| "Be the change you want to see." Perhaps many | | | | through mastermind groups or meetings that |
| people have heard or seen that cliche before. It's | | | | address such issues. |
| useful in terms of setting an example that you | | | | 3) Implementation or enforcement codes of |
| would like others to follow. However, changing the | | | | behaviour or professional ethics: This is a good |
| perception of others requires a bit more than this. | | | | way to set and communicate standards and |
| To even make a dent in how the public perceives | | | | practices within an industry or sector. This is a |
| something you have to also appear to change. | | | | good way to monitor the behaviour and practices |
| I'm an insurance sales representative. People have | | | | of employees. A bank I know of stresses a |
| mixed views on those of us in this profession. | | | | certain behavioural code for employees on and |
| However, even the ones who have positive | | | | off the job. An off-duty drunken frolic can surely |
| experiences with salesmen, agents or brokers | | | | land you in hot waters in certain jobs. |
| know that there are many scheming insurance | | | | 4) Encourage training: You cannot train people to |
| representatives out there. | | | | be honest or possess integrity, but it would |
| When I joined the insurance industry, even I was | | | | prevent them from appearing incompetent. |
| sceptical about being an insurance representative. | | | | Incompetence can be perceived in too many |
| I believed that the majority of them were | | | | ways to be left to chance. Just as an |
| typically aggressive and self-serving. The stark | | | | incompetent referee who makes a detrimental |
| reality is that there are quite a few desperate | | | | wrong call can appear unscrupulous, so can a |
| bad apples in any profession. | | | | misinformed representative of your job or |
| In attempting to change the public's perception | | | | profession. |
| you must not distort the truth or pretend that no | | | | 5) Have public ways of establishing your |
| bad apples exist. In fact, you will have to | | | | profession in a different light: This is arguably the |
| acknowledge and specifically address the negative | | | | most critical part of altering public perception |
| views. However, the focus should be presenting | | | | about your job. It would make little sense for |
| the other side of things, i.e. the positive dimension | | | | change to occur quietly. The public will then be |
| to the public. Doing so will entail the following: | | | | none the wiser. You should influence the public by |
| 1) You: It's impossible to eschew setting an | | | | being public and demonstrating that you and many |
| example. You have to represent what you want | | | | of your colleagues are in a different class. |
| people to perceive in order to stand a chance. | | | | Changing the public perception is quite a task, but |
| This is just a stepping stone, but it is very | | | | it can be done. Changing anything is easier when |
| important in establishing trust and credibility. | | | | you have influence. It's a bit more difficult to |
| 2) Encourage your colleagues to change their | | | | influence perception, given that perceptions can be |
| behaviour: This would encompass their habits and | | | | easily altered by false, negative information. If you |
| appearance as well. It is unwise to be the lone | | | | want to change the public perception of your job |
| wolf in this context. You need leverage- to be | | | | to something negative, that'd be a breeze. |
| able to work through others. You must get your | | | | However, to show the brighter side will take |
| colleagues on board and communicate this change | | | | some effort- a collective one too. |