My Three Cents

Who Speaks for Costa in Crisis?

2012-01-30T15:59:00.002-05:00

We have yet to hear in a major way from the CEO of Carnival Corporation regarding the shipwreck of the Costa Concordia off the coast of Italy, despite the fact that Carnival owns the Costa Line. Rather, Pier Luigi Foschi, the CEO of Costa’s Italian unit, has been the company’s face to the public, and he has blamed the ship’s captain for the tragedy.

The issue is whether CEO Micky Arison, founder and builder of Carnival, should be the lead spokesman with the press and other third parties…rather than the CEO of a subsidiary unit. Arison believes in giving great independence to his business unit heads, according to a story in the Wall Street Journal on January 23. The question is whether this will be best for his business, one of the biggest brands in the marketplace, over the long-term.

By maintaining a low public profile, the WSJ notes, Arison hopes he can distance the Carnival brand name, and thereby the safety issue, from the Costa disaster. Carnival has 101 ships, and only 15 sail under the Costa brand. “If he talks, Carnival is speaking,” the story points out, and Arison is not granting interviews. He has, however, tweeted his sadness over what occurred and his vows to help all victims; recently he offered $14,000 per victim.

Here’s how I see it. Arison’s hands-off approach has some merit from a management standpoint, but does it hold up with the public? Booz & Company, the leading management consulting firm, found in its recent CEO study that the CEO has longer tenure at companies like this – 6.9 years on average vs. 4.9 at more operational type firms. These types of CEOs also generally bring higher returns for their shareholders, the Booz study notes.

But even Warren Buffet, who has a management style similar to Arison’s (but on a grander level), at risk of a tarnished reputation, had to speak out on the questionable ethics of his heir apparent concerning a company he proposed that Buffet acquire. The heir apparent was forced to resign. But that was all happening at the corporate level and did not involve subsidiaries.

In this case, we have brand protection, safety and shareholder value issues that cross the parent. Speaking out when the spotlight is on you is most likely the action I would recommend in the U.S., where the public respects mea culpa and wants to hear from the top guy. But this situation is not black and white. Arison’s attempt to keep a low profile, thereby protecting the Carnival brand name and putting the focus on Costa and its CEO, might work for a while. But as the lawsuits mount and the trial of the captain takes place, it will be hard for Arison to escape demanding journalists, cameras and lights.

Time Warner Cable's “Customer Appreciation” Blunder

2012-01-26T16:27:00.008-05:00

Paul Lee, an intern at our firm, is the guest author of this insightful blog on the recent communications fracas between Time Warner Cable and Madison Square Garden (MSG).

On New Year’s Day, after failing to come to terms on a new contract, Time Warner Cable blacked out all MSG Network channels, leaving approximately 1.7 million Time Warner Cable customers in the Greater New York area unable to watch their beloved Knicks, Rangers, Devils and Islanders on television.

The public battle between the two parties has grown increasingly intense and, as usual, customers are being used as pawns in the fight for negotiating leverage. When faced with the threat of being blacked out, MSG immediately began airing commercials urging Time Warner Cable customers to switch television carriers. Time Warner Cable countered by airing retaliatory spots criticizing MSG’s steep contract demands. Then, MSG upped the ante by arranging Knicks and Rangers “viewing parties” at various restaurants and bars throughout New York City, which induced Time Warner Cable into committing an extremely costly blunder at a very critical time.

As part of an ill-conceived attempt to “one-up” MSG, Time Warner Cable launched a contest to send “10 lucky winners” to Charlotte, North Carolina to see the Knicks play the Charlotte Bobcats at the Time Warner Cable Arena. They went on an all-out blitz to promote the sweepstakes, airing frequent commercials on multiple channels and even running full-page ads in New York City newspapers.

Time Warner Cable officials described the sweepstakes as a “customer appreciation gesture,” but my recent conversations with numerous Time Warner Cable customers indicate that the contest made them feel less appreciated than ever. Customers described feeling antagonized and alienated upon seeing ads for the sweepstakes, and many even felt insulted. It’s not hard to see why. The contest — a raffle for tickets to attend a Knicks road game at Time Warner Cable's namesake arena — came off as a cheap and cynical attempt to buy customer loyalty and, unfortunately for Time Warner Cable, their carelessness has dealt a damaging blow to their credibility in a very sensitive situation.

There is a simple lesson to be learned from Time Warner Cable's customer appreciation blunder: never underestimate the intelligence of your customers – especially in the internet era – and never let the apparent brilliance of an idea blind you from seeing unintended negative consequences. When engaged in sensitive situations affecting a large number of customers — such as a contract standoff — it’s crucial for companies to make sure that their customers feel appreciated, but raffles and other cheap marketing gimmicks are rarely the solution.

Companies should stick to communicating openly and honestly with their customers. They should keep customers informed about their position, express a deep commitment to finding a resolution and find real, substantive ways to deliver value in the interim. These are the safest and most effective ways to sustain the confidence and loyalty of your customers in highly sensitive situations.

The Internet as Leader

2012-01-23T12:25:00.001-05:00

I’ve been fascinated with the amazing worldwide expansion of the Occupy Wall Street movement, and yet have seen very little coverage of how it happened.

Was there a leader driving this protest into major countries throughout the world? Where has the money come from? Is there a governing body making decisions that enabled the group to grow?

Based on cursory research, I can find no single leader driving this movement. It is a true child of the internet. It seems to have all started with a blog posted by the Canadian-based Adbusters Foundation urging that there be a protest against greed and to encourage greater income equality. The protest suggestion was restated in an email sent by Adbusters to its list and it was “spontaneously taken up by all peoples of the world,” according to Micah White, senior editor of Adbusters Magazine.

It is unique to have a spreading movement managed without an adept leader at the helm. The Occupy group, however, attributes its governance to a General Assembly — it says no one leader runs it; rather, various people speak and lead at different times. Thus, it appears to be the epitome of democracy, unlike most other protest movements.

It is my conclusion, therefore, that the internet, in effect, is the leader. It has led the global expansion. It has influenced the very democratic approach because of its communications range and “all hands” approach. Certainly, without the internet, the participants would not be talking to each other and both encouraging and enabling a global conversation. Occupy’s very effective slogan, “We are the 99%,” is all over the internet, and it is motivational. The internet serves as a fundraiser and has helped collect over $750,000, applied to support the needs of the protesters.

Once again, communications is the power behind the throne.

Communicating with EU Citizens

2012-01-19T17:15:00.003-05:00

I am anything but an economist, but Standard + Poor’s recent credit rating downgrade of France and eight other eurozone countries got me thinking about this development from a communications angle. My question, throughout the entire euro crisis and all the interactions among the leadership, is this: what role have the people in the European Union played?

From a cursory scan of the media, it seems their part of the conversation is mostly confined to grumbling. The leaders of financially strong member nations (like Germany) continue to support the bailouts, despite complaints from their constituents about having to bear the lion’s share of the cost. And citizens of weaker nations (such as Greece and Ireland) are accepting austerity measures, despite widespread unhappiness about cuts in government services.

The European Parliament is an elected body, aware of its constituency and the value of two-way communications. But is it doing enough to garner public opinion in member states via town hall meetings, polling and individual meetings with local leaders and influencers? Is the European Union listening to all its stakeholders?

Our limited research shows no evidence of that kind of interaction (i.e., from a local citizen to the EU level).

While this was on my mind, I found an article, “EU Elites Keep Power from the People,” that first appeared in print in the International Herald Tribune on August 23. It hit on some of the issues I raise above. I felt vindicated. Andrea Römmele, a professor of Political Science and Communication at the Hertie School of Governance in Berlin, feels that true European leadership is missing. She was quoted in this article saying: “With so many national and European issues interlinked, there is a great need for Europe’s leaders to communicate to [with] their public and strengthen Europe.” A German philosopher taking part in the conversation accused “the political elites of reneging on their responsibility to bring Europe to its citizens.”

The article concludes that the Union’s doors have to be opened to accountability-oriented democracy if it is to emerge from this crisis. Once again, communications is the lever upon which success or failure turns.

2011: 3 Top Online Rallies That Changed Corporate Policies

2012-01-12T17:06:00.001-05:00

Bank of America: In October 2011, BofA announced its plan to charge customers $5 a month to use their debit cards, sparking a huge consumer uproar. (Even President Obama weighed in, using the BofA fee as evidence of the need for a strong consumer watchdog.) Online activists designated November 5 as "Bank Transfer Day," urging consumers with accounts at BofA and other big banks to switch to a small bank or credit union. On November 1st — after Wells Fargo, JPMorgan Chase and SunTrust rolled back their debit card fees — BofA did too, citing customer concerns and a "changing competitive marketplace.”

Netflix: In July 2011, Netflix announced that it would be eliminating its popular $9.99-a-month DVD rental/unlimited streaming plan and introducing two new options: Netflix for streaming movies and Qwikster for DVDs (1). Customers of both services would now have two bills to pay, instead of one. Outraged, 30% of Netflix subscribers canceled, planned to cancel or said they were likely to cancel their subscriptions. Netflix stock lost almost two-thirds of its value in the three months following the announcement. On October 11, Neflix reversed itself, announcing that Netflix would be the single source for both streaming and DVDs. Goodbye, Qwikster!

Verizon Wireless: On December 29, Verizon Wireless announced it planned to institute a $2 fee for one-time bill payments using a debit or credit card, either online or by telephone, effective January 15. Outraged again at being charged a fee to pay their bills, consumers rallied their friends online, collecting nearly 162,000 signatures on a Change.org petition. That apparently provoked a promise from the FCC to look into the matter — which was followed, almost immediately, by Verizon’s announcement that it was scrapping the so-called “convenience charge.”

(1) A plan that lets you rent one DVD at a time is now $7.99 a month, while unlimited streaming will also cost you $7.99 a month. If you want both one DVD at a time and unlimited streaming simultaneously, you will have to shell out $15.98 per month.

A Key To Top Performance

2012-01-09T15:06:00.002-05:00

During this early part of January, New Year’s resolutions are still on my mind. And the resolution that is top-of-mind at the moment is this one: “I will consistently perform at a high level.” It applies to me as well as the more than 50 other people at Makovsky.

The key point within that resolution is the word “consistently.” To me it means regularly, steadily, always and with no variation. It is our principle to deliver high-level performance to our clients: regularly, steadily, always and without variation. But no matter what the business, all your stakeholders deserve it — whether staff, listeners or viewers, buyers, subordinates or whoever.

What brought this to mind is that, within the past two weeks, I saw the fantastic Broadway show, “Anything Goes,” the Cole Porter musical revival from the 30’s … TWICE. It stars Sutton Foster, who was praised, in the rave reviews when the show opened last spring, as a triple threat – singer, dancer and actress. And, indeed, she is an incredible performer. But every performer was a gem. The energy exuded by the cast was nothing short of remarkable! The second time I saw the show, it was a Wednesday night, following a Wednesday matinee performance. TWO in one day! Talk about hard work! The enthusiasm, the drive, the smiles, the spirit that the audience could feel brought standing ovations each time I saw the show. . This is consistent performance at a very high level.

So, no matter how you may personally feel, resolve to deliver optimum results to your clients or customers. If you are tired, depressed, sick or whatever, which could cause a less than stellar performance, make sure someone subs for you who can deliver what the client is paying for.

Trusting The Customer

2012-01-05T15:28:00.003-05:00

The internet has brought customers to a new place. They want to be talked with, not lectured to. Slick salesmanship is out; dialogue and candor are in. Customers want to be leveled with. They really want to believe you … and they want you to trust them. There’s empirical evidence of that in a 2003 study of automotive buyers/suppliers by Professors Dyer and Chu, which found that the “least trusted” buyer incurred procurement costs six times higher than the “most trusted” buyer. No surprise, the least trusted companies were also the least profitable. According to author and consultant Dov Seidman, mutual trust between buyers and sellers “sets off an upward spiral of cooperative, value-creating behaviors.”

Every now and then one sees a sterling example of sellers trusting buyers — right where it could potentially hurt: at the point of sale. It happened to me last week when I was in Vermont visiting some friends over the New Year’s weekend.

My wife and I were tooling down a country road when we saw a barn with a big sign out front that said: “Vermont Maple Syrup.” Just what we were looking for! We drove into a little parking lot, turned off the motor, got out of the car and walked in. Much to our surprise this was the “honor system incorporated!” No sales staff. “Help yourself” was the modus operandi. Shelves of everything from jugs to tiny bottles of syrup. And there were related foods on other shelves, t-shirts and Vermont souvenirs. There was a table with a tablet, asking you to write down what you bought, the amount and the total cost, easily retrieved from the price on each item. Above the table was a round chute where you were to toss your money. And there was a box accessing change, if you needed it. We bought. We paid. And we were on to our next adventure in customer trust.

Enter the Vermont Country Store, a few miles from our previous stop. It is an emporium of the famous Vermont cheddar cheese, candies, dips, toys, clothes, robes, night shirts, and so on. You can taste your way through the store. It is really fun. So we paused at the candy department, a large section of everything from sugary junk to all the things you can’t resist. All kinds of stuff in large, open jars — possibly more than 100 of them — filled to the brim with gummy bears, malted milk balls, chocolate-covered coffee beans, cherry cordials, etc. There was no sign inviting you to taste the candies, but there were bags and scales — by implication an invitation to try and buy. There was no sales staff. The store was screaming out: “We trust you. Help yourself!” This is the honor system. The store was jammed with customers, and I found out it has been in business for years.

Trust is contagious. Trust is value. Trust is reputation.

Happy New Year to All!

2011-12-29T14:19:00.001-05:00

And here’s a champagne treat for everyone from some of history’s and movies’ greats.

