Reputation research shows that 84 percent of the responsibility for managing the company’s reputation lies on the shoulders of the CEO. This also shows that reputation management is a philosophy, not a project. This is something that can only happen if it is at the backbone of a CEO’s vision. The CEO of the company should own the reputation so that he can be a “role model” for his colleagues and then check whether the business is managed in accordance with the reputation of the company. At this point, the indecision, contradictions and even short-term ambitions that oscillate between making money and protecting reputation will inevitably be on the agenda. The CEO’s difference from other executives is hidden in his identity as a marathon runner. For this reason, if he wants the company he heads to have a permanent place in the reputation league in supra-sectoral competition, the main inputs of reputation are; ethical and fair management must ensure that business is managed without compromising responsibility, transparency and accountability.
In a sense, this understanding raises the issue of “managing emotions” along with the work, which is the beginning of the road that “leads to the happiness of employees, not satisfaction and commitment”. This starting point is, of course, about what corporate values are and how they find a response in everyday life. It is not possible for employees who cannot find the value of the institution in practice to be happy, nor is it possible for the CEO to support the reputation issue.
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