Organizational Reputation: Built in Drops, Lost in Buckets
Governing Boards Part 13
By Rick Aman on“You can’t talk your way out of something you behaved your way into.” - Stephen Covey
Reputation Is Earned, Not Declared
“Your brand is what other people say about you when you're not in the room.” That quote from Jeff Bezos has stuck with me for years. It’s clever, but it’s also deeply true. Over the course of my career, particularly in higher education and public service, I’ve learned that reputation, unlike branding, isn’t something you create in a strategy session. It’s something you earn over time; through consistent actions and the way you show up when it matters most.
You can invest in messaging and design all you want, and you should, but your reputation is shaped by how people experience your institution, not how you describe it. That’s why reputation isn’t just a marketing concern; it’s a leadership responsibility. And in many ways, it’s the most strategic asset we have.
When I served as a college president, I came to understand this on a deeper level. The reputation we built in the region wasn’t just about what we said we stood for it was about what we delivered. Were we truly student-focused? Only if students could easily access services and feel genuinely seen by staff. The idea of friction is key; every barrier, delay, or impersonal interaction adds to it. Reducing friction should be a continuous goal. Think of Amazon, an example of an organization that has mastered the art of minimizing friction to enhance the user experience. Were we committed to workforce development? Only if employers saw results in the form of skilled graduates ready to contribute from day one. Every decision we made either reinforced our reputation or chipped away at it.
Reputation begins with values. But values only matter when they’re lived out. Too often, we see organizations with beautifully worded value statements that are entirely disconnected from their behavior or public image. In contrast, the most trusted institutions are those where values are visible, not just in speeches or websites, but in how employees are treated, how problems are handled, and how leaders respond when things don’t go as planned.
At our college, we led with values like service, transparency, accountability, and excellence. Those weren’t just guiding words; they had to be filters for decision-making. When resources were tight, we still prioritized programs that supported students. When we encountered political pressure, we stayed focused on our mission and made choices that aligned with the long-term reputation we were working to build. That consistency paid off. We gained trust, not just from students and staff, but from legislators, employers, and community members who saw that we were who we claimed to be.
The Daily Work of Reputational Leadership
Reputation isn’t made in grand gestures. It’s built in the small, daily moments that accumulate over time. How your front desk staff greets someone. How you follow up on a concern. How a student feels after visiting your financial aid office. These things may seem minor, but they add up and they either confirm or contradict your intended identity.
During my presidency, I reminded our team that for many students, their first interaction with us would shape how they viewed the college long-term. It didn’t matter how good our programs were if the enrollment experience was frustrating. That’s reputation work. And it’s everyone’s job. Colleges are teaching and learning organizations and we are judged on outcomes, completions, degrees, certifications, but also on those indirect indicators such as how clean our restrooms are, feeling of safety when on campus, how the grounds look, temperature of classrooms and how visitors are greeted with their first staff interaction.
One of the clearest insights I’ve gained is this: internal culture and external reputation are directly connected. If the culture inside an organization is unhealthy, that reality will eventually make its way outside. Whether it’s through staff turnover, inconsistent service, or a lack of public confidence, internal dysfunction shows up. It begins and flows from the president.
That’s why building a healthy culture isn’t just an HR task it’s reputational leadership. If your team feels respected, aligned, and engaged, that attitude spreads. People notice. Students talk. Partners listen. And slowly, your reputation strengthens.
Clear and honest communication also plays a key role. People may not always agree with your decisions, but if you are transparent and timely, they’re far more likely to respect you. I’ve led through budget cuts, public scrutiny, and operational challenges. In every case, the most damaging thing wasn’t the issue itself, it was any delay or defensiveness in our response. When leaders speak with humility and clarity, it creates space for understanding. When they don’t, it creates confusion and reputational erosion begins.
Finally, quality matters. No amount of listening or branding can substitute for operational excellence. From enrollment to graduation, every touchpoint is an opportunity to reinforce or weaken your reputation. That’s why I encouraged our team to walk through the student experience regularly, identify friction points, and remove barriers. If we said we were student-centered, the experience had to prove it.
Culture, Crisis, and Community: Protecting What You’ve Built
“Crisis doesn’t create character; it reveals it, and often defines reputation.” - Andy Gilman
Even the strongest reputation is vulnerable. In today’s connected world, a misstep can become a headline. And when crisis hits, leaders must act quickly, communicate clearly, and lead with empathy. That’s not just good crisis management, it’s reputational protection.
I’ve seen both sides. I’ve seen organizations respond swiftly and authentically and come through a crisis with their credibility intact. I’ve also seen silence, denial, or defensiveness cause more damage than the issue itself. The difference lies in readiness and values. A well-prepared organization doesn’t just have a plan, it has a culture that supports values-driven decisions.
Monitoring your reputation is also part of the equation. Leaders need to know how people perceive the organization. That means looking beyond official metrics and paying attention to hallway conversations, student events, and informal feedback. Walk the campus. Listen deeply. If something’s off inside, it will eventually show up externally.
Stakeholder engagement is one of the most underrated strategies in protecting reputation. We often think of reputation in terms of media or public image, but it’s built through relationships. Listening, truly listening to students, staff, and community members is one of the most powerful ways to build and sustain trust.
That means asking hard questions. It means showing up to uncomfortable conversations. It means inviting critique, not just from surveys, but through real dialogue. When people feel heard, they become invested. And when your reputation is tested, they often become your defenders.
I’ve had moments in my career when our institution faced criticism or external pressure. In some cases, it was unfair. In others, it was a wake-up call. But in both cases, the relationships we had built made the difference. People who trusted our intent gave us the benefit of the doubt. That’s the unseen value of a strong reputation.
Final Reflection: Reputation as a Leadership Legacy
As I reflect on the arc of my career, I’ve come to believe that reputation is one of the most enduring legacies we leave behind. It outlasts a title. It shapes how future leaders are received. It influences partnerships, funding, enrollment, and morale. And unlike branding which can be refreshed, reputation must be earned and protected every day.
I encourage every leader, whether you're a college president, a nonprofit director, or a business executive to treat reputation as a strategic priority. Not just when things go wrong, but every day. It’s built slowly and lost quickly. And in difficult moments, it may be the only thing that gives you the space to lead forward. We don’t control our reputation, but we influence it with every choice we make. Through decisions, tone, and consistency. Reputation is the culture we create, the values we live out, and the experience we offer. And that’s why it matters.
Here’s my final thought: You can’t market your way out of a leadership problem. But you can lead your way into a reputation that lasts. And that, more than any campaign or slogan, is what earns trust, and keeps it.
-----------
At Aman and Associates, we help community colleges and mission-driven organizations become future-ready. In today’s environment, leadership requires more than vision; it calls for the ability to anticipate change, align stakeholders, and act with purpose. Through strategic futuring, effective governance support, and trusted board and leadership development, we guide institutions as they shape what’s next. Whether you're preparing for accreditation, leading a board retreat, or clarifying your strategic direction, we bring clarity, care, and commitment to your work so your organization’s reputation and relevance grow stronger for the future.
Rick Aman, PhD
rick@rickaman.com
www.rickaman.com/cp
29316