“Champagne is one of life’s elegant extras.”
— Charles Dickens

“In victory you deserve it; in defeat you need it.”
— Napoleon

“Definition of champagne: a minimum of alcohol for a maximum of companionship.”
— David Niven

“There’s comes a time in every woman’s life when the only thing that helps is a glass of champagne.”
— Bette Davis

“Remember, gentlemen, it’s not just France we are fighting for, it’s champagne.”
— Sir Winston Churchill

The Missing Link in B-Schools

2011-12-22T13:57:00.001-05:00

For years, the public relations profession has been suffering from an educational void in the nation’s graduate business schools, where CEOs and other future business leaders are trained. But could there be some light at the end of the tunnel? Maybe.

Earlier this month, businessweek.com wrote about recent research commissioned by the Public Relations Society of America, which found that 98 percent of the 204 U.S. business leaders polled believe that business schools need to incorporate instruction on corporate communication and reputation management into the MBA curriculum. Ninety-four percent of executives believe that top management needs additional training in core communications disciplines. Only 40 percent of the respondents, the article said, rated their recent MBA hires as “extremely strong” at responding to crisis and building and protecting company credibility.

Spearheaded by PRSA, Paul Argenti, communications professor at Dartmouth’s Tuck School of Business, a pioneer in this area, will lead a pilot program of four other graduate business schools in 2012-13 to develop a public relations curriculum for coursework consideration. The hope, the story says, is that the program will be incorporated into the curricula of these schools for the 2013-14 academic year.

The only hitch is that the four other schools have not yet been selected, and there is no indication of who they might be or whether the interest that has obviously been missing for so long finally exists.

Hopefully Argenti’s experience will be persuasive. He says that, in surveys of Tuck’s MBAs on which courses were the most important in terms of what they actually use on the job, after graduation, corporate communications always ranks #1 or 2.

All of this makes me hark back to May 2007, when I gave an acceptance speech on this issue following my selection to receive the PRSA-NY John Hill Award for Distinguished Achievement. After decrying the fact that not one of the top five business schools taught strategic communications, and that in today’s internet world businesses only exist via public consent, I made a suggestion that I thought would help bring about change.

I urged PRSA to organize corporate communications heads of leading Fortune 100 companies to motivate their CEOs to encourage action in the nation’s business schools. After all, money speaks. If the CEO of a Fortune 100 company calls the Dean of Harvard or M.I.T.’s graduate school of business, he or she will listen. But this will not happen unless we, as communicators, push such action.

If we do this on a coordinated basis, supported by the proof of need shown in the survey cited above plus Paul Argenti’s initiative, this time (after previous tries) the bell should ring. And hopefully the schools by now finally recognize that there is a whole new set of rules to play by … and it’s in their self-interest to play the economics to their benefit.

Comparing Yourself To Others. A Cool Tool

2011-12-19T17:13:00.003-05:00

Conventional wisdom in this day of the internet is that it is other people — specifically, a peer group, rather than experts — that most influence an individual’s feelings or actions. That means, for example, that you are more likely to be influenced in the way you play your game by a more talented tennis player friend of yours than by Roger Federer. So looking at those around us, particularly our friends and neighbors, is a way to acquire information.

But what makes us feel better? Watching a tennis player friend who is better or worse at the game than you are, even though the better player can help you improve your game? It depends upon who the person is. If it is your neighbor, according to a recent study, you would rather play better than he or she does.

A 2005 study cited in an article in the July 2, 2011 issue of The New York Times, noted that most of us feel better if we make, say, $100,000 if the majority of our neighbors make $75,000 than if we earn $150,000 when most of our friends bring in $200,000. The article notes that John Stuart Mill said: “Men do not desire to be rich, but to be richer than other men.”

Why is this important from a public relations standpoint? Because it relates to the environment in which we introduce our products and services and people’s needs to compare themselves with others within their peer groups.

For a retirement services company, according to the same article, for example, this could be very important, as its clients need to measure the amount of money they have put away compared to the norm. According to a vice president of ING Retirement, performing this kind of analysis gets people thinking about their situation, something they usually try to avoid. When they see the facts, a large percentage of them opt to take some positive action.

According to noted Harvard professor, David Laibson, “Comparisons to large groups of peers are often useful. It’s never the final word on what I should do, but it does give me food for thought.”

Is There Emotion In Business?

2011-12-15T13:22:00.008-05:00

It’s a question that has been asked for decades.

The implication is that doing the right thing, business-wise, means acting on the best business principles, not letting emotions get the best of you, thereby deterring you from the right course. BUT…is this how it really works?

Let’s face it. There is emotion in business, and we are all affected by it. And that can be a very good thing. Business is based on relationships, which build over time. They provide the passionate connection so often needed when major issues are at stake. They enable that instantaneous glance between two people who know by looking at each other the action they have to take. They provide the spark that moves and motivates teams. Emotions inspire loyalty to a cause. Emotions help unify leaders with their management and encourage collaboration. A business is a cause; people advocate for the brand, the product or service and a special way of doing business that represents that cause. All of the above are ways that positive emotions help businesses grow.

But emotions can also have a negative effect. Close relationships can tie you to a person who really does not want to or can’t execute the plan that needs executing; emotions can delay your making a change. Emotions can lumber you with an executive who has Peter Principled out, and thereby hold back the growth of the firm. Family or romantic involvements can be stumbling blocks if disciplined leadership is not in control. Long term employees — where attachments are strong — who are no longer serving the purpose they once did and need to be redeployed or laid off can create cost issues. Making policy exceptions for an employee you like is not wise when you would not do the same for one for whom you have less affection. And the list goes on.

Positive emotions that are consistent with building businesses and inspiring success are always effective. If a demonstration of humanity is required, it may trump all economic considerations. While emotions should not get the best of you, they need to be considered in every situation. The real question is what is best for the business?

Innovation Momentum

2011-12-12T16:49:00.004-05:00

I believe it is the responsibility of public relations counselors to focus their clients on innovation, defined by Webster’s Dictionary as the introduction of something new. Without innovation, there is no growth and there is no future.

This is the time of year, of course, when many companies are finalizing their plans for 2012 and are igniting innovations which have been under development for many months. Public relations’ role is not only to communicate these innovations to target audiences, but also to guide clients to keep the innovative process moving forward in the new year. I call it “innovation momentum,” and it needs to be sustained if a company is to maximize its ROI and produce new revenue streams.

“People tend to see innovation strictly in terms of revolutionary, breakthrough products,” said Paul Polman, CEO of Unilever, UK, in PwC’s 14th Annual Global CEO Study. “That’s fine,” he added. “But most innovations are the result of steady, continuous improvement.”

The innovative process needs to touch every dimension of the company, from marketing and finance to human resources and customer engagement. All processes in the aforementioned areas need to be examined both globally and locally. For example, says Louis Camilleri, chairman and CEO of Philip Morris International: “Innovation goes way beyond just the products. It’s the way you market the product, the way you sell the product, and the whole aspect of customer engagement.”

Today, it is particularly the consumer product companies that are putting customers at the center of innovation, involving them in product design and service development. Technology (i.e., mobile phones and social media) is accommodating this opportunity But other stakeholders need to be taken into the innovation fold as well.

The study points out that 79% of the CEOs in the 1200 companies surveyed believe innovation drives efficiencies and leads to competitive advantage. A similarly high percentage (78%) believes that innovation also delivers higher revenues.

The foundation for all of this to happen is the right culture for innovation to thrive. I would describe that as one where ideas can be expressed freely to people on every level, mistakes are tolerated, logical strategies are tried, research and development is funded, reasonable risk taking is encouraged, partnerships are valued and individuals are rewarded for their achievements.

The "E-Mail Effect" — And Its Impact

2011-12-08T17:30:00.002-05:00

The subject is old, but this is possibly a new — or at least a different — perspective on it. The issue is what I call the "e-mail effect." It relates to the words you use or the reaction you elicit when e-mailing on a sensitive (or even a not-so-sensitive) subject.

Here is an example of an e-mail exchange between two people: "Are you prepared for the meeting tomorrow?" Answer: "I think so." Reply: "You THINK so? I hope so! Well, send me what you prepared!"

You can almost feel the anxiety level rising in that exchange. The "I think so" might have been a totally innocent comment echoing full preparation, but it could also suggest that there was doubt about just how thorough the preparation was.

Here is the point, according to the book HOW: Why HOW We Do Anything Means Everything…in Business (and in Life), by Dov Seidman: "Technology connects us more than ever before, but those connections are more fractured and incomplete than we are accustomed to. Missing are many of the clues [such as body language and facial expressions that] we need to fully decode the intentions of others."

Before the era of email, blogs, Facebook and Twitter — and particularly if we were communicating in person, over the phone or via handwritten letters — "the pace of information flow allowed enough time for even time-sensitive writing to receive a modicum of consideration before being sent. Not so with the various gizmos and gadgets we now find strapped to our belts or planted on our desks," says Seidman.

He calls it the Expectation of Response Factor. I would call it the Expectation of the IMMEDIATE Response Factor: a hasty reply is often desired — or required — over a more thoughtful response, delivered after due deliberation. Either way, the Response Factor influences the quality of our communication…and not always in a positive way. Electronically, the vibes are harder to interpret. Miscommunications can occur. Improper conclusions can be drawn.

That’s why I try to avoid discussing sensitive or complex issues via e-mail exchanges. I want to encourage more dynamism and give-and-take — and less pressure.

Of course, people can be taught to communicate more effectively electronically by learning to be sensitive to the agenda on the other side of the table. Nevertheless, for critical discussions, nothing beats a face-to-face encounter.

The Best Career Advice: From Award Winning Professionals

2011-12-05T16:37:00.008-05:00

“What was the best career advice you received?” was a question asked of award-winning Public Relations professionals at the recent PR News’ People Awards. I found the following comments important primarily because they came from people who have been extremely successful, and these are among the principles that have contributed to their success. Here they are

Clients don’t care about how much you know until they know how much you care
Going above and beyond is what gets you attention
Never stop learning
People may not remember you for what you do but rather for how you make them feel
It is always best to be a first-rate version of yourself than a second-rate version of someone else

What is the best career advice you ever received?

When Is An Apology Effective?

2011-12-01T16:08:00.002-05:00

What weight hath an apology?

It depends on whether it is an effective apology or an ineffective one. How would we rate Tiger Woods or Joe Paterno and the many others who have issued statements of regret? Do they qualify as effective?

Not as effective as they could have been.

Misstatements are made frequently, not only by celebrities, but by captains of industry and leaders of firms. As public relations counselors, we advise clients on how to apologize with impact, gradually converting potential enemies into friends.

The staff at Makovsky recently had the good fortune to discuss the particulars of an effective apology in a discussion led by John Kador, author of the book, Effective Apology.

Fundamentally, the person who recognizes that he or she has offended someone (or a whole group of people) must value the relationship more than the need to be right, in order for the apology to be truly effective, Kador says — and I agree. If you can occupy that space, the value of the relationship will increase… particularly in the US, where people are generally forgiving of mistakes, if you fess up quickly.

If you want to start rebuilding trust: Tell it fast. Tell it first. Tell it all. Tell what you are going to do about it to change.

Woods, Paterno and a whole host of others violated these rules. Despite their simplicity, I see them violated over and over again.

Kador says the following are essential for an effective apology:

•Recognize and specify the offense.
•Take complete responsibility.
•Remorse is required — you must say “I am sorry” or “I apologize.”
•Never use conditional words or the passive voice (e.g., “sorry if I offended you,” “missteps were made”).
•Offer restitution for the offense (e.g., “I will only practice and sanction ethical behavior”).
•Finally, live up to the promise. If you violate it again, you are dead meat.

In conclusion, an effective apology is not cost-free; it’s just less costly.

The Internet: Everything Has A Price

2011-11-28T16:25:00.004-05:00

A new book about an old problem: Has the internet become an “artistic wasteland” where content has been devalued by distributors who get a free ride? In my opinion, the answer is a resounding “yes!”

The book, Free Ride, by Robert Levine, is worth singling out, because it addresses how the culture business can fight back. While I have not yet read the book, I am highlighting and commenting on the review I read in the Sunday Book Review section of The New York Times, simply to give Levine’s strategy a further airing, as we all consider a solution to this problem.

The issue, Levine says, is “between the media companies that fund much of the entertainment that we read, see and hear and the technology firms” who want to distribute the content, legally or otherwise. The free-riding distributors “reap all the economic benefits of the Internet by cutting prices and the culture suppliers are forced to cut costs in response.”

The crux of the problem is copyright laws which are poorly crafted and hard to enforce, allowing this situation to develop. Further, the review points out, copyright protections have become illusory in an age when movies and music are available on pirate sites even before they are released. Thus media companies have little leverage when negotiating with distributors, whom Levine refers to as “digital parasites.” A startling example is that despite the growth of online audiences, recorded music in the U.S. was worth $6.3 billion in sales in ’09, less than half its value a decade earlier, the review notes.

Levine’s solution is the European model, which has a long history of supporting its culture business and taking a strong stand against piracy. Primarily, it is likely that its copyright laws are enforceable. Rather than filing mass lawsuits against individuals who upload pirated material, the review suggests, European regulators bring down the most flagrant violators among distributors. Levine also cites France for its blanket license which adds fees to internet connections, enabling a division of the money collected between the distributors and the artists.

Levine concludes that while the status quo may benefit consumers in the short term, the internet will eventually become dominated by cultural amateurs — a “world where music, TV, and journalism are virtually free, and where all of us get what we pay for.”

