How to Defend and Define Yourself Online: 3 Stories of Reputation Management
- In the first story, a CEO who is slandered online by her former company. She must learn how to artfully launch a proactive social media approach while also working behind-the-scenes to find allies in the industry who are willing to speak up for her publicly.
- In the second story, an honest, hard-working lawyer finds himself in the middle of a firm with serious ethics violations. He must find a way to distance himself from the firm and use the negative situation to launch something that’s not only positive for his career but helpful for the legal community.
- In the third story, a successful, on-the-rise investor discovers with dismay that his past struggles with alcoholism (and some of the embarrassing incidents caused by those struggles) have reached daylight in the news media. Although he successfully overcame his alcoholism and turned a new leaf, he must fight to defend and define his reputation online. He is already very active in social media, so it’s not a question of expanding platforms or increasing content. His challenge is to change his fundamental approach to social media and take a quality-over-quantity approach.
1. The Executive Who Was DefamedAfter a CEO was fired by her company’s board for unspecified reasons, she began the painful but necessary task of leaving a company she had worked hard to build. She contacted an executive recruiting agency to help her find a good fit for a new job and began researching potential opportunities on her own. To her dismay, her recruiting agency was not getting any interest. Month after month, they’d come back to her with no interview offers. She decided to try a different agency, so she began to research ones that might do a better job for her. After an evening of researching online, she was tired and began to meander on the internet. She wondered how her previous company was faring, and she went to the company’s blog. And that’s when she found it. About four weeks prior, the company had quietly published a blog post about her that provided some details into their reasons for firing her. Although there had been strife between her and the board—particularly between her and one individual on the board—she had been a well-liked CEO by the average employee at the company. The board knew that, and apparently, they felt a need to justify their decision to their employees. As she read their reasons, her face turned pale. She could feel her pulse racing. She was horrified. The company accused her of:
- Unreasonable compensation expectations.
- Undermining board governing authority.
- Insisting on out of the norm “golden parachute” provisions.
The First AllegationFor one thing, her salary had been based on a market survey conducted independently that examined peer companies of similar size. Her salary was at the 50th percentile of the current market rates. It was a fair compensation across the market, but it was higher than what previous CEOs had been paid at the company. She had been aware of this and wanted to be sensitive to many of the company’s non-executive employees who were going through a difficult time financially. The small city where many of them lived had suffered flooding and many families had lost their homes. She had initially agreed to a lower salary at the 44th percentile, but the controlling board member did something odd. At the eleventh hour, he launched a persuasion campaign to bump her salary to the 50th percentile. He listed all of her accomplishments and made a convincing, heartwarming case. At first, she resisted it and only agreed to it after securing a commitment from the board to give every employee in the company a much higher bonus that year and a pay increase the following year. The company’s blog post never mentioned this and implied that she had pushed hard for her increase on her own and had nothing to do with the bonus payment or pay increase. Did the controlling board member increase her pay, then set her up for the accusations that he knew would be coming later after she was fired? She began to suspect as much.
The Second AllegationThe second allegation only deepened her suspicions. That particular board member had approached her to do some research into creating a new product for the company. He wanted it to be on the down-low, more of a side-project until its viability was determined. She had always been great at identifying up new products, and his technical background and insight it would be a valuable shortcut to determine viability. Did he set her up through the appearance of unsanctioned work that normally would have board visibility.
The Third AllegationThe third allegation was untrue. She knew it was the company’s general counsel, a good friend of the controlling board member, who had created the “golden handcuff”provisions and was advocating for the longer severance packages. Besides any obvious courses of litigation, she needed to take immediate action to defend and define her personal brand online. A business news site that catered to her niche industry had mentioned and shared the company’s blog post. The wildfire of rumors had already started. This helped explain why no company would touch her with a ten-foot pole after she began working with an executive recruiting agency. If she wanted to save her career and keep working, she needed to fight the rumors online and rebuild her damaged reputation. And though her company had fired her, she didn’t want to see it crash and burn. The selfish actions of the board member not only sullied her reputation, it was casting a dark shadow over the company. After pouring her heart and soul into the company’s success, seeing people talk about it so negatively was hard. She knew what the study by the University of South Carolina said:
“When something negative happens to a CEO’s reputation, the negativity quickly transfers to the company’s reputation.”It was a lose-lose situation for everyone, except the board member who plotted against her and successfully campaigned for the company’s general counsel to become the CEO.
How the Executive RespondedAfter she discovered what her former company had been saying, she did not waste any time. Her initial goal was simple: increase the visibility of her online presence and responses to at least match the visibility of the company’s communications. So she did a few simple but effective things:
- She created a blog and wrote a concise but persuasive article rebutting the company’s claims and defending herself. She concluded her defense by listing the positive things she did for the company that demonstrated how unlikely it would have been for her to do the things the company claimed she did.
- Then, she found former employers and other colleagues in the industry who knew her well and were willing to go on the record to defend her. She placed these quotes at the end of her article like the book endorsements an author would place at the end of a press release.
- And she used this article as her foundational link online—the primary link she would be sharing in her online campaign. She updated all of her social media bios to include this link.
- She expanded her social media to include any platforms she had not used. For example, she had a profile on LinkedIn and Facebook, but not Twitter or Instagram.
- After all of her social media accounts were created, updated, and ready for her campaign, she began to proactively search for every mention online of her company’s claims about her on each platform. She left respectful, professional but firm comments on websites and on social media posts defending herself. And she always linked back to her article on her blog.
- The people who went on record to defend her agreed to post and share her social media posts and make statements defending her online.
- Finally, she appeared on a podcast and a vodcast (video podcast) that were popular in her industry and answered questions about the claims. She made sure her article link was mentioned in the interview and in the podcast’s webpage.