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Corporate Reputation Management

NavigatorWhen the stakes are high.
When you face challenges or opportunities that will define your reputation.
When you find yourself on the wrong side of public opinion.


The Ivey Business School has partnered with Navigator, Canada's leading high-stakes communication firm,  to provide a proprietary two-and-a-half day program focusing on how to manage reputation capital and mitigate risk during reputation-defining situations.

Reputation risk has a material impact on a company’s performance and position in its industry. The Ivey-Navigator program uses simulations and case studies to prepare executives with the strategies and tactics to plan, respond and recover from any situation that could adversely affect their company’s reputation. Participants will be instructed by a team of professors, business leaders and communications experts.

The program features proprietary exercises that allow participants to engage in the planning, response and recovery during a situation where reputation is threatened. Program participants work through simulations and case studies from a variety of stakeholder perspectives. This holistic approach allows them to identify and leverage both the opportunities and challenges associated with a reputation-defining event and ultimately, prepares them to adopt communication strategies that build trust with the stakeholders that matter most.

Upcoming Sessions

Join us for one of our upcoming sessions.

Who should attend?

The course will be a two-and-a-half day comprehensive, immersive program intended for:

  • Vice presidents;
  • Senior directors;
  • Board directors;
  • CEOs; and,
  • Leaders in public facing communications, media, and government relations roles (including public relations, analyst relations, and marketing).

Program Objectives

  • A readiness and resilience for leaders to control and manage reputation-defining situations;
  • The ability to make timely decisions based on best available facts and clear thinking;
  • A clear understanding of the responsibilities and roles of the boardroom during a crisis; and,
  • Tools, tactics and best practices for handling internal and external communications during a reputation-defining situation.

What You Learn

Strategic positioning and message development

  • Development of fundamental messaging and positioning is particularly important in the run-up to any major transaction or company decision that could incite media coverage.

Government relations

  • Many companies deal with both regulatory and political pressures during the course of a crisis, and participants will be required to develop plans that deal with this pressure.

Digital

  • Participants will learn about the threats and opportunities represented by increased digital communications, including the pressure of social media, understanding the pressure it can exert on an organization, and ensuring your key messages resonate in a digital space.

Stakeholders

  • Investors, regulatory bodies, internal employees, boards and shareholders all represent important constituencies that must be communicated to in a crisis. Participants will develop plans and face complications from communicating with such stakeholders during the course.

Research

  • All communication strategies should be research-guided, with a full understanding of the challenges and opportunities an organization faces as a crisis develops. 

Media Relations

  • One of the key components of managing any important and foreseeable file is being prepared for the ensuing media coverage. This includes having capable media spokespeople who have been trained and are comfortable in a public-facing role, and having a media plan that encompasses potential challenges.

Issue management and crisis communication

  • Organizations face challenges that are unexpected. In cases like this, they face a variety of challenges, including immediate legal pressures, stakeholder issues and the need for a quick response. Organizations may be caught flat-footed without a prepared crisis-response plan, including hierarchy and approval systems. The course will outline the importance of having a plan developed far in advance of a crisis, and also walk participants through how to manage a crisis when it strikes.

Reputation recovery

  • Following a crisis, organizations often find that their reputation has been challenged. A reputation recovery plan ensures that company leaders can fix any residual problems the company faces with positive announcements and programs.

 

Faculty

Gerard Seijts

Faculty Director
Gerard Seijts

Gerard Seijts received his PhD from the University of Toronto in 1998. Prior to joining Ivey Business School in 2000, he was on the faculty at the I.H. Asper School of Business at the University of Manitoba. Gerard is teaching on several leadership programs. For example, he has worked with organizations including Aecon, Intact Financial Corporation, OMERS, Ontario Teachers’ Pension Plan, Maple Leaf Foods, J.D. Irving Limited, Hutchison Ports, Cigna, A.S. Watson, Bank of China Hong Kong and many others. He has also worked with local government in Canada and Hong Kong on issues such as leadership and change. Gerard has taught EMBA, MBA and undergraduate courses in leadership, leading change, organizational behavior, performance management and staffing.

His research activities, spanning journal articles, book chapters, and conference papers, cover a wide range of topics including leadership, change, goal setting, training and development, teams, organizational justice, and performance management. He also enjoys writing practitioner-oriented articles.

Read more

Jana Seijts

Jana Seijts

Lecturer
Mary C. Weil

Mary C. Weil

Lecturer
Guy L.F. Holburn

Guy L.F. Holburn

Professor

Where You Learn

Ivey Tangerine Leadership Centre

Toronto, Ontario, Canada

This state-of-the-art facility is located in the heart of Toronto’s Financial District and provides the perfect backdrop for executive courses.