Penn State Turnaround

2011-11-21T16:29:00.007-05:00

On November 9, Penn State head football coach Joe Paterno announced his retirement, effective at the end of the season, and added an eloquent apology to the children and families devastated by the repeated instances of child sexual assault allegedly committed by former Penn State assistant coach Jerry Sandusky. In his statement, Paterno said: “I am absolutely devastated by the developments in this case. I grieve for the children and their families, and I pray for their comfort and relief. … With the benefit of hindsight, I wish I had done more.”

It was a case of much too little, way too late. Within a few hours, Paterno and Penn State president Graham Spanier were summarily fired by the school’s board of trustees.

Last Thursday, in my blog, I wrote that “there are there are actions that can be taken to begin turning the situation around.”

So, what actions should Penn State take that would signal the beginnings of a turnaround?

First and foremost, the school should audit the students, professional staff and other employees to ensure that there are no other looming issues which could explode on the heels of these sex crimes. And they should be prepared to publish the results.

Next, Rod Erickson, the new president of the university, should publicly apologize to the students, faculty, other staff, parents, the community, the athletic teams and all other stakeholders for the mistakes the university made in this debacle. The apology should be publicized nationally via its website and student, alumni and news media, both social and traditional. And it should be more than “I’m sorry.” Erikson made a start, last Monday, on the Penn State website, but, in my opinion, fell short in terms of detailing the practical ways in which the university plans to make amends to the people who have been hurt by its previous mistakes.

Thirdly, make ethics (or “Honor”) courses mandatory for students, faculty, coaches and any other university personnel whose poor choices could compromise gains made by the university from here on in. The throngs of student rioters have their values and mores misplaced. Hopefully, this kind of training can set them right.

There are another 100,000 victims of the scandal: the children served by The Second Mile, the Pennsylvania nonprofit founded by Sandusky and from whose ranks he apparently selected his victims. Its president has resigned and the charity, which is currently under investigation by the Pennsylvania Attorney General's office, may not survive. In my opinion, Penn State should identify charities with impeccable credentials (e.g., the Boys & Girls Clubs of America, Big Brothers Big Sisters of America, Children's Defense Fund and KaBOOM!) and support one or more of them with funding and volunteers.

Thoughtful action is essential to heal the wounds and restore Penn State’s reputation.

Penn State: Whose Fault Is It?

2011-11-17T15:51:00.003-05:00

National advertisers are pulling out of Penn State.

While this is not surprising to those of us in the business of reputation management, some may wonder why leading brands want to avoid the link with Penn State, as an institution, when it appears that the horrible sex crimes were committed by one person there.

Well, in my opinion, there are two primary reasons for the mass exodus of Penn State’s national corporate sponsors: 1) the nature of the transgression and 2) the university’s reaction to it.

The alleged crimes – which involve the ongoing sexual assault of children were compounded by the fact that reports of the abuse (by the children themselves, their parents and Penn State employees) were repeatedly ignored and covered up by the university, according to the Grand Jury Report, making it a university issue.

When action was finally taken, which included firing Joe Paterno, the legendary football coach, and cutting ties with Jerry Sandusky, the alleged pedophile, Penn State students responded by rioting. If you are a major corporation looking to enhance your brand equity, these are not the sort of people you want as your brand ambassadors.

As I noted in my recent interview with the Philadelphia Inquirer, Penn State will likely be a risky investment for potential advertisers for some time to come, as the story’s not over and litigation will probably keep it alive in the near term. It is an unfortunate situation for a university whose motto is “Success with Honor.” However, there are actions that can be taken to begin turning the situation around. The question is whether and when the university will begin to act.

High-Performing Women in High Tech

2011-11-14T15:15:00.001-05:00

“I’d never want a woman for a boss!” “Women are too competitive with each other!”

Unfortunately, these are old workplace stereotypes that I’d hoped had finally been laid to rest. Nevertheless, they were cited in a panel of female technology and internet entrepreneurs at Makovsky + Company on November 9 as among the images that today’s women have grown up with that have held many back. Still -- a glowing story was told in the outstanding track record that entrepreneurial women in technology and the internet have already achieved.

Makovsky sponsored the program, “Do Women Dominate the Web?” for Women 2.0, whose mission is to inform, inspire and educate a new generation of females that are entrepreneurial, innovative and successful. The panel was led by noted CNBC reporter Seema Mody. About 60 Women 2.0 members and guests attended.

“My generation of women knew they could be lawyers and doctors,” one panelist said, “but they did not even think about the possibility of starting a business.”

But things have been changing. One of the panelists pointed to a recent survey by Illuminate Ventures, an early stage venture capital firm based in San Francisco, which studied high-tech female entrepreneurs over the past decade, and concluded that women are on the cusp of becoming a leading entrepreneurial force in technology. Among the findings:

• Organizations which are the most inclusive of women in top management achieve 35% higher ROE and 34% better total return to shareholders versus their peers.

• High-tech companies built by women are more capital efficient than the norm, with the average company achieving early year revenues using one-third less capital.

• Women-owned businesses are more likely than the average to survive the transition from raw start up to established company.

• Women-owned or -led tech firms are the fastest growing sector of new venture creation in the U.S.

• In the past 10 years more than 125 companies with over 200 women co-founders or officers have achieved IPOs of >$50 million M+A exits in the U.S. high-tech sector.

“We need more and more role models that are written up and talked about,” one of the panelists said. “We need to learn from each other and be mentors to others. My daughter feels she can be anything and do anything – even start a company! What a change!”

Woot! OED Adds New Tech Words

2011-11-10T16:35:00.001-05:00

Just a few months ago, the venerable Oxford English Dictionary (OED, to you logophiles) added a number of new entries to its lexicon. You may be familiar with some of them:

Retweet: verb: (on a social networking service, such as Twitter) to repost or forward (a message posted by another user)

Sexting: noun: the sending of sexually explicit photographs or messages via mobile phone

Cyberbullying: noun: the use of electronic communication to bully a person, typically sending messages of an intimidating or threatening nature

Woot: exclamation: (especially in electronic communication) used to express elation, enthusiasm or triumph

Textspeak: noun: language regarded as characteristic of text messages, consisting of abbreviations, acronyms, initials, emoticons, etc.

Link, via Neatorama.

Nobel: How He Built His Reputation

2011-11-07T16:56:00.005-05:00

At one time or another, most people wonder how they will be remembered. Alfred Nobel, the inventor of dynamite, was one of the few individuals who actually discovered what the world would think of him at his death. (This was 115 years ago … before you could Google yourself.) And it turned his life — and reputation — around.

In 1888, Alfred's brother Ludvig died while visiting France, and a French newspaper erroneously published Alfred's obituary. The paper reported, "Dr. Alfred Nobel, who became rich by finding ways to kill more people faster than ever before, died yesterday." It condemned him for his invention of dynamite, saying, “Le marchand de la mort est mort.” ("The merchant of death is dead.")

Alfred was concerned about how he’d be remembered and deeply disappointed with what he read. So, on November 27, 1895, at the Swedish-Norwegian Club in Paris, Nobel signed his last will and testament, setting aside the bulk of his massive estate (the equivalent of about US$250 million) to establish the Nobel Prizes, to be awarded annually to those “who during the preceding year shall have conferred the greatest benefit on mankind” in the areas of medicine, chemistry and physics, literature and peace. (Economics was added later.)

Large philanthropic gifts to science were rare in Nobel’s day. Moreover, establishing annual international prizes in any field was novel. Also, controversial, because some of the prizes were distributed outside of Sweden. He did it anyway.

Nobel’s attempt to salvage his reputation was ultimately a success … and a model for other men of great wealth who followed.

Ever Wonder Why So Many Computer Voices Are Female?

2011-11-03T16:24:00.001-04:00

The new iPhone’s voice-activated feature called Siri is designed to answer questions in a part-human, part-robot voice that CNN reporter Brandon Griggs describes as “deep, briskly efficient and distinctly female. (At least in the U.S. and four other countries. In France and the UK, Siri is male.)” Interestingly, users refer to the Siri app as “she,” not “it.”

Why are so many computer voices female?

One reason is biology. Scientific studies have shown that people generally find women's voices more pleasing than men's.

Another reason is history. According to some sources, the use of female voices in navigation devices dates back to World War II, when women's voices were employed in airplane cockpits because they stood out among the male pilots.

The third reason is “typecasting.” Telephone operators have accustomed people to accepting help from a disembodied female voice.

Says CNN’s Griggs, “Voices of authority or menace tend to be male: the homicidal HAL 9000 computer in ‘2001: A Space Odyssey,’ the computer program in ‘WarGames,’ or Auto, the spaceship's autopilot function in ‘Wall-E.’ More subservient talking machines, such as the onboard computer from the ‘Star Trek’ TV series, skew female.”

Who knew?

Game 6: Dare to Dream

2011-10-31T13:21:00.001-04:00

It was the greatest baseball game I have ever seen, and one of the most inspiring experiences I have ever had. I am referring to Game 6 of the World Series on October 27, when the St. Louis Cardinals beat the Texas Rangers 10-9.

What made this game so memorable? Further, why is it even worth a blog that is traditionally focused on communications?

Here’s why. This was a role-model game because of what it communicated: the importance of never giving up — and no matter how down and out you may be …and no matter how often — you can overcome a deficit if you have the will and the drive to win. Others have commented about this event: The team refused to die! It was surreal! The multiple comebacks were beyond belief!

What inspired me so? Here is the backdrop leading up to the now famous Game 6. The Cardinals were 10.5 games behind the wild card leader, Atlanta, with slightly over a month to go in the season. For those not familiar with baseball, that is huge. The Cardinals went on an amazing winning streak and then conquered both the Phillies, possibly the best team in baseball, and the Milwaukee Brewers in successive championship series after losing the first game of each. As Game 6 approached in the best of 7 classic, Texas had won three games and the Cardinals two.

Texas could have wrapped it up in Game 6. And Texas was within one strike of winning the series in two successive innings where, with two outs, if the batter had swung and struck out, the game would have ended and Texas would have been the new champions. This is the first time in World Series history that such had happened twice. But the Cardinals came through in each of those situations, producing tying or winning runs. FIVE times Texas jumped ahead of the Cardinals and FIVE times the Cardinals came from behind to tie or leap ahead. The last was a home run which broke the dam and led to the victory! The next day the Cardinals went on to take Game 7!

Was the five-time comeback a record? Who knows? But it was one of the best examples of what must be done to win when the tide has turned against you. It is hard to imagine the energy and belief in self that had to be mustered to sustain the drive that made the St. Louis Cardinals World Champions in 2011. This is a game that should be replayed in every class that is taught on the art of winning.

Obama's Gibbs on Social Media

2011-10-27T16:47:00.002-04:00

“It’s all about the individual!” noted Robert Gibbs, former press secretary to President Obama. He was addressing the value of social media at the Council of PR Firm’s Critical Issues Forum held today in New York City.

“You need to give the time, energy and resources that are required to move the social media dial forward,” but establishing relationships with each individual is worth every inch of it. Gibbs was one of the leaders of the famous social media campaign that helped build the Obama groundswell in the 2008 presidential campaign.

“To establish these relationships requires lots of individual attention. But we need a community of people to say good things about us, and that must be cultivated gradually. That is the only way to get people to feel invested.

“At the same time there is a major advantage for us as well as the voters. It allows both to get information before others have it. We get keyed in on concerns that come out through the conversation,” Gibbs pointed out.

He cited critical rules in social media engagement: be transparent, offer something unique in the conversation, listen carefully and react to what you hear. Gibbs said that Obama will have a bigger staff on social media in the upcoming campaign than he had in the White House.

“Social media enables us to get people to tell us their stories, and if they permit, we can use those stories as validators of larger themes we need to get across, “he advised. “In fact, 2012 will be known as the Twitter election!”

Gibbs concluded that while it used to be that social media was an after-thought after all other techniques were taken care of, today it is the first structure the campaign sets up. Starting at the grassroots level is critical.

The “Occupy Wall Street” Communications Gap

2011-10-24T16:23:00.005-04:00

One of the principles of good communications is — communicate. Be strategic and be clear. Right now, the Occupy Wall Street (OWS) movement, which is spreading throughout the U.S. and the world, has something to say to business and government, however mushy its goals and confusing its messages. Business and government, however, are not communicating back.

The question is why? Further, if they did respond, what should they say or do?

People only protest when they are frustrated and the normal processes are not working. Perhaps there is no response because the message is not clear. But one point the protesters have made clear is that they are “the other 99%,” separated from the moneyed 1%. Whether you agree with it or not, the message stresses extreme income inequality in a challenging economy with a 9.1 % unemployment rate. Further, those listening should have seen enough surveys of the public that show substantial agreement with what they believe the goals of the OWS movement to be. A survey mentioned in Saturday’s New York Times article, “Occupy-apalooza Strikes a Chord,” revealed that 54% of Americans polled approve protesting against policies that favor the rich, the government’s bank bailout and the influence of money in our political system; 68% felt the rich should pay more in taxes; and 79% felt the gap between the rich and poor in the U.S. is too large. These findings are substantiated by other research.

Perhaps there has been virtually no response because business feels the constituency participating is too small, and therefore not worth paying attention to. Also, many in leadership financial firms have derided the participants as a bunch of hippies, college kids and ragged individuals who have nothing better to do with their time. And they might further diminish the worth of this group because of those joining the protests who are unaware of the economic mission and simply see it as a cool thing to do…a 21st century version of Woodstock at Zuccotti Park.

Regardless of the reasons, business and government are making a mistake not responding, just because of the growing size of the group and the media attention they are getting. In the same way that people were individually affected by the military draft during the Vietnam War protests, today’s taxpayers have been individually affected by the bank bailouts and the mortgage crisis. The Vietnam War protests grew exponentially, bringing significant social changes and, if nothing else, ended the draft and brought down a president. The current protests will pick up speed the longer there is no response.

