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Title: The Reputation Game
Author: Rupert Younger, David Waller
Narrator: Mark Topping
Format: Unabridged
Length: 9 hrs and 51 mins
Language: English
Release date: 10-05-17
Publisher: Whole Story Audiobooks
Genres: Nonfiction, Economics
Publisher's Summary:
Through pioneering research and interviews with a host of major figures, ranging from Jay-Z and LinkedIn cofounder Reid Hoffman to Bernie Madoff and Man Booker Prize-winning Hilary Mantel, Waller and Younger reveal the key mechanisms that make and remake our reputations, providing the essential guide to the most important game in business and in life.
Critic Reviews:
"You'll learn why reputations are more valuable than money; you'll learn how they're built and tended and enriched; and how, if neglected, they can catastrophically implode." (Sir Martin Sorrell, CEO WPP)
"This book shows us that no matter who you are, your industry or hustle, reputational capital is at the centre of success or failure." (Steve Stoute, CEO Translation LLC)
Members Reviews:
and for doing better for their clients than the competition
Your reputation and that of your company are more valuable than money. We are all playing with both of these reputations, so knowing how the game works â its rules and winning strategies are essential.
The reason I have always noted the qualifications of the authors of the books I review, is because there are so many books available of widely varying quality. If the issue is critical to business success, the authorâs gravitas is in that area is essential. The authors of The Reputation Game tick all the boxes: Waller wrote for the Financial Times, and currently consults to companies and governments on reputational issues. Younger is the founder director of Oxford Universityâs Centre for Corporate Reputation.
Reputation is different from marketing, PR, branding, status or image. What others say about us will affect our ability to achieve, even if what they say is nothing more than gossip. You will need to clarify the kind of reputation you want, for doing what, and with whom.
Goldman Sachs, for example, is simultaneously reviled and revered. The reason for this contradiction lies in the simple fact that we all have multiple reputations, each of them for something, with someone. Goldmanâs success is built on the quality of their (generously rewarded) people, and for doing better for their clients than the competition. The bank will only become concerned with criticism from politicians and regulators, which might have implications for its business.
âThere are three âdiceâ in the reputation game,â the authors explain, âbehaviours, networks and narratives.â
Your behaviour, and that of your company, send signals about what others can expect from you. But behaviour and reputation are always intermediated by perception.
The Mafiaâs reputation for violence forced customers to fall into line, and violent families accumulated significantly more wealth and territory than the peaceful ones. However, over time the mobâs need to carry out the beatings, arson attacks and even murders necessary to maintain their reputation, declined. The perception matters enough.
The Special Air Service (SAS) is perceived to be one of the most effective fighting forces in the world. This small team of ruthless, highly trained soldiers could be more effective than an entire regiment. Their reputation has material value. It attracts the very best soldiers in the British Army, and acts as a valuable psychological deterrent for the enemy.
There are two parts to the behaviour component of reputation.
