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Three events in seven days. Four different contexts. And one common thread in all of them: reputation. la reputaci\u00f3n<\/strong>.<\/p>\n From a reception at the Spanish Embassy in Panama to a Corporate Social Responsibility congress or the presentation of a ranking of the 100 most admired companies in the country. The conclusion was the same: reputation is an indispensable barometer of the trust projected by companies and their management teams.<\/p>\n The concept of corporate perception has always existed, but today its reach extends to the very roots of organizations. Building a good reputation is not just about running advertising campaigns and public relations from the communications department. It is a long-term endeavor, a strategic asset that is built with consistency and commitment from the top down and from the inside out.<\/p>\n According to a study by Weber Shandwick and KRC Research, 45% of corporate reputation and 44% of market value depend directly on the CEO's reputation. The recent case of Elon Musk is a clear example: in the Axios Harris Poll 100 (2025), Tesla dropped from 8th to 62nd place and its shares plummeted 14% in a single day following new political controversies.<\/p>\n Trust in leadership also shapes talent attraction and retention. The Edelman Trust Barometer 2024 reveals that 71% of employees decide to join or stay at a company based on the trust their CEO inspires, while Randstad's Employer Brand Research 2024 ranks corporate reputation among the top three most decisive factors when choosing an employer.<\/p>\n Ultimately, a good reputation is not just communicated: it is demonstrated.<\/p>\n In what way?<\/p>\n <\/p>\n <\/p>\n 1. From employer branding to the reputation of those who lead<\/strong> Ana Bot\u00edn, chairwoman of Banco Santander, has managed to transform the image of the bank by combining direct communication with management focused on responsibility and inclusion. This approach has turned the bank into an admired and attractive place to work.<\/p>\n Ultimately, the organizations that inspire are not those that promise the most, but those that lead by example.<\/p>\n 2. Reputation as an essential filter for attraction and engagement<\/strong> A 2024 Korn Ferry study reveals that 64% of headhunters consider the CEO's reputation decisive in a candidate's final decision. This confirms that reputation has become a new attraction filter: the most qualified talent seeks authenticity, strong values and management with integrity.<\/p>\n The relationship between talent and companies is completely bidirectional: choosing based on salary is a thing of the past. Today, people choose companies with leaders who make meaningful decisions, taking into account all those involved, especially their teams. Decisions that motivate outsiders to want to come in and insiders to want to stay.<\/p>\n 3. Reputation from inside: culture as a mirror<\/strong> In this sense, culture is the most honest mirror of reputation: if the reflection is distorted on the inside, it will sooner or later show on the outside. Companies that understand this manage their culture as a reputational asset, not as a decorative element. Because credibility is not a slogan; it is built every day through the real experience of the employee.<\/p>\n To use culture as a mirror, it is necessary to have previously built a relevant and above all solid corporate culture. Nobody admires companies that hang their values on the boardroom wall anymore. This is another fundamental that we do not always have.<\/p>\n 4. Reputational value as a talent metric<\/strong> Some companies are already doing this: incorporating reputational metrics into their talent dashboards, such as internal trust indices, ethical perception, communication credibility, or positive visibility of senior management. Measuring these factors is not an exercise in corporate vanity, but a strategic tool. It allows organizations to detect gaps between what the organization says and what its people feel, and to act before they become talent leaks or credibility crises.<\/p>\n Furthermore, linking reputation to Human Resources data opens a new perspective on performance: a company with a high level of internal trust tends to show lower turnover, greater innovation and a better work environment.<\/p>\n 5. Building role models with a reputational vision<\/strong> This is why executive development programs must incorporate reputational competencies: empathetic communication, digital ethics, management of public exposure and the ability to handle crises with transparency. It is not about creating perfect spokespersons, but about cultivating authentic role models, capable of representing the soul of the organization without pretense.<\/p>\n Human Resources plays a decisive role here: designing training programs that help C-level executives understand the strategic value of their influence. Because in the era of hyperexposure, every word, gesture or decision from senior management leaves a mark. And that mark, if managed with intelligence and purpose, can become the company's greatest reputational asset.<\/p>\n <\/p>\n Reputation is a living system, it can go from excellent health to serious illness in a matter of seconds. Every decision, every action, every word, every gesture\u2026 seem to demand an impossible perfection. But reputation is not destroyed by a mistake, but by the lack of honesty in acknowledging it. When you stop trying to control it and act with honesty and responsibility, it stops being a concern and becomes your greatest ally.<\/p>\n The companies that understand this will attract the best talent and, above all, build lasting credibility.<\/p>\n Ultimately, that is the true paradigm shift: values are no longer mere companions of talent, they are what define it.<\/strong><\/p>\n <\/p>","protected":false},"excerpt":{"rendered":" For years, a company's perception was the concern of communication departments. However, this has evolved and taken root at the very core of organizations. Today, reputation has become an indispensable barometer of the trust projected by corporations and their management teams.<\/p>","protected":false},"author":4,"featured_media":5566,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-5563","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts\/5563","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/comments?post=5563"}],"version-history":[{"count":39,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts\/5563\/revisions"}],"predecessor-version":[{"id":5704,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts\/5563\/revisions\/5704"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/media\/5566"}],"wp:attachment":[{"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/media?parent=5563"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/categories?post=5563"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/tags?post=5563"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}From storytelling to storydoing: five practices for reputational leadership storytelling<\/em> al storydoing<\/em>: cinco pr\u00e1cticas para una direcci\u00f3n reputacional<\/strong><\/h3>\n
\nCompanies have been investing great efforts in building an attractive employer branding. However, this concept, focused on benefits and friendly spaces, has become outdated. Today, people are no longer attracted by a slogan or a brand, but by those who represent it. Reputation is shaped by the actions of senior management: how they communicate, make decisions and embody corporate values. A visible, approachable and transparent executive generates more connection and trust than any institutional campaign. employer branding<\/em> atractivo. Sin embargo, ese concepto, centrado en beneficios y espacios friendly<\/em>, ha quedado desfasado. Hoy, las personas ya no se sienten atra\u00eddas por un slogan o una marca, sino por quienes la representan. La reputaci\u00f3n se forja en la forma de actuar de la alta direcci\u00f3n: c\u00f3mo comunica, decide y encarna los valores corporativos. Un ejecutivo visible, cercano y transparente genera m\u00e1s conexi\u00f3n y confianza que cualquier campa\u00f1a institucional.<\/p>\n
\nThe labor market stopped being unidirectional a long time ago: professionals choose where and with whom they work. Before accepting an offer, they research the organization and its management team: interviews, statements, social media posts and even internal references. And when they detect a gap between what is communicated and what actually happens, the decision is swift: they decline.<\/p>\n
\nReputation flows from the inside out and from the top down. This is a fundamental that we do not always rely on. Every message, decision or silence from senior management shapes internal perception. When teams perceive fairness, transparency and purpose, a sense of belonging is created. But when they notice contradictions, favoritism or individual interests at the expense of the collective, trust erodes quickly.<\/p>\n
\nIf reputation influences attraction, motivation and engagement, why not measure it within people management?<\/p>\n
\nThe performance of management teams today is not only measured in financial results, technical knowledge or staff turnover, but also in the ability to generate trust, inspire and maintain an honest conversation with all audiences: employees, clients, investors and society.<\/p>\n<\/h3>\n
Conclusion<\/strong><\/h3>\n