While a handful of business leaders have come out in support of the OWS group, such as the CEOs of GE, Citibank, PIMCO, Wells Fargo, Starbucks and others, that is less important than their willingness to engage and discuss.

A blog written by E.D. Kain on the Forbes website stresses that “Corporate America has done a lousy job” marketing and explaining “the benefits of a market economy.” Business leaders, in particular, he says, need to engage “honestly…and sincerely,” addressing the protesters’ frustrations on points of genuine concern. That’s half the battle.

The Broadcasters’ Speech

2011-10-20T17:47:00.001-04:00

Should one expect flawless spoken English on America’s national broadcasting networks? Does that mean no accents, no minor speech disorders, proper pronunciation and so on?

The answer is No! Last Sunday, I was watching the weekly CBS show, “Sunday Morning” – a magazine program that includes features and monologues. Two of the reporters had lisps. Whereas years ago that would have been perceived as an intolerable imperfection, today it is seen as a reflection of an inclusive society. It is a society where people with a variety of backgrounds and speaking styles help us understand the real world. That doesn’t mean that today’s reporters shouldn’t do their best to speak well.

Significantly, Tom Brokaw and Barbara Walters, both pillars of the U.S. television news industry, swallow their Ls. They are certainly role models and have become superstars – and are more representative of their audiences. Today’s broadcasts feature people of diverse backgrounds, cultures and styles.

We need to celebrate that!

Brand Durability Challenged

2011-10-17T15:58:00.006-04:00

It's dependable. You like it. It's you. It looks good! And it works! What is it? It's a brand. Like Ford or Mott's or Coca-Cola or Apple or any other brand that has been around for many years. You feel a connection with and loyalty to it.

Nevertheless, as styles and standards change, new products enter the market that challenge the modernity of the pillar brand, and the consumer thinks, ”Maybe I ought to try that.” When that happens, should the brand with stature update itself to better compete, or trust that consumers will stand by their previous commitment? In fact, change may threaten a longstanding customer relationship.

Recently, The New York Times addressed this topic via the latest craze in frozen yogurt retail stores: self-service, tart-tasting products and more flavors … all served up in pristine white environments accented by bright colors. These chain stores are proliferating under such names as Red Mango, Swizzles, Pinkberry, etc. In contrast, the newspaper cites the experience of the Bigg Chill, a traditional, 21-year-old frozen yogurt store that has few of the "with it" attributes of leading-edge yogurt shops. No cool interior — in fact, somewhat old-fashioned. No tart tastes or self-service. And no chain store strategy. Yet, surprisingly, customers stand in line every night to buy the coveted product.

Nevertheless, the owners considered altering their product line and remodeling the store, but decided against it. They decided they had a great thing going and were reluctant to dramatically change the brand. They would add some flavors, including a tart one, and otherwise stay put. The long lines continue -- and the Bigg Chill may be beating out their new competitors, based on a slight brand refresh.

So what conclusions do we draw from this?

Don't take brand heritage for granted. Authenticity can trump flash. Credibility, quality and consistency continue to be valued by customers, particularly during tough economic times.

Look before you leap. Coca-Cola tried a total brand update with New Coke and fell on its face. The brand value of the older product superseded everything else. GE changed its tagline (from “we bring good things to life” to “imagination at work”), but kept its classic — some might even say “old-fashioned” — logo. As much as consumers are attracted to the new and exciting and may sample them for a while, they often return to and stick with the product that offers them reliability, comfort and a heritage of satisfaction.

Remain open to new opportunities. Be on the lookout, via competitors and general research, for new thinking that may influence or enhance a longstanding favored brand. A refresh can stimulate business. Figure out which brand elements consumers are attracted to and keep them. Since consumers generally gravitate to where value is the greatest, be cognizant of the underlying attributes that will enhance value. In other words, don't throw the baby out with the bath water!

Challenging Censorship

2011-10-13T16:23:00.003-04:00

September 24th through October 1st was “Banned Books Week,” an annual event during which hundreds of libraries and bookstores in the U.S. draw attention to the problem of censorship by mounting displays of banned and challenged books. (A challenge is not about a member of the public or a group of people expressing their dislike of a book; rather, it’s an attempt to have certain books removed from a library or school curriculum, to “protect” others, usually children, from certain ideas and information. A ban is when an organization – e.g., a library – chooses to officially identify a book as one that is harmful to read, and it is removed – or banned.)

The American Library Association (ALA), which tracks challenges to books in schools and libraries, reported nearly 350 challenges in 2010 … and that was just the tip of the iceberg. Seventy to eighty percent of challenged and banned books are never reported, according to the ALA. More than 11,000 books have been challenged since 1982.

Neatorama has published a list of 12 books that have been banned by certain groups in the U.S. They’re pretty astonishing. While I deplore ALL books being banned, in my opinion, the following seven are among the most shocking books to have been banned:

1. Fahrenheit 451 by Ray Bradbury: A dystopian novel about a future in which people ban and burn books.

2. The Adventures of Huckleberry Finn by Mark Twain: Banned for the use of the "n" word, despite the fact that Mark Twain used that incendiary word precisely to illustrate how bad it is.

3. The Diary of a Young Girl by Anne Frank. Despite her experiences (and her ultimate fate), the remarkable teenage author still believes in “the basic goodness of mankind.” Banned by the Alabama State Textbook Committee in 1983 for being “a real downer.”

4. To Kill a Mockingbird by Harper Lee. One of the best books I ever read -- this book was banned because of its use of the “n” word and for “promoting white supremacy.”

5. The Harry Potter Series by J.K. Rowling. Described as one of “the most banned books of the past decade,” the Harry Potter series was probably the one book series that got kids reading again.

6. Sleeping Beauty. This fairy tale was banned from some libraries “for promoting witchcraft and magic.”

7. The Grapes of Wrath by John Steinbeck. Banned for “vulgar language.”

I say, “Read a banned book and celebrate one of our most important freedoms: the right to read.”

________________________________________

Launched in 1982, in response to a sudden surge in the number of challenges to books in schools, bookstores and libraries, “Banned Books Week” is sponsored by the American Booksellers Association, American Booksellers Foundation for Free Expression, American Library Association, American Society of Journalists and Authors, Association of American Publishers, National Association of College Stores, Comic Book Legal Defense Fund, National Coalition Against Censorship, National Council of Teachers of English and PEN American Center.

The Many Subtle Forms of Communication

2011-10-10T14:30:00.012-04:00

When we think of communications, what generally comes to mind is the printed or spoken word. Although there is no doubt that visuals and vibes communicate a wealth of information, I’m not sure that people are always fully aware of just how important they are.

I am. I’m acutely aware that everything we see communicates an image or feeling to us, whether through paintings, signage, logos, cartoons, stylized print, architecture, the way a room is decorated, the way people look and act and so on. I have always been fascinated by the judgments people make about others based on appearances: the way they are dressed, their physique, the way they carry themselves, the expression on their face, the quality of their voice. Sometimes all of these things are more important than what they say. And final conclusions may be drawn about them without those individuals saying anything at all.

I recall in the book and current hit movie, "Moneyball," that when Billy Beane was trying to get the biggest bang for the buck in player salaries, following the Oakland A's massive budget cut, he discovered that scouts were often choosing players based on how good looking they were - rather than on base percentage (how frequently the player gets on base), or performance.

The vibes communicated by a person’s sense of confidence or charisma also can speak louder than words. I once was in a presentation in which one of our star players, usually one of the most competent and charismatic guys you could ever meet, was disappointingly quiet — quiet enough that his point of view was not apparent. Others dominated the discussion. A week later, in a conversation with the prospect, the potential client told me that the business was ours if “that rather quiet guy” could, in fact, manage the business.

So what lessons can be drawn from this? There is a cornucopia of communications subsets that influence people’s decisions, and it is not only content, logic or the most obvious visuals. It is a holistic game we are playing. Thus, when you are putting the “script” together, you need to think broadly and consider every element in the environment, including the unspoken messages.

A Remarkable Legacy

2011-10-06T16:20:00.002-04:00

Of all the tributes to Steve Jobs that I’ve seen and read recently, this may be the best: it’s Steve Jobs’s commencement address to the 2005 graduates of Stanford University. I urge you to watch it. It’s a moving and inspiring take on success and failure, life and death and how important it is to follow your heart.

Are We Living Up to "The Pledge?"

2011-10-03T16:44:00.001-04:00

I’ve been contemplating what the Pledge of Allegiance really means and whether the values it communicates are really being upheld in these days of our “stalemate government” in Washington. One columnist I read touched on it in a couple of sentences, which made me think about it more broadly.

First, what does the Pledge say? I pledge allegiance to the flag of the United States of America, and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. The Pledge is recited by our elected officials with hand on heart in multiple ceremonies during their terms.

So what does it mean? The Pledge speaks to nationalism. It speaks to loyalty, a commitment to freedom, fairness and justice under our legal system. But it also addresses the “oneness” of our nation, our unity -- implying that we are together, that we are indivisible. It points out that there is a higher power.

Certainly I do not question the sincerity of our elected officials and their commitment to our form of government or our democratic society. Sometimes I just think they forget about the “oneness” part, that we must be indivisible. I’m not talking about physical separation, as in the Civil War. No, not at all. But I am talking about realistic compromise, the modus operandi that has carried this country forward, which is necessary to enable us to be indivisible. Today, those we elected to represent us are communicating division, contrary to what they have pledged. And this is division on a major scale. You know the examples: the debt ceiling debate, the job plan, food safety regulations, etc. Little can get done. Further, since our Pledge is imbued with nationalism, are our representatives acting in the national interest?

In a recent conversation I had with Evan Bayh, the former senator from Indiana who resigned because of the divisiveness, he told me he is pessimistic: he doesn’t see things changing for the next five or six years.

I urge those we sent to Washington to lift their sights and support what is so fundamental to our nation’s success.

Brand Über Alles*

2011-09-29T10:08:00.005-04:00

Integrated marketing? Says who?

The history of marketing is the history of silos. What do I mean by that? Every marketing segment has its own silo within the corporate structure of many of the largest companies. Don't discuss a direct marketing problem with public relations, because they live in two different worlds... even though we may be addressing the same product campaign!

I've noticed lately that, in some companies, social media has been separated from public relations (aren't we all in the same conversation?) and advertising is certainly separate. To me, this is craziness, in light of the internet bringing everything together. Currently, the chief marketing officer in some is a unifying solution, but the position is not universal.

The unity issue was summed up in a session sarcastically titled: "Who Invited Marketing to the Communications Party?" Presented earlier this month at a meeting of the Arthur W. Page Society (a professional association for senior public relations and corporate communications executives), it undesrscored the importance of all marketing elements working together.

On the panel was Shelly Lazarus, the legendary Chairman of Ogilvy, who said "It's all about the brand - everything you do is about enhancing the brand or diminishing it. It is about integration. The CEO owns the brand, which is then implemented by thousands of people around the world. Let's eliminate the silos!"

Following the talk, I spoke with Ms. Lazarus about how to move corporate thinking away from silos to set up well integrated departments. She responded, "If there is a CEO with even limited marketing experience, I have often been able to advise him or her of the wisdom of unifying the marketing elements under one umbrella, consistent with the 'one brand' philosophy. And several have done it. So if you want this to happen, seek out the CEO."

To get there, she advised, old prejudices have to be dropped. People have to be educated. We need to change such adages as - advertising doesn't understand publicity - and vice versa. Or investor relations and government affairs are outliers, so they shouldn't be part of it. "We are all in it for the benefit of the brand. We need to understand each other."

The internet has brought integration. Recognize it. Those who don't will most likely not survive.

*Brand above everything else.

The Change Factor: A Sex Strike

2011-09-26T15:26:00.000-04:00

Public relations thrives on change. It focuses on communicating a client’s point of view, thereby creating a better understanding of the client or changing the targets’ behavior. But communications, alone, is often not enough. Many times an action is required to achieve the desired result.

For that reason, the story of what women in a violence-plagued area of the Philippines did to bring peace and restore commerce to their village is such a great one to illustrate the effectiveness of public relations.

According to CNN, many of the women in a sewing cooperative on the Filipino Island of Mindanao were fed up with not being able to deliver their products because of the violence that had closed down a main road between two villages. Obviously, they had unsuccessfully tried to convince their husbands to stop the fighting, which had gone on for many years. Finally, they came up with a new solution: withholding sex until the violence stopped. It worked. Within weeks, CNN reports, the fighting was over and the road re-opened. The newly opened thoroughfare enabled the women to deliver their goods and start to rebuild the economy.

The CNN story also notes that the idea of withholding sex is not a new one — the ancient Greek play, Lysistrata, tells the story of women who organized a sex strike to end a war between Athens and Sparta. While public relations is often considered a post-World War II profession, it has its roots in Ancient Greece!

Have We Forgotten the Importance of Mentors?

2011-09-22T16:10:00.001-04:00

In a world of 140-character communications, where relationships have been redefined as “followers,” face-to-face communications are at a premium. That is why Makovsky focuses on mentoring, an important in-person communication that fosters growth. Relationship building is critical here and a core service we provide for clients.

According to Webster’s Dictionary, a mentor is a trusted counselor or guide – someone who tutors or coaches someone. But a recent discussion at Makovsky’s Leadership Management Committee, composed of vice presidents and up, revealed that a mentor is seen as much more. The mentor-mentee relationship develops, some felt, because the mentor has a unique chemistry with the mentee, believes deeply in his/her talent and potential to rise to high levels and conveys those feelings to the mentee. The mentor establishes a vision for the mentee.

