, and Experiments in Collaborative Achievement. This work is crucial, because in organizations of all types, as the authors relate, “social agencies, businesses, volunteer organizations, government or the military – the lives of its members are significantly affected by how well its leaders perform their jobs in getting its goals realized and, in the process, make life rewarding (or miserable) for the people who are dedicating a major portion of their lives to achieve those goals.”