LEADERS AND THEIR BEHAVIOR DRIVE REPUTATION

Public relations goes beyond publicity and media relations and should be focused on building mutually beneficial relationships that require trust, ethics and reputation.
And reputation goes beyond communication, it's about behavior, long-term thinking, exceeding expectations, authenticity and credibility -- or DWYSYWD (do what you say you will do).
FROM

Amplify’d from blogs.hbr.org

CEOs Must Model the Behavior for Creating Societal Value

When P&G CEO A.G. Lafley insisted that in-home visits with consumers be arranged for him in whatever city he visited in the P&G worldwide network, executives throughout P&G realized that if the CEO wasn't too busy to do in-home consumer visits, neither were they. When he worked with the board to get his stock-based compensation to vest in one-tenth increments in each of the 10 years following his retirement from P&G, his organization got the unmistakable impression that P&G was focused on the very long term and that obsessing about one's own short-term compensation wasn't very CEO-like. When he spoke only rarely about shareholder value and only then as utterly derivative of P&G's performance on winning the consumer value equation and building powerful brands, P&G employees came to appreciate that while he cared about shareholder value, he saw it is an output of the things he aspired for P&G not a singular and direct goal.

With a few critical personal and corporate signals twinned with an adjustment of the performance-measurement systems, any CEO can focus the firm on building long-term customer and societal value that pays off for the shareholders who want to be shareholders for the long term. Shareholders who have no interest in the long term should be treated as they deserve to be treated: like the societal parasites they are.

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