{"id":5650,"date":"2026-04-06T12:15:26","date_gmt":"2026-04-06T17:15:26","guid":{"rendered":"https:\/\/raquellorenzo.com\/?p=5650"},"modified":"2026-04-24T09:24:20","modified_gmt":"2026-04-24T14:24:20","slug":"c-level-effect-on-corporate-reputation","status":"publish","type":"post","link":"https:\/\/raquellorenzo.com\/en\/c-level-effect-on-corporate-reputation\/","title":{"rendered":"The C-level effect on corporate reputation: When professionals follow role models rather than companies"},"content":{"rendered":"
\n\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

\"\"<\/p>\n

<\/p>\n

Three events in seven days. Four different contexts. And one common thread in all of them: reputation. la reputaci\u00f3n<\/strong>.<\/p>\n

Desde una recepci\u00f3n en la Embajada de Espa\u00f1a en Panam\u00e1 hasta un congreso de Responsabilidad Social Empresarial o la presentaci\u00f3n de un ranking de las 100 empresas m\u00e1s admiradas del pa\u00eds\u2026la conclusi\u00f3n fue la misma: la reputaci\u00f3n es un bar\u00f3metro indispensable de la confianza que proyectan empresas y l\u00edderes.<\/p>\n

El concepto de percepci\u00f3n corporativa siempre ha existido, pero hoy su alcance llega hasta las ra\u00edces mismas de las organizaciones. Construir una buena reputaci\u00f3n no consiste solo en hacer campa\u00f1as publicitarias y relaciones p\u00fablicas desde el departamento de comunicaci\u00f3n; es una carrera de fondo, un activo estrat\u00e9gico que se cultiva con coherencia y constancia desde arriba hacia abajo y desde dentro hacia afuera.<\/p>\n

Seg\u00fan un estudio de Weber Shandwick y KRC Research, el 45 % de la reputaci\u00f3n corporativa y el 44 % del valor de mercado dependen directamente de la reputaci\u00f3n del CEO. El caso reciente de Elon Musk lo demuestra: en el Axios Harris Poll 100 (2025), Tesla cay\u00f3 del 8.\u00ba al 62.\u00ba puesto y sus acciones se desplomaron un 14 % en un solo d\u00eda tras nuevas controversias pol\u00edticas.<\/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

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

1. From employer branding to the reputation of those who lead<\/strong><\/p>\n

Durante a\u00f1os, las empresas han invertido grandes esfuerzos en construir un employer branding<\/em> atractivo. Pero 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

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><\/p>\n

Hace tiempo que el mercado laboral dej\u00f3 de ser unidireccional: ahora son los profesionales quienes eligen d\u00f3nde y con qui\u00e9n trabajar. Antes de aceptar una oferta, investigan a la organizaci\u00f3n y a su equipo directivo: entrevistas, declaraciones, publicaciones en redes e incluso referencias internas. Y cuando detectan una distancia entre lo que se comunica y lo que realmente ocurre, la decisi\u00f3n es r\u00e1pida: rechazan.<\/p>\n

Un estudio de Korn Ferry 2024 revela que el 64 % de los headhunters considera la reputaci\u00f3n del CEO determinante en la elecci\u00f3n final de un candidato. Esto confirma que la reputaci\u00f3n se ha convertido en un nuevo filtro de atracci\u00f3n: el talento m\u00e1s cualificado busca autenticidad, valores firmes y una gesti\u00f3n con integridad.<\/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><\/p>\n

Reputation 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

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><\/p>\n

If reputation influences attraction, motivation and engagement, why not measure it within people management?<\/p>\n

Algunas compa\u00f1\u00edas ya lo hacen: incorporan m\u00e9tricas reputacionales en sus tableros de talento, como \u00edndices de confianza interna, percepci\u00f3n \u00e9tica, credibilidad de la comunicaci\u00f3n o visibilidad positiva de la alta direcci\u00f3n.<\/p>\n

Medir estos factores no es un ejercicio de vanidad corporativa, sino una herramienta estrat\u00e9gica. Permite detectar brechas entre lo que la organizaci\u00f3n dice y lo que su gente siente, y actuar antes de que se conviertan en fugas de talento o crisis de credibilidad.<\/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><\/p>\n

El presente de los equipos directivos no solo se mide solo en resultados financieros, conocimiento t\u00e9cnico o rotaci\u00f3n de personal, sino tambi\u00e9n en la capacidad de generar confianza, inspirar y mantener una conversaci\u00f3n honesta con todos los p\u00fablicos: empleados, clientes, inversores y sociedad.<\/p>\n

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

Recursos Humanos tiene aqu\u00ed un papel decisivo: dise\u00f1ar itinerarios formativos que ayuden a los C-level a entender el valor estrat\u00e9gico de su influencia.<\/p>\n

Porque en la era de la hiperexposici\u00f3n, cada palabra, gesto o decisi\u00f3n de la alta direcci\u00f3n deja huella. Y esa huella \u2014si se gestiona con inteligencia y prop\u00f3sito\u2014 puede convertirse en el mayor activo reputacional de la empresa.<\/p>\n

<\/p>\n

Conclusion<\/strong><\/h3>\n

La reputaci\u00f3n es un sistema vivo, puede pasar de gozar de excelente salud a enfermar gravemente en cuesti\u00f3n de segundos. Cada decisi\u00f3n, cada acci\u00f3n, cada palabra, cada gesto\u2026 parecen exigir una perfecci\u00f3n imposible.
Pero la reputaci\u00f3n no se destruye por un fallo, sino por la falta de verdad al reconocerlo. Cuando uno deja de intentar controlarla y act\u00faa con honestidad y responsabilidad, deja de ser una preocupaci\u00f3n y se convierte en su mejor aliada.<\/p>\n

The companies that understand this will attract the best talent and, above all, build lasting credibility.<\/p>\n

Al final, ese es el verdadero cambio de paradigma: los valores ya no son unos meros acompa\u00f1antes del talento, son quienes lo definen.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

\n\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

A\u00f1ade aqu\u00ed tu texto de cabecera<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","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-5650","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\/5650","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=5650"}],"version-history":[{"count":4,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts\/5650\/revisions"}],"predecessor-version":[{"id":5700,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/posts\/5650\/revisions\/5700"}],"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=5650"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/categories?post=5650"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/raquellorenzo.com\/en\/wp-json\/wp\/v2\/tags?post=5650"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}