In conversation with energy brand leaders
Building connections in times of crisis T hey say crisis wakes you up. For energy businesses and brand leaders, recent years have certainly been startling. Geopolitical tensions, security challenges, and exposing climate changing imperatives have
times — but you have to pay even more attention to it in times of distress.” For Berman and her team at DTEK Grids — Ukraine’s largest electricity distribution business, providing power to millions of civilians — this became apparent through a time of significant distress. Where, as a result of the ongoing war with Russia and its impact on everyday power access, a new, critical role for DTEK Grids emerged almost overnight. “Since the beginning of the war, and being the biggest energy company in the country, we took on extra responsibility. For more than 700 days, we have been restoring electricity for tens of millions of people,” says Berman. “My experience shows that crisis is an amazing time to form brand reputation and transform significantly. For instance, before the war, DTEK used to be first a technical company – but the war gave us an opportunity to transform our image to a ‘national hero’ company. If you act accordingly, on time, if you’re responsible, and if your actions respond to society’s request, it can be a magical time for your reputation.” DELIVERING IMPACT For these leaders, developing a deep understanding of their audience’s needs has also proved critical — ensuring both businesses deliver significant impact in their respective regions. Our recent energy report also highlights this, where 81% of energy leaders said they seek to deliver more targeted and specific communications to their stakeholders at this pivotal moment of change in the energy industry. >
contributed to an environment of crisis and urgency — one where it feels difficult to operate or communicate with confidence. Times of crisis, however, can serve as catalysts for action. Truly innovative communicators are adept at reframing challenge into opportunity during times of instability — shifting their focus, finding ways to engage in a relevant and meaningful way, and elevating their organization’s role in society to create positive impact. So, how are leading CMOs ensuring their energy brand builds critical connections during times of crisis? For our most recent Energy Voices conversation, we explored the topic with brand leaders William Brent, CMO at Husk Power Systems, and Diana Berman, Head of Communications at DTEK Grids . Both have guided their organizations to transcend a traditional role as an “energy company” during times of challenge — raising their ambition, building their reputation, and doubling down on meaningful engagement. In turn, solidifying their positions as leaders in the face of adversity. BUILDING REPUTATION Crisis situations are a pivotal moment for any business. One that requires active management, due attention, and carefully considered response. As Brent suggests: “You have to be paying attention to your reputation and your brand during normal
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