The purpose of the final session of the 2016 “Global Street Fight” according to its organizer, G&S Business Communications, was to “explore public perceptions of CEOs in today’s hyper-competitive global marketplace.”
As a communicator who receives a paycheck from Volkswagen Group of America, Inc., I connected with the session title: “Leadership Amid the Battleground.” In fact, Volkswagen came up several times during the opinion panel led by Steve Halsey, managing director of G&S Business Communications, and featuring Carol Gstalder, Nielsen senior vice president of consumer insights.
Comments hit uncomfortably “close to home work.”
During the panel discussion, Gstalder and Halsey referenced results of the “Fourth Annual Global Street Fight Study,” and provided context for some of the findings.
The Global Street Fight Study, Halsey said, has tracked the trends and issues that impact our expectations and perceptions of leaders in the C-Suite.
Findings from the 2015 Street Fight study indicated that major U.S.-based corporations were focused on “reputational triage” a year ago, Gstalder said. This year, although some notable companies are dealing with a reputational crisis, more senior leaders are described by Global Street Fight study respondents as “bold,” “innovative” and “strong.”
Gstalder attributed that shift to factors including an improving economy, greater consumer confidence, and C-suite engagement and comment in popular social issues that resonate with employees.
Then the panel discussion hit close to work. Gstalder said the type of crisis taking the forefront in survey participants’ minds changed this year.
Last year, the crises that came to mind included General Motors’ quality issue and recalls, and a rash of data breaches that required senior leaders to calm customers and regulatory agency concerns about customer privacy and data protection.
This year’s study uncovered a high emotive level of concern regarding potential corruption and wrong-doing by organizations including FIFA, pharma company greed, corporate tax diversions through the Cayman Islands and Volkswagen.
“When we asked the public this year what potentially would be the most damaging crises, it’s lying or corporate wrong-doing,” Gstalder said. “It goes to the “code of conduct, and what some of the other conference speakers here talked about this morning: A culture of compliance and values, and the importance of senior leaders to be living by those values.”
In the months since the Volkswagen diesel issue broke, I’ve been asked many times from family, friends and acquaintances “how are you doing?” and “what will this mean for Volkswagen?”
Let me be very clear here: I do not represent Volkswagen A.G. or any of its subsidiaries when I write this blog. These are my posts, my thoughts and feelings.
You may know that Volkswagen is not commenting publicly about its ongoing efforts related to the diesel issue, except as it posts information on its diesel issue website. According to that site, “Specifics of the agreements in principle are still being finalized. Until finalized, details remain confidential in accordance with the Court’s direction.”
As a communications professional who has received training in crisis communications, I would love to be more involved. However, my role with VW Credit, Inc., the financial services subsidiary of Volkswagen Group of America, Inc., is as an internal communications specialist. The fact is that I learn about this issue the same as most people inside or outside of the organization: through the company website and occasional email updates, and through media posts from people outside of the VW organization.
I work with many wonderful people who remain passionate about the company and its brands. We want the issue to be resolved fairly, and we want to do our part to help restore trust in the VW Brand.
It was difficult to bite my tongue during the Global Street Fight Conference when VW was mentioned. That’s as much as I can say, even though it doesn’t feel like nearly enough.