Are teaching and managing the same as mentoring? Should everyone have a mentor? One opinion was that everyone needs and deserves to be taught and managed, but the mentor-mentee relationship develops naturally. Another felt that a mentor-mentee relationship can develop through effective teaching by managers who see positive development in those being managed. One small win after another builds and enhances that relationship.

A good mentor works closely to develop the mentee and creates an environment where the mentee feels free to ask any question or express any concern. The mutual appreciation breeds loyalty on the part of both parties, fosters organizational growth and enhances employee retention.

I’ve been very fortunate throughout my career to have had the support and attention of some very talented mentors, including the late Phil Dorf and Kalman Druck, two of the great leaders of our industry. I want everyone in our organization to have the same good fortune!

Workforce Economics: Problems and Solutions

2011-09-19T14:27:00.005-04:00

Jonas Prising
Manpower Americas

At a recent Swedish American Chamber of Commerce luncheon in New York, Jonas Prising, President of Manpower Americas — a world leader in employment services, with 4,000 offices in 82 countries — addressed the workforce challenges facing the U.S., in particular, and some other parts of the world in today’s fragile economy.

I found his observations insightful, regardless of what industry you are in; and I believe that all of them need to be communicated to business and government leadership, as only a working partnership between the two will resolve these issues.

According to Mr. Prising, the forces that are driving the world of work right now include:

TALENT AND SKILLS MISMATCH — There is a disconnect between the talent and skills business is demanding and what is available in the labor pool.

DECLINING POPULATION — Many countries are experiencing declining populations, and plans need to be put in place to make sure there are replacements for an aging workforce.

THE EDUCATION FACTOR — Too many young people are taking college courses that do not translate to employment. To add another point to Mr. Prising’s, inadequate education rears its head in another way: only 70 percent of students nationally graduate high school on time and 1.2 million drop out annually, according to a 2008 Associated Press story.

UNEMPLOYMENT INCREASES AS POVERTY RISES — The greater the number of people living in poverty, the greater the unemployment. (No doubt, the reverse is true as well.) In support of Mr. Prising’s point, I cite the report issued by the U.S. Census Bureau on September 13, 2011 which found that our nation’s official poverty rate in 2010 was 15.1 percent, or 46.2 million living in poverty, up from 14.3 percent, or 43.6 million, in 2009. Of course, we are all familiar with the unemployment figures. But Prising notes he does not believe the U.S. will ever return to 5 percent unemployment.

Despite the great economies in the BRIC (Brazil, Russia, India and China) countries, they have many of the same problems we do, Prising said. But he noted that China deals with its talent/skill mismatch problem by simply decreeing which subjects it wants taught to resolve that problem. He also added that Chinese workers generally get a 25 percent wage increase every time they switch jobs, if they have the right skills.

As many others have, he cited our outsourcing manufacturing and call centers to other countries as a primary reason for the employment issue here and feels it is important to move those jobs back. Among the solutions, he stressed that the U.S. needs to increase the number of people with skills in science, technology, engineering and math, invest more in R&D, and solve the skills/needs alignment issue.

There is cause for optimism that all of this can be resolved if business and government leadership communicate and collaborate to make change happen.

How Great Entrepreneurs Think

2011-09-15T15:50:00.004-04:00

In the world of business, there are great entrepreneurs and great corporate executives. What distinguishes one from the other?

Saras Sarasvathy, a professor at University of Virginia’s Darden School of Business, tested some of the best minds in American business and found that entrepreneurs and corporate execs have different ways of thinking.

Sarasvathy met personally with all of her subjects, presenting each with a case study about a hypothetical start-up and 10 decisions that the founder of such a company would have to make in building the venture. Then she switched on a tape recorder and let the entrepreneur talk through the problems for two hours. According to an article in Inc. magazine earlier this year, Sarasvathy concluded that:

Master entrepreneurs rely on what she calls effectual reasoning. Brilliant improvisers, the entrepreneurs don’t start out with concrete goals. Instead, they constantly assess how to use their personal strengths and whatever resources they have at hand to develop goals on the fly, while creatively reacting to contingencies.

By contrast, corporate executives use causal reasoning. They set a goal and diligently seek the best ways to achieve it. Early indications suggest the rookie company founders are spread all across the effectual-to-causal scale. But those who grew up around family businesses will more likely swing effectual, while those with M.B.A.’s display a causal bent. Not surprisingly, angels and seasoned VCs think much more like expert entrepreneurs than do novice investors.

It’s an interesting theory…but I’m not sure I’m totally convinced.

9-11: Crisis Communication at Makovsky

2011-09-12T16:34:00.008-04:00

The first plane struck. One of my colleagues was alerted to it via cell phone by his secretary. We turned the TV on and then off — assuming it was an unbelievable accident. Our meeting resumed. Twenty minutes later the phone rang again. We switched on the TV again, but this time the large conference room — filled with several industry leaders on the Council of PR Firms' Management Committee, which I led — decided to disband.

What was going on? Our initial feeling that this was a bizarre accident suddenly changed after the second tower was hit. Were we at war? That thought seemed too far-fetched. As the committee filed out, the office manager walked in. “People in the firm are concerned,” she said, “about what to do and where to go.” I had no immediate answer. As head of the firm, I knew I had to communicate to our nearly 70-person team. But the thoughts and words were not coming. And I was on edge, if only because I didn't know what to do.

Thinking fast, I suggested that one of our team go down to the police station around the corner. Perhaps the police could provide some recommended actions. Until I got that information, I asked my assistant to gather our leadership for a meeting in my office. While that message was getting out, I walked from office to office reassuring employees that we were trying to come up with solutions — and would have a firm-wide meeting in the large conference room shortly.

The police advised that everyone stay in their offices … and stay off the streets. There was trepidation among the troops — was the office really the best place to be? Employees wanted to go home, but we were not sure if subways were running, plus there could be a danger in going out, as the police had told us. Our leadership suggested we bring food in for lunch and a supply of dry foods should we have to stay longer. We also decided to book hotel rooms for everyone in the firm.

We had a firm-wide meeting and all of this was communicated. As the day wore on, we discovered that the subways were running. Even though we succeeded in booking rooms for all — and it was a considerable challenge — the firm started emptying out around 2:30pm. By 3:00 you could've heard a pin drop. We were closed the next day.

The Surprise Idea!

2011-09-08T15:45:00.007-04:00

There is nothing like a big, old-fashioned creative idea to “save the day” — or save a business. And a Canadian library has come up with one. It is so logical that you think to yourself, “Why didn’t I — or at least some brilliant American librarian — come up with that?” And I trust you can hold for a few seconds until I tell you what it is.

As the headline on one article in the U.S. noted: “Shhh! That’s the Sound of Libraries Closing.” Obviously, that is not the big, creative idea! But it does appear to be a trend in the U.S.: libraries either closing or navigating massive budget cuts. Just at a time when people out of work need libraries for retooling, learning how to put resumes together and capitalizing, in many cases, on free internet use, budget cutbacks and scaled-back hours are seen as the only option.

One Canadian library — the Surrey City Centre library in British Columbia came up with a value-added idea to invigorate service: tap people for knowledge as well as books. It has gathered a group of volunteer experts on a variety of subjects and has created a system to put people in touch with knowledge seekers in those areas. Whether you want to practice your Spanish or compare notes on an illness, the library will put you in touch with the right person. Once in touch, you meet in the library itself, keeping the “business” all under one roof!

That’s an idea that could also reinvigorate the business model of libraries (or increase the passion or size of the customer base) without incurring huge costs. Libraries could also start a fee service for the “knowledge experts” side of the business — which could help stimulate revenues, even more radically changing the model. While libraries have always been known for knowledge through books, the skilled people side of the equation is a natural fit. Why read a book on African Violets, when you can talk to an expert on them?

Another Great Communicator

2011-09-01T11:16:00.000-04:00

Every now and then, one sees a near flawless communications effort from leadership. Like him or not, Obama — the candidate — was a great communicator. And President Ronald Reagan, the President — for good reason — was tagged “the” great communicator. But now comes the Mayor of New York City, who must be singled out for his thoughtful, sensitive, direct and timely communications about the actions the City needed to take to ward off the potential dangers from Hurricane Irene.

Bloomberg had a massive mobilization job to do — and the safety of the population was uppermost in his mind. He had shockers to announce: halting all mass transit, which had never been done before; evacuating New Yorkers who lived in coastal or low-lying areas; arranging for shelters to house the evacuated; heavying up on police in key areas to make sure the public was cooperating; and being available multiple times a day for press briefings and Q&A sessions with reporters.

Bloomberg appeared unflappable and totally in control. His pitch, pacing and modulation were effective and serious. His mantra was ”Better safe than sorry.” He exhibited a sense of calm that gave us all confidence that the wheels were turning in the right direction. It was apparent that he was in on the planning, and he had mastered the plan. Then he communicated what he knew so well. His delivery distinguished him from so many who are just “readers.”

Overall the public gave him the benefit of the doubt, despite the cry of some that he was overreacting. We knew that he knew better.

Charitable "Gifts?"

2011-08-29T11:49:00.000-04:00

There is nothing that I love more than marketing — that is, if it is appropriately applied. Companies do it to sell product. People do it to sell themselves. Entrepreneurs do it to build businesses. Many companies retain Makovsky to do it on their behalf for a variety of reasons.

To be effective, marketing programs need to fit the subject like a glove fits a hand. To do otherwise would make the customer feel uncomfortable, which would have the exact opposite effect that any organization would want. So you have to ask yourself why any company -- or any non-profit -- would even consider making the customer feel uncomfortable.

I am asking myself that question right now. It is clear to me that charitable organizations need to market in order to raise funds to do research or help solve problems that will meet the objectives of their charities. But does the marketing glove fit the hand? I don’t have statistics on this, but I'd say based on my experience that too often it does not.

In my household we continue to receive from various charities incentives to donate money. And the list of these incentives is mind-boggling. Here are some examples: notepads and greeting cards, mailing labels, key rings, prayer cards, backpacks and shopping bags, wrapping paper, personalized pens, mini-blankets, water bottles … even cash. On a big mailing, this could amount to tens of thousands.

As someone who donates a considerable amount of money to a wide range of charities, I have to say that I am very put off by this strategy. It makes me an uncomfortable customer! Why are charitable organizations seeking donations by spending badly needed funds on gifts for their donors? What a waste! Isn't the cause itself an incentive for donating? These items are not marketing investments -- they are unnecessary debt. What a poor management! Any thoughtful donor would think twice before giving money to a poorly managed organization because of the possibility that the nonprofit might misapply the donation.

Need I say more?

CEO Behavior in Trying Times

2011-08-25T09:58:00.001-04:00

I had the good fortune of hearing Richard D. Parsons, Chairman of Citigroup, talk about CEO behavior in trying times at an Arthur Page conference I attended several months ago. Dick made some considered points about how CEOs should act in public … whether or not they are comfortable serving as “face of the company.” Here are a few questions asked and the answers he gave:

Q: Why is there a tendency among CEOs to go dark — from a communications standpoint — when things are not going well?

A: They are people, just like the rest of us. Many CEOs come out of finance and the engineering side of the house and are not especially communications-oriented. In communications, you have to put your face on the problem — it’s part of the job. Ducking it will not make it go away. It’s like my grandchild putting his hands over his eyes and saying, “You can’t see me!” Some CEOs are not comfortable in the communications space, and they need a surrogate.

Q: What are the most important rules of the road in a crisis?

A: #1 -- Don’t lie. Everything will ultimately be known.
#2 -- If you don’t know, don’t say. The CEO inevitably becomes the embodiment of the problem and people will ask themselves, “Do I trust that person or not?” What do you do when you are being truthful and people don’t believe you? Tell them the reason why you have confidence in what you are telling them.

Q: How do you measure progress in trying times?

A: My best indicator is how people inside the organization feel. I like to walk around and ask people how they feel. You can get a lot from that. Are people happy, nervous, etc.? Go out with them, and they will see the leadership is okay — then they will be okay. If you can’t get a problem “settled down” inside, you have no chance of resolving it on the outside.

If You’ve Never Failed, You’ve Never Lived

2011-08-22T16:12:00.000-04:00

One of the great anthems of my youth was the Rolling Stones’ song: “You Can’t Always Get What You Want.” Truer words were never sung.

Setbacks are a normal part of life. What matters is how you respond to them.

Napoleon Hill, one of America’s first and greatest writers on the topic of success, said: “One of the most common causes of failure is the habit of quitting when one is overtaken by temporary defeat.”

The antidote? Patience and perseverance … regardless of the obstacles in your path.

Let me share a snippet from my very own first job.

My first assignment was to write a press release. I gave the initial draft to my boss, who took up a pencil and — with two vicious slashes — cut the paper to ribbons, while shouting: “This is awful! Garbage! Do it over! Do it right!” I rewrote the draft and brought it back to him. Five more times. Each time he tore it to bits, excoriating me for my “ineptitude.” I was near tears — and close to quitting — when a co-worker suggested I give the boss my first draft. “Maybe he’ll approve it this time,” she said. I took her up on her suggestion … and he did!

There is a GREAT little inspirational video on YouTube whose theme is “If you’ve never failed, you’ve never lived.” It features a number of immensely accomplished people who, at some stage in their careers, found themselves — as Napoleon Hill puts it — “with at least one foot hanging well over the brink of failure.”

They ultimately achieved great success by viewing defeat as a temporary state and responding with tenacity, hard work and an abiding faith in themselves.

It may be trite, but the old adage is true: “If at first you don’t succeed, try, try again

Cameron vs. Murdoch: Who Wins?

2011-08-18T16:47:00.000-04:00

In a crisis, timing is everything.

Note how rapidly Britain’s Prime Minister David Cameron responded to the News Corp. telephone hacking scandal and, more recently, the riots in London. Now compare that to Murdoch’s crisis responses.

