Brand and reputation are now inextricably linked to overall performance. As stewards of these critical business metrics –once considered “nice-to-have” –communication leaders are more empowered than ever to provide strategic impact and value by managing relationships with and improving perceptions across key stakeholder groups.
Recent research by United Minds and its partners demonstrates the growing strategic value of the communications function, as well as areas of focus for its leaders to continue to positively impact business results.
Our research shows…
- As expectations of businesses and leaders grow, so too do opportunities for communicators.
- Communications leaders recognize the rapidly increasing importance of reputation to achieving business goals.
- Over the next five years, communications leaders believe reputation will become even more critical to business success.
- Communications leaders (generally) understand what stakeholders consider most important in next five years.
- When it comes to engaging around societal issues especially, communications leaders are more attuned to stakeholder expectations than other executives.
The time is now to ensure this important function is central to future business strategy. Download the full report below.
The last three years have tested organizations in ways previously unthought of. In fact, it could be argued that the job description for C-Suite Leaders has been rewritten entirely; focusing on running a successful business today means being able to understand –and engage with –an ever-growing list of stakeholders on issues related not only to operations but broader impact. And employees have solidified their position at the top of this list.
In the fall of 2022, United Minds partnered with KRC Research to survey over 100 global executives on their 2023 priorities in order to understand how leaders are navigating these new expectations. Separately, KRC Research polled 500+ working adults across America on current events and on-going trends impacting the workplace, including perceptions of leader performance.
The results of these polls have significant implications for the mutual compact between employees and employers as they continue to navigate future uncertainty, and especially in the context of defining future ways of working.
As we consider the future of work post-pandemic, much debate is taking place when it comes to employee power and preference in the workplace. And especially when it comes to employee’s expectations that many consider to vary widely depending on time in the workforce.
So, are these generations really that different?
To find out, United Minds and KRC Research conducted a national survey of 1,049 adults 18 years and older who are employed full-or part-time (not including self-employed) in the United States. Participants were asked their philosophies about work; management aspirations; preferences regarding in-person or remote settings; willingness to go above and beyond a job description; and how they rank things like compensation, professional development, title, impact, flexibility, recognition and benefits.
The case for improving women’s access to C-level positions has never been stronger. Not only does research confirm that companies with more women in senior executive positions report stronger financial performance, but the reputational and brand advantages are also significant. Yet, although seven in 10 global executives of both genders think it’s important that the universe of female CEOs expand, the number remain very small: Just 5% of U.S. FORTUNE 400 and 4% of FTSE companies are run by women. On a global basis, just 9% of CEOs and managing directors are women. At Weber Shandwick, we wanted to know how people who run global companies view this paradox, where they believe impediments lie and how they envision moving forward.
To get some answers, Weber Shandwick and KRC Research sponsored a survey conducted by the Economist Intelligence United (EIU) in the spring of 2015 to produce a comprehensive global study on gender equality at the C-level. We define gender equality in this context as having approximately equal numbers of men and women on a company’s top leadership team. This includes both the chief executive office and executives in management who report directly to the CEO.
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion Success
Preparing for workplace reintroduction in the era of COVID-19
Equipping Managers for Success in a New Landscape
Communicating in a time of racial tension
Putting Employees First Through the COVID-19 Crisis and Beyond
Why fun is a critical driver of employee experience and how organizations can get better at having it.