By Ma. Luisa “Louie” Sebastian, APR, Managing Director, Brown Bag Communications Philippines Inc.
Early in my career, the gold standard as proof of public trust was a thick folder of press clippings. It was proof – or at least, the closest thing we had as proof – that my organization’s story was winning. Our victory, in this case, was measured through column inches and airtime. Senior management and the Board always wanted to see it. One press release could generate a million pesos in PR values. Everybody was happy.
What we did not understand at that time was we were measuring the output of communication, not the outcome of trust. These two are not the same. They never were. We just had the luxury of assuming one for the other because information at that time was confined to traditional media which generally controlled public conversations.
Sad to say, that luxury is gone.
Today, a favorable media coverage is not evidence of a healthy reputation. The hard truth is that various stakeholders are already running their own version of reputation gap analysis. They rely on behavioral evidence and not just on communications released to the public.
External and internal stakeholders create their own narratives. Investors hear one story, employees talk about their work, communities rely on word-of-mouth, regulators navigate across communication platforms. In this example alone, there are five stakeholders creating stories about an organization’s reputation.
These stories, if fragmented, impact an organization’s reputation capital. This is particularly important for publicly listed companies. Institutional investors do not only rely on annual reports or investor relations briefings. They do reputational due diligence by aggregating behavioral signals such as lawsuit trends, employee sentiments, relationships with regulatory agencies, community opposition, leadership credibility.
In a recent reputation diagnostic for a client – analyzing more than 47,000 data points across their stakeholder landscape — the official channels looked immaculate. Press releases, corporate social media, news coverage: between 92 and 100 percent positive. By every traditional metric, this organization was doing everything right.
But their stakeholders were telling a completely different story. Social media conversations were 62 percent negative. Community forums, 71 percent. Employee sentiment, 54 percent against. The gap between the story the organization was telling and the story its audiences believed: 37 points.
That is not a messaging problem. That is a trust problem. And in my experience, it is far more common than most communications leaders want to admit — because the old scorecards were never designed to detect it.
Uncomfortable as it may sound to public relations practitioners like me who built careers in this industry: publicity is not proof of reputation strength. That moment has passed. What replaces it is harder to compile, harder to present to a board, and far more honest. In the long run, that honesty is the only currency that compounds.
In my experience, reputation gaps typically become visible in behvioral signals about six to 12 months before it becomes a crisis. A community forum narrative will reach the business pages in six months when higher engagement is reached. The talent retention data showing problems will become an attrition story in a year. A regulatory approval can trigger positive media coverage, but the same story can ignite opposition communities.
The pattern is consistent: the reputation gap between official narrative and lived stakeholder experience grows in silence, long before it becomes visible — and by the time it becomes visible, it has already hardened.
The press clippings folder had its moment. Our industry built sophisticated machinery to broadcast – press releases, media relations – and called it reputation management. What we were actually doing was managing the appearance of trust, not trust itself. The difference became visible when the channels and platforms multiplied, the gatekeepers disappeared, and stakeholders began scoring us on their own terms.
Today, the standard of trust measurement is behavioral and independent. It is already applied to your organization by various stakeholders who are not waiting for your next press release. The only question left is if you are measuring what they are measuring – before the gap between those two numbers become a number you cannot recover from.
The evolution of trust measurement follows a straightforward but uncomfortable arc: from what we say, to what stakeholders’ experience, to what independent signals reveal. Trust now has independent referees. Only organizations that recognize this shift will always own the narratives.
This is part of a series of articles written by senior leaders of PAGEONE Group to celebrate a decade of excellence in public relations, advocacy, reputation management and marketing communication in the Philippines and Asia Pacific.