While the threats to each are admittedly of a different order of magnitude, Cameron has consistently been a step ahead of events. He called for the resignation of Rebekah Brooks and the voiding of Murdoch’s efforts to acquire majority stake in BSkyB before the opposition Labour party could turn these issues against the Conservatives. He has effectively attacked when necessary, noting that many of the allegations occurred under Labour party leadership.

On the other hand, Murdoch has been consistently slow and reactive: he dallied on Rebekah Brooks, parting ways only when public outcry against her became deafening. Once departed, she was promptly arrested. Murdoch apologized only when public outrage had crested. He now appears to be waiting too long to deal with his son James. This all creates the image of a man moving reluctantly in response to public outcry, taking piecemeal measures rather than acting resolutely based on a strong internal moral compass.

In short, Murdoch needs to get out in front of events. Not doing so has been his principal failing to date. He even delayed the announcement that he would not step down, despite calls for his head for weeks.

Appearances Can Be Deceiving

2011-08-15T14:24:00.001-04:00

One of the first things a good PR person learns is “appearances can be deceiving.” That’s why we spend so much time “digging” beneath the stories our clients (and their adversaries!) tell us. It’s why — if we’re good at what we do — we never take anything at face value.

Well, how about this picture? Who do you think these people are? Do you recognize them?

In fact, these are the seven original Mercury astronauts.

The photo was taken in 1960, while they were undergoing survival training at Stead Air Force Base. The purpose was to prepare the astronauts for a possible emergency landing in a remote area. During training, they all grew beards and used parachute material to fashion parts of their clothing.

Pictured from left to right are: L. Gordon Cooper, M. Scott Carpenter, John Glenn, Alan Shepard, Virgil I. Grissom, Walter Schirra and Donald K. Slayton. Here’s how we’re more accustomed to think of them.

Via Neatorama.

SHOULD S&P BE DOWNGRADED?

2011-08-11T16:17:00.000-04:00

How do you feel about Standard & Poor's decision to lower the U.S. debt rating from AAA to AA+? I am extremely distressed -- for many reasons.

First, I challenge the idea of any private body setting itself up as an arbiter of which countries or organizations are creditworthy or not, unless every person on its decision-making board has its resume published widely and there is proof that each individual is qualified and totally clean -- based on security checks. It takes a large dose of audacity and chutzpah to announce that the group of "deciders" must remain secret to protect the integrity of the decision and the organization.

Next the track record of the rating group must be published with every decision, so its analytical skills can be reaffirmed. Have its ratings been correct in the past? This is not a case where batting even .400 works. For a rating agency to have stature, it must bat close to 1000. The S&P rating on the U.S. wreaked havoc in financial markets all over the world, and millions lost billions. And yet without looking too deeply into S&P's past, we find that this so-called "ruling body" is none other than the group that gave triple A ratings to banks issuing subprime mortgages -- the prime cause of the financial crisis. Likewise it gave AAA to Lehman Bros. just before that company went under. With a track record like that, S& P should have been restricted by the SEC from issuing further ratings and the backgrounds and political independence of its "judges" checked. This, in its own way, is a bigger travesty than the Madoff scandal -- as more money was lost between the financial crisis and the recent downgrading.

S&P knows its reputation is sullied and must regain credibility. Was there any effort to do this after everything went bust? I never saw a mea culpa. I never heard of programs to clean up its act internally and revitalize its staff. Nor were there authority-building op-eds or white papers. So, as I see it, this anachronistic group saw a long delayed opportunity to rebuild its credibility -- or so it thought -- with a single stroke that would garner headlines around the world.

The unsophisticated would bow down. Some of the more knowing might think the wake-up call was worth it. But many, many others would recognize the ploy. Once the debt ceiling was raised -- plus the variety of options available to the U.S. to cut spending and raise revenues -- default was not in the cards. Hopefully, the SEC has been given a wake-up call about setting standards that ratings agencies must meet.

India's Challenge

2011-08-08T15:13:00.006-04:00

36th Anniversary Leadership Summit
The US-India Business Council is dedicated to building commerce between our two nations. A few weeks ago I attended its annual conference in Washington, DC , and I went in wondering if the perception of India as a stupendous, rapidly rising economic opportunity was consistent with the reality, in view of the hurdles that nation must overcome. Short of the infrastructure and governance challenges I have read so much about, I wanted to learn more directly from its leadership – and ours — rather than just reading a brief overview of India’s projected economic future in a business magazine. Further, I was interested in how the India-U.S. relationship is faring …and where the U.S. can be more helpful.

Makovsky + Company became a member of the USIBC about six months ago because of our interest in capitalizing on Indian growth. We have joined forces with our IPREX partner in India, Concept, which is headquartered in Mumbai, to provide communications services to companies in the U.S.-Indian corridor.

Here are some of the facts and forecasts about India that I learned from the likes of India’s Minister of Commerce and our own Under Secretary of Commerce for International Trade:

• Twenty percent of the world’s population currently lives in India. Its huge population represents an outsized workforce and massive purchasing power. By 2050 India will be the third largest economy in the world.
• The most unique thing about India is its spirit of entrepreneurship, particularly in the software and life sciences area. It boasts the biggest generic pharma sector in the world.
• Indian immigrants in the U.S. have established more tech firms than any other immigrant group. They employ 800,000 people here.
• India currently needs $7 billion in outside investment.
• India’s biggest trading partner is China.
• Despite the fact that it is our largest trading customer — with exports doubling in the past 5 year to $5 billion — India needs to greatly deepen its trade with the U.S.
• There will be a huge demand for cars and it is a potential center for electrification.
• India’s economy was dynamic while others were experiencing the financial crisis. The country is currently experiencing 30 percent annual growth.

With all of these pluses, inflation is currently hurting the Indian economy. And there are significant barriers to additional U.S. investment in several Indian sectors, including banking, education, manufacturing and legal services. For example, U.S. law firms are banned from having offices in India; and in manufacturing, there are legal hurdles to overcome. Further, if India does not improve its infrastructure (construction of roads and highways, electricity generation, etc.), it will significantly impede growth. The country badly needs investment in this area.

In addition, India’s ruling Congress Party has been beset by a wave of corruption scandals that have weakened its ability to pass much needed economic reforms to lessen trade and investment barriers. A reputation for governance issues and corruption stifle investment.

Education in India is another potential stumbling block and another area for greater collaboration between our nations. India has a need for more schools and educational institutions and the U.S. can help, particularly in the area of higher education and narrowing the skill gap that will help foster growth.

A new bilateral trade agreement will help unlock the potential for this relationship, termed by President Obama as this century’s defining one for the U.S. Both sides appear to be moving in the right direction. Traveling to India recently, U.S. Secretary of State Hillary Clinton said, "Each of our countries can do more to reduce barriers, open our markets, and find new opportunities for economic partnership."

We agree. Greater cooperation will unlock those opportunities, which also create opportunities for those of us in the communications business.

The Media Choice of the Affluent

2011-08-04T16:09:00.001-04:00

It is rare that I write a blog that just re-emphasizes what someone else has said. However, in this case, a survey just passed my desk that’s worth pointing out. With all due respect to the buzz on social media and its growing importance, here comes research that says that “among affluent Americans, print media is tops."

The key point is that, when asked how they read magazines, 93% of affluent respondents (i.e., those making at least $100,000 in annual household income), said they read hard copy print versions --in contrast to less than a third who read them on computer. No other format garnered more than 10 percent Note the chart below. Almost the same picture was true for newspapers.

The survey conducted 1000 online interviews … and keep in mind that this group involves the 20% of Americans who account for about 60% of US income and 70% of US net worth. The study, conducted by Ipsos Mendelsohn via its Mendelsohn Affluent Barometer, appeared in Ad Age on August 1.

In an earlier survey, a similar pattern emerged. When affluent Americans were asked how they follow a major news item, such as the death of Osama Bin Laden, network TV topped the list, cited by 70%, while 40% cited printed newspapers.

For those of us in the communications business whose clients must reach affluent targets, this is important information to consider when plotting campaigns. Nevertheless, my hunch is that we will see a dramatic upward shift in the online ratio among the affluent within the next couple of years.
The truism is that no media channel ever disappears – it just may change form. We’re still listening to the radio, more music, sports and news than dramas, comedies and soap operas. Newspapers and magazines, while appearing to be in their twilight, will survive. So will TV. None of the media channels will die; they will just evolve. The internet is just the latest iteration. But it is the first one that merges all of the previous communications channels and still stands to revolutionize our lives in its own right.

The 2nd Most Stressful Job: Another Opinion

2011-08-01T16:30:00.002-04:00

My son, Evan, challenges the recent survey conducted by CareerCast.com that I ran in my July 21 blog, which noted that public relations was the second most stressful field among a group of ten cited.

However, even when the methodology is solid, you can sometimes find good reasons to argue with the conclusion.

While Evan's experience is broadcasting rather than public relations, he works with major league team PR professionals and has a degree in communications. Now his point of view:

PR is not the 2nd Most Stressful Job

With all due respect to public relations, as I am in sports radio (aka “meaningless banter”), public relations, in my opinion, is not the second most stressful job. It's not even close.

I believe an ER surgeon is facing more "real" consequences, especially in dire circumstances, than a PR practitioner. An EMT worker performing CPR on someone who's not breathing, or trying to revive them with paddles, is experiencing more stress than anyone — no matter how sensitive, compared to a job that, for example, includes making sure that a press release is sent by 11:59 AM. The same goes for a heart surgeon, and many others in the medical field, or other fields dealing in life or death circumstances.

As a reminder, here are the "10 most stressful jobs," according to CareerCast.com:

1. Commercial airline pilot
2. PR officer
3. Corporate executive
4. Photojournalist
5. Newscaster
6. Advertising account executive
7. Architect
8. Stockbroker
9. Emergency medical technician
10. Real estate agent

This is not a swipe at PR either. I think unless you're a "war journalist," a journalist should not be on this list …although, admittedly, there are most likely other news assignments that make this field a stressful one. The whole list otherwise — besides #1 (commercial airline pilot) and #9 (EMT) — hardly makes sense.

No other job on there is as stressful as a firefighter. Maybe firefighters are more equipped for stress, thus it's less stressful. But I doubt going into a burning building is less stressful than doing a Coca-Cola ad campaign (#6).

I don't see engineer on this list either. They just happen to design the planes you fly on and the bridges you drive across. This is not an assault on PR, it's an assault on how bogus, and more amusing than anything else, this list is.

At least number one is believable.

A Shining Example of Communications at Its Very Best

2011-07-28T13:08:00.009-04:00

Last week, Norway was rocked by a double act of horrendous violence by a home-grown terrorist. It was a moment that cried out for inspired communications and Prime Minister Jens Stoltenberg hit it out of the ballpark.

At a memorial service in Oslo Cathedral on July 23, Stoltenberg — visibly grieving, but unbowed by the tragedy — led the nation in an affirmation of its values. You can read a transcription of the full text of the speech here, but the words that will live with me always are these:

“Amidst all this tragedy, I am proud to live in a country that has managed to hold its head up high at a critical time. I have been impressed by the dignity, compassion and resolve I have met. We are a small country, but a proud people. We are still shocked by what has happened, but we will never give up our values.

“Our response is more democracy, more openness, and more humanity. But never naivety.”

Our hearts go out to the friends and families of the victims in Oslo and on Utøya and, indeed, to all the people of Norway as they deal with this terrible tragedy in the days and weeks to come.

What I Would I Do If I Were Murdoch

2011-07-25T15:04:00.002-04:00

For those readers who have been out of the news loop for the past few weeks, media mogul Rupert Murdoch shut down News of the World — his highly successful U.K. tabloid with a paid circulation of nearly three million — because of widespread public outrage over revelations of phone hacking, political corruption and bribery. The scandal has reached a point where it could bring down the government of Conservative Prime Minister David Cameron.

Investigations are ongoing. Murdoch and his huge media empire are clearly in trouble. Editors and Scotland Yard leadership have resigned and/or been arrested. Murdoch claimed in his recent parliamentary testimony that he had no knowledge of the hacking. An editorial in the Murdoch-owned Wall Street Journal was clearly intended to stop the reputational cancer by saying that the issues in London do not extend to Murdoch's other holdings.

Trust, which is the fundamental value that holds all businesses and their stakeholders together, is the central issue. The trust factor, in particular, impacts corporate governance and shareholder and public support. The violation of that trust could bring down Murdoch's entire global empire.

Murdoch has already taken certain actions: the company ran full-page ads across the U.K. saying, “We are sorry”; apologized to the family of a murdered teenager whose phone had been hacked; and stopped paying the legal fees of a former consultant who admitted hacking the phones of the royal family. (This tells you where this guy's head is at and reinforces the dishonesty in his parliamentary testimony when he said he was unaware of the hacking — his son, James, forthrightly admitted knowledge of the hacking.)

But poor timing has undermined Murdoch’s actions to date. That’s why they’ve had the impact of a feather pillow. He’s consistently been slow and reactive: he dallied on Rebekah Brooks, parting ways only when the outcry against her became deafening. He publicly apologized only when outrage had crested. He now appears to be waiting too long to deal with his son James. This all creates the image of a man moving reluctantly in response to public outrage, taking piecemeal measures, rather than acting resolutely based on a strong internal moral compass. In short, Murdoch needs to get out in front of events. One of the fundamental rules of crisis communications is act decisively and rapidly. That is the only way to begin rebuilding reputation.

So what are the actions I would advise Murdoch to take or the strategies I’d recommend he implement?

First, he should hunker down and cooperate with all authorities while initiating important changes in the way he does business. Right now, this is a firestorm in a heat wave — not unlike many others I have seen. Even though this one could take the Murdoch empire under, News Corp. may be too big to fail. In a spotty economy where jobs are at a premium, major governments are not going to want to be seen to be obliterating tens of thousands of them. Thus, if Murdoch proceeds strategically, as well as waiting out the storm, he might just pull through.

Here are some other thoughts:

• Everybody and anybody who played even a marginal role in the scandal needs to be replaced and those involved punished.. Murdoch should step aside as day-to-day leader and install a seasoned executive in his place. He can continue to exercise some control in a consulting or board position. Because of his central role in this messy corrupt enterprise, this is the time to separate his son from the family business. James, it appears, knowingly and secretly approved a $1.4 million settlement of a hacker victim's suit. Can you imagine a son not reporting this to his father … his boss?

• As head of the organization, Murdoch should take the blame for all the wrongdoings, even if he was not involved in the least. He has built an image of a "one-man" company, so how can he expect to sustain credibility if he claims to be unaware of events as critical as these? Further, he is reputed to be a micromanager and with a scandal whose roots go back several years, it is unlikely that he was unaware of the hacking or the fact that his team, the government and the police were in cahoots. As a result, virtually no one believes his protestations of innocence.

• Murdoch needs to establish a widely publicized code of ethics for all of his companies--and then have extensive training programs to make sure all employees adhere to the code. An Ethics Leader needs to be appointed to monitor the program.

• Murdoch should run new, carefully crafted apology ads in every key market where he has holdings — in all newspapers, on TV and any other relevant channels. He should also create a video message for Facebook, YouTube and all other appropriate social media platforms. What he needs right now is third-party endorsement. If he does the right things, other media and influencers may praise his actions.

• Avoid running defensive editorials in Murdoch-owned properties. Rather focus on proactive steps Murdoch is taking to resolve the situation.

• The weekend before it ceased publication, the News of the World announced that all the profits from its last edition would be donated to “good causes” and advertising space would be given to charities. It was a case of “too little, too late.” Until this thing plays out, any philanthropic or charitable endeavor by Murdoch will be viewed with skepticism.

• When things cool off a bit and, if the lawyers permit, Murdoch might sponsor an op-ed program, on the challenges faced by the media today, which may remind the public of the knowledge advantage Murdoch brings and the positive force he can be in defining and shaping future strategies for the Fourth Estate.

• Following the pie-in-the-face incident, his attractive —and protective — wife, Wendi Deng, who deflected the attack, has become something of an item. Having her accompany him at all his personal appearances may enhance his likeability factor.

All of the above may or may not save Murdoch, as there is a great deal of schadenfreude pleasure in contemplating Murdoch’s current misfortunes) out there. But as noted above, he has the power to bestow jobs in a jobless economic "recovery." And that’s a distinct, powerful and persuasive advantage to have in your corner these days.

The Second Most Stressful Job?

2011-07-21T16:58:00.000-04:00

According to CareerCast.com, an online database of jobs in the U.S. and Canada, job-related stress is on the rise. The company fielded a survey to determine which are the most (and least) stressful jobs of 2011.

The second most stressful job (after commercial airliner pilot)? PR officer.

I was surprised! It’s hard to think of any job that isn’t stressful these days … what with the need to produce more, faster and with fewer resources in order to keep both your clients and your management happy. But virtually all human beings — including PR practitioners — are born with the power to convert bad stress to good stress.

When the brain perceives stress — whether it’s physical or psychological — it directs the release of cortisol, epinephrine (adrenaline) and norepinephrine into the body. Your heart beats faster, blood pressure and blood sugar levels increase. Your senses become more acute and you have more energy.

Chronic bad stress is corrosive. It can be a factor in developing hypertension, cardiac disease and depression, among other conditions. But positive stress (also referred to as eustress) stimulates us, enabling us to perform tasks more efficiently. It can even help improve memory. Some examples of good stress include making a presentation, working out at the gym, getting a promotion or watching a scary movie.

According to Hans Selye, a pioneer in the study of stress, “Adopting the right attitude can convert a negative stress into a positive one.”

It’s all about exploring potential gains. How can I turn a bad situation into an advantage? What’s the silver lining in this cloud? As public relations professionals, we have all the analytical, intellectual and creative skills necessary to find and unleash potential opportunities in a stressful situation. We do it for our clients all the time, and we love it! Positive pressure often keeps us in the job!. We just have to get better at managing stress for ourselves!

1. Commercial airline pilot
2. PR officer
3. Corporate executive
4. Photojournalist
5. Newscaster
6. Advertising account executive
7. Architect
8. Stockbroker
9. Emergency medical technician
10. Real estate agent

Most Reputable Companies in America

2011-07-18T16:00:00.002-04:00

Who do people trust? Which companies in the U.S. have the best reputations?
Harris Interactive asked more than 30,000 Americans to identify the 60 most visible companies in the U.S. and rate them based on 20 different attributes, including financial performance, emotional appearance, social responsibility and leadership.

The most reputable companies were in technology. Google was ranked #1. Other notable tech companies making the top of the list were Apple (#5), Intel (#6), Amazon (#8), Sony (#14) and Microsoft (#16).

Rounding out the bottom of the list were insurance conglomerates, banks and oil companies. AIG received the worst reputation ranking. BP, the company responsible for the worst oil spill in history, had the second-worst ranking. Other companies that made the bottom tier of Harris Interactive’s list include Comcast, Delta Airlines, JPMorgan Chase, ExxonMobil, General Motors, Bank of America, Chrysler, Citigroup and Goldman Sachs.

The good news, according to Harris: overall, and despite having plummeted to new lows as a result of “scandals, recalls and self-inflicted demonization economic crises, the American public's positive perception of the reputation of corporate America is on the rise.”

"Truthiness" on the Web

2011-07-14T12:17:00.004-04:00

Following the death of Osama bin Laden, a Martin Luther King quote was everywhere on the internet: "I mourn the loss of thousands of precious lives, but I will not rejoice in the death of one, not even an enemy."

Problem was: MLK never said it.

Megan McArdle, the business and economics editor for The Atlantic, uncovered the fakery … a perfect example of “truthiness” on the web! (For those of my readers unfamiliar with the term, “truthiness” — a word coined by political satirist Stephen Colbert — refers to something someone wants to believe is true, without any evidence, logic or critical examination of the facts.)

Another quote — "I have never killed a man, but I have read many obituaries with great pleasure” — this one attributed to Mark Twain, also spread quickly. This too was a fake, according to Gizmodo.

I’ve said it once, and I’ll say it again. You cannot take ANYTHING you find on the Internet at face value. Just because something is repeated again and again doesn’t make it true!

Origin of Language: New Thinking

2011-07-11T14:16:00.002-04:00

What is the origin of language? When I was a kid, I was told that Sanskrit — which originated in India — was “the mother of all languages,” including English and most European languages.

Not any more, apparently.

Based on a recent study published in Science, all modern languages — like human beings themselves — may have originated in Africa. This means that the world's 6,000 or so modern languages may have all descended from a single ancient tongue spoken by early humans between 50,000 and 70,000 years ago.

It’s a fascinating story that I first found in Presurfer. It has also been covered by the Wall Street Journal, The New York Times, and Boing Boing, among others.

Quentin Atkinson, an evolutionary psychologist and the author of the study, examined phonemes — distinct units of sound such as vowels, consonants and tones — as if they were genes, to determine how they changed over time and from place to place.

The finding fits well with the evidence from fossil skulls and DNA that modern humans originated in Africa. It also implies, though does not prove, that modern language originated only once, an issue of considerable controversy among linguists.

Seven Things You Didn’t Know Had Names

2011-07-07T11:35:00.002-04:00

Mental_Floss blogger Adrienne Crezor recently came up with a list of “Ten Things You Didn’t Know Had Names.” Here’s a selection of the top seven … plus a little something extra.

1. Petrichor — You know how it smells after it rains … that clean, greenish smell when rain lands on dry ground? That’s petrichor, from the Greek petra (stone) and ichor (the blood of Greek gods and goddesses). The term was coined by two Australian researchers in 1964.

2. Zarf — Originally, a zarf was a metal chalice to keep the heat from your coffee from burning your fingers. The name for the fancy cup-holder has morphed into the modern-day cardboard sleeve that comes wrapped around your hot coffee.

3. Scroop is the rustling, swooshy sound ball gowns make. More specifically, it’s the sound produced by the movement of silk.

4. Armsayes — If you’ve put your shirt on backwards, you have your arms in the wrong armsayes, which are the armholes.

5. Glabella -- People with expressive faces often end up with wrinkles in their glabella—the space between the eyebrows

6. Feat — You know the words “lock” and “tendril,” but did you know the similar feat? Aside from being an act requiring great strength, it describes a dangling curl of hair.

7. Roorback — Libel is one thing, but a damaging lie made publicly known for political effect is a roorback.

For the record, there’s at least one common thing, says Crezor, that doesn’t have a name: there is no medical terminology for the back of the knee!

Password Problems?

2011-06-30T16:37:00.001-04:00

What with all the recent media stories about LulzSec and other hackers breaching major corporate websites — and the subsequent theft of user email addresses and passwords — you should know about the website, “Should I Change My Password?"

This searchable database enables the average person to check if his/her passwords may have been compromised in one of the recent hack attacks … and thus need to be changed.

You search it using only your email address. No passwords are stored in the database. I tried it. It’s cool!

Via Neatorama.

What's On Top And Why?

2011-06-27T16:42:00.003-04:00

Americans continue to express greater confidence in the military than in 15 other national institutions, according to a just released Gallup Survey. Seventy-eight percent say they have a "great deal" or "quite a lot" of confidence in the military — 11 points higher than its historical average. Coming in second and third were small business and the police. Congress ranks last.

Gallup’s survey does not interpret why the public responded as they did, so I will take a little poetic license and offer some of my insights. It seems logical to me that during military engagement, confidence in our military would top other institutions. The military evokes images of defense of democracy, courage, valor, risk, victory and action — all the virtues we stand for and support.

The #1 ranking is clear during war time, but what about non-war periods? Our military still appears to be at the top of the heap … most of the time. It was ranked number one by the American public from 1989 to 1996, with an 85 percent rating just after the end of the first Persian Gulf war. In 1997, when small business was added as a choice in the survey, it edged out the military by 63 percent to 60 percent. And the church or organized religion ranked #1 from 1973 through 1985 on the heels of the very unpopular Vietnam War, with the military surpassing the church for the first time in`86. Today the church ranks #4 in terms of public confidence.

The church stands for morality, God, and loving and doing right by one`s fellow man, also values that are among this nation`s pillars. Conceivably, the church’s drop in the rankings coincided with the revelations of sexual abuse by priests and attempts to cover-up the subsequent scandal.

Small business means entrepreneurialism, personal service, climbing the ladder of success, support for the little guy and the dark horse — fundamental American values that we champion. Small business remains up there in the rankings, compared to big business, which, unfortunately for all its merits, is near the bottom and no doubt reflects widespread perceptions of greed and callousness towards the little guy.

The military has ranked #1 since 1998. Clearly, the public regards defense as a critical priority. With terrorist threats ever present in the news, the fact that the police are ranked #3 also stands to reason. Congress’s position at the bottom is easily explained by the fact that our political parties are at loggerheads and slow to pass legislation. (There are probably a slew of other reasons, as well.)

Other notes of interest: there was a significant uptick in Americans` confidence in television news, from 22 percent to 27 percent (Is "truthiness" on the internet finally getting to us?) There was also a slight but not meaningful increase in confidence in newspapers, from 25 to 28 percent.

The 7th Habit

2011-06-23T15:51:00.001-04:00

I was most taken by the 7th habit. It was about principles of balanced self-renewal. I felt that the other six habits really could not be effectively carried out with consistency if the 7th was not mastered.

Makovsky's Leadership Management Committee was in the throes of discussing The 7 Habits of Highly Effective People, the classic by Stephen Covey, when I realized this.

Why do I feel so strongly about the 7th habit?

Because I believe that self-nourishment -- keeping your mental, physical, spiritual and emotional requirements fulfilled -- enables you to be happier and more content. Then you can be more enthusiastically proactive, more clearly determine what the right things are to put first and more successfully negotiate a win-win position, for example, because your body and your mind are alert and in sync. Thus, you can be more effective at your job.

The physical component means paying attention every week to the exercise and nutrition that contribute to good health. The result if you do this? High levels of energy -- the get-up-and-go that one needs to be successful. Nourishing the mind through reading, writing and other mental stimulation keeps one mentally fit. The emotional element engages your empathy, so that doing charitable work and helping others brings self-satisfaction which often provides a warm glow. The spiritual dimension is your commitment to a value system -- meaning you have one -- which is an important pillar in your life.

Those are my reflections on the 7th habit, as Covey describes it. All of the attributes described in it, if sustained, provide the elixir of life. Apply the attributes consistently and I know you will get the results I describe.

The Slow Death of Cursive Writing

2011-06-20T16:49:00.000-04:00

Sad news! One unexpected off-shoot of the internet revolution has been the slow death of cursive writing. And one unanticipated consequence, according to The New York Times, is that the non-cursive generations coming after us old-timers will be unable to read important historical documents … including, for example, the Declaration of Independence!

In the article, a third grade teacher is reported saying: "The majority of students cannot write in cursive, nor can they read it. At the same time, their printing skills are awful. Not only is it difficult for me to read, they themselves often cannot read back their own notes." The article also reports that teachers are spending less time teaching cursive writing.

For the record, others disagree, including Jen Doll at the Village Voice, who asserts that “cursive sucks! And, in our modern day keyboard- and smartphone-focused lifestyles, we simply don't need it."

Beating a Stigma

2011-06-16T14:27:00.002-04:00

I will never forget this sight: a forlorn professional man, out of work and looking a bit desperate, telling his story. He was not a close friend; his wife knew mine. He explained to me that he had worked for Bernard Madoff, the Ponzi scheme artist who scammed investors out of an estimated $65 billion and now was in jail. But this well-groomed professional had worked on the legitimate side of Madoff’s securities business, in a senior capacity. The whole business got tarred; most people did not know there was a legitimate side. The Madoff stigma was haunting him with every potential employer he met. Naturally, they distrusted him. At best, all he could get was temporary work. What did I think he ought to do? he asked.

My answer was swift. He said that there were approximately 30 employees who worked on the legitimate side of the business – all branded by the scandal as they met with potential employers. So I reminded him that, as we all know, there is strength in numbers. Why not gather all of these employees, all unfairly tainted, and approach The New York Times, which might seriously consider doing a story on this unique group, focusing on their travails, their hopes and personal experiences? Such a story might clear the air – and help all concerned achieve gainful employment. Moreover, a reprint of the story could be appended to every resume distributed. This is indeed a case where a powerful publication could have a meaningful impact on the lives of many.

That happened a year ago. I never saw the story. A couple of weeks ago, I received what appeared to be a mass email from that same individual. He said he was out of work — but never said why and, in fact, never acknowledged any link with Madoff. He may have thought it would further stigmatize him. Maybe it was a cry for help … or he was just in denial. But, by raising more questions than it answered, his email definitely did him a disservice. It was just not enough, I felt. Even now, it is not too late to take the action I suggested.

Weiner: Backed Into A Corner

2011-06-13T10:08:00.002-04:00

There was a time when Anthony Weiner -- the New York Congressman who sent sexually explicit photos of himself to women over the internet -- might have avoided forced resignation. It was about two weeks ago, when he was first charged. But instead of admitting the offense, he vacillated and vacillated and vacillated. He wasn’t sure whose picture that was, he said. His Twitter account might have been hacked. At that point Weiner violated Crisis Communications Rule #1: Tell the truth. And the two-week delay in finally telling the truth was a violation of Rule #2: Tell it fast.

The American public can usually tolerate an immediate admission along with an apology; but they often reject liars and those who do not ′fess up. Weiner’s decision to go for therapy is a good one, but it would have held greater weight two weeks ago. Now Weiner comes across as someone who has finally acknowledged that he may have a problem that needs treatment. On Sunday, June 12, it was revealed that additional suggestive photos were taken by Mr Weiner with his own Blackberry in the locker room of the congressional gym. They appear on the TMZ website. And the beat goes on.

As an elected official, all of this reflects on his character and judgment. Delays, obfuscating and lying earned Bill Clinton an impeachment and cost Tiger Woods huge advertising contracts and public esteem. It will end Weiner’s days in Congress and dash his hopes for being Mayor of NYC. Can he rebuild his reputation? Yes, for the most part, with the right deeds and actions over a period of years. Will he ever totally regain the public trust? Who knows? Bill Clinton is a beloved figure today. That said, Mr. Weiner’s photos will live on forever, on the internet.

The Global Banking Gap

2011-06-09T16:02:00.003-04:00

Annika Falkengren, the president of SEB — at over 150 years, the oldest privately held bank in Sweden — spoke recently at a Swedish American Chamber of Commerce luncheon, on the new financial landscape for banking in a globalized world.

What struck me about this talk, in comparison to others I have heard, is Falkengren’s emphasis on the customer. Describing SEB as “the relationship bank of the Nordics,” she noted: “To me a successful bank in the new financial landscape stays close to the customer, listens, adjusts to customer needs and continues to build long-term relationships. It is about being there for customers in good times and bad; that is what a trusted partner does." That is public relations wisdom, if I ever heard it.

She noted that there were two sides to running a trustworthy bank: 1) the "hard factors," including strong corporate governance, accurate risk management and transparency in everything from customer information to how we operate our business and 2) the “soft factors” which are more important than ever: a long-term view in everything we do -- that can last over business cycles — a holistic perspective on relationships and customer needs and a commitment to provide the right competence and mindset to deliver the very best service experience.

She cites the new landscape as post-subprime and post-Lehman and sees three characteristics in this emerging period: 1) the "the never again mantra" which creates a commitment from the world's leaders "to create a reregulation of the markets“ to avoid another financial crisis; 2) to make this happen, the cost of doing business will increase to expand compliance, risk control and the auditing functions; and 3) markets will continue to globalize, making a level playing field for banks and financial institutions more critical.

SEB, admittedly, is well-capitalized and a stable bank -- and a vigorous supporter and investor in the three characteristics noted above. And there are others with fine records, too.

But overall, I wonder if global banking regulation will ever materialize? The global regulatory framework, Basel III, is at work -- but is it a work in progress? Capital and liquidity ratios must grow. Further, who will be responsible for the worldwide monitoring of banks' investment in compliance, risk management and auditing?

"To achieve and support stable and effective globalization, there must be a level playing field," the SEB president said. "Sometimes the wish for a level playing field seems like the quest for the Holy Grail," she concedes.

But trustworthy relationships are all about opportunity, safety and "leveling." It is hard to have all of them without a globally managed, systemic, integrated approach -- as we are global whether we like it or not. And the longer we delay in adopting the rules required for banking globalization, the greater the risk we have of puncturing the trusting relationship with the customer.

We Are Message Warriors

2011-06-06T12:30:00.004-04:00

The communications business is all about carrying a client’s message and delivering it with impact to customers and other important constituencies — as well as those who influence the targets. But the aim is not only to communicate; it is to persuade the target to really hear the message and accept it as valid.

In today’s information- and channel-cluttered environment, being a traditional messenger is simply not enough. People are being showered with information, and often don’t know where to turn first. Someone or something has to truly flag them to catch their attention.

Message Warriors inspire the audience to take an action. How? By vigorously and aggressively pursuing every opportunity and every channel to deliver clients’ messages. Message Warriors are always vigorous in their defense of their clients’ reputation and will go on the offensive to correct inaccuracies. They are indeed the foot soldiers in the clients’ message “wars.”

The Message Warrior will undertake an intricate analysis of the audiences, so that every core and tributary group that might be reached and influenced is considered. No professional, demographic or psychographic sliver will be passed up. A similar approach will be taken with all the channels that reach these interest groups: social or traditional media or in-person approaches, such as speeches, panels, meetings, events, one-on-one conferences, etc. Further, the self-interest of every audience segment will be examined in order to drum up interest. Key opinion leaders will be vetted to see who might influence the influencers. Message Warriors will consider all topical angles working in the client’s favor by attracting the target. They will explore tactics like surveys that provide relevant intellectual capital, education programs in schools that catch the attention of parents, contests that are showstoppers and various other tools.

Given that we are in a constant battle for share of mind and share of voice, having a Message Warrior working on your behalf—a communications firm that will fight and win the uphill battle—is essential for success. This, indeed, is Makovsky.

Do You Trust The Post Office?

2011-06-02T15:04:00.006-04:00

Public relations is all about credibility and transparency. I have said it in my blogs a hundred times. So why would the U.S. Post Office create a stamp with a photo of the Statue of Liberty that is really not the Statue of Liberty?

And the icing on the cake? No announcement by the federal government of what happened. No admission that the photo was a fake…until Linns.com, a philatelic magazine, exposed it and made the issue public, according to The New York Times. Once it found out, did the U.S. Post Office opt to change the fake Lady Liberty for the real one? Not on a bet.

“We still love the stamp design and would have selected the photograph anyway,” Roy Betts, a post office spokesperson told the Times. He advised that the post office regrets the error and is “reexamining our processes to prevent the situation from happening again.”

So where does the image on the stamp hail from? The New York-New York Casino and Hotel in Las Vegas which has a model of the famous statue that is half the size of the real one positioned in its fake New York Harbor. In effect, our government is championing fakery and honoring Las Vegas instead of the New York symbol that has served as a beacon of freedom for many as they enter the United States.

The newspaper asked former mayor Ed Koch for his interpretation of the Post Office’s behavior: “It simply means the post office is doing a stupid thing.”

I couldn’t agree more. It’s a dumb move for an American institution facing fierce competition from email…and insolvency.

Hello! It's Bad For Your Business!

2011-05-26T16:36:00.002-04:00

Years ago, Hal Rosenbluth, the head of a leading travel agency, wrote a book titled: The Customer Comes Second. Shock effect? No, not at all, the author explained. The EMPLOYEE is always first. There are no customers without committed employees. Every business executive knows that that is a fundamental of employee relations.

Except, apparently, Fred Wilpon, owner of the New York Mets, who publically derided his three star players in a recent interview in The New Yorker; since then the comments have been picked up everywhere, including a column in The New York Times. David Wright, the star promoted as the face of the Mets, “is a good kid but not a superstar.” Carlos Beltran, according to Wilpon, “is 65-70% of what he once was.” Jose Reyes “is always out” (due to injuries) and “will not get Carl Crawford money at contract time.” (In December last year, Crawford of the Boston Red Sox signed a seven-year, $142 million contract).

There is no upside to this kind of public derision. It defies the #1 rule of employee communications: if you have something critical to say to your employee, say it in private. Not in front of other employees and certainly not in the press.

What are the consequences of publishing critical remarks in the press? It makes the criticized employees and all other employees feel insecure. Perhaps the boss feels similarly about others, another player might think. Who knows what is in his mind about me? It devalues and embarrasses the named players among their teammates. So it unravels the whole team. In the world of baseball — where your customers are the fans among whom player allegiances are strong — why would the president want to diminish confidence in his most magnetic employees … the individuals who attract the admissions that support the team?

It’s common sense for any business. But when your business is in financial crisis – as a result of the Madoff scandal and the $25 million loan from MLB – and you are striving to build morale among the team members (hoping upon hope that they become winners to expand ticket sales), these statements are sheer stupidity. And if you plan to sell any of these players to other teams, why would you want to devalue them? Very bad business! The late George Steinbrenner might have sounded off like this. But it was certainly out of character for the Mets leadership. And … it was out of sight!

The Wisdom of Henry Kravis

2011-05-23T13:46:00.000-04:00

I had the good fortune last week to hear Henry Kravis describe, to Columbia University’s graduating class of MBAs, the principles he lives by. The keynote speaker, alumnus and current co-chairman of Columbia Business School, Kravis is the renowned founder of KKR (Kohlberg Kravis Roberts & Company), the global private equity and alternative investment firm.

While you might consider some of his points obvious (because you have heard them before), what he said made an impression on me because it was Kravis saying it. I agreed with his tips and was glad my son was among the graduates in the audience.

1.   Be aware that something newer, better and cheaper is always around the corner.
2.   Work harder than everyone else.
3.   Arrogance kills.
4.   One who sits on one’s laurels has them in the wrong place.
5.   You are at your most vulnerable when you think you’ve got it made.
6.   Bad news and criticism deserve more attention than compliments.
7.   Life is not a football game where only one team can win.
8.   Bending the rules is not an option; being dishonest is not an option.
9.   It is not: “My service is better than his.” It is: “We need to make our service the best.”
10.   Helping others and providing key resources for others is a key part of capitalism.

Kravis quoted the fox from the book, The Little Prince, to highlight a fundamental theme: “What is essential is invisible to the eye.” This is true in so many facets of business and particularly in our relationships. As Kravis pointed out, giving is its own reward. He added that graduates who have experienced a recession have a greater sense of what they have and fare better than those who have not gone through a serious downturn.

Kravis concluded with a beautiful quote penned by author and professor emeritus William Watson Purkey, which I had not heard before but shall always remember:

"You've gotta' dance like there's nobody watching,
Love like you'll never be hurt.
Sing like there's nobody listening,
And live like it's heaven on earth."

Who Do Patients Trust Online?

2011-05-19T16:36:00.001-04:00

A national consumer study we recently conducted found that news websites, particularly those run by health magazines and WebMD, remain the most trusted online healthcare resources, according to 68% of respondents. The survey revealed that user-generated contributions on Wikipedia, Facebook, Twitter, YouTube and blogs are less frequently sought out by health-information-hungry consumers, cited by 54% of those surveyed.

The survey, conducted in March 2011 by Kelton Research, a leading national public opinion company, polled 1,111 nationally representative consumers aged 18 and older.

I’m really not surprised by the findings. User-generated contributions to sites such as Yelp and TripAdvisor are doing quite well, but when it comes to health issues, credentials matter more. While patients create online communities to share their experiences, they're still returning to reputable news sites and professionals for facts and information they can trust.

Through this survey, we gained deeper insight into how patients engage online. The survey explored patients’ information-seeking behaviors on specific social media channels, identifying WebMD as the most popular for health searches, with almost half (48%) of Americans visiting the site. Among other findings:

Only 3% of consumers visit Twitter feeds for healthcare information.
Patient communities’ websites are visited by 7% of respondents.
Facebook sites rank as the fourth most-frequented resource; with 11% of Americans turning to the ubiquitous site for healthcare information.

Pharmaceutical company-sponsored Facebook pages rank as the least visited; with disease awareness pages and branded treatment pages each frequented by 6% of respondents.
More than a third of Americans (35%) visit government-sponsored sites first when accessing Facebook health resources.
26% of respondents cite Facebook sites created by peers as the least trusted health resource. Six percent cite Facebook sites by patient groups or communities as least trusted.

INDICTMENT OF MANY

2011-05-16T17:30:00.000-04:00

Madison, Wisconsin

One of the world’s leading public relations firms agreed to represent the world’s leading social network, Facebook, to surreptitiously criticize its competitor, Google, by convincing reporters to write negative stories about Google’s service, Social Circle. Ouch!

Specifically, according to various media articles published, Burson-Marsteller offered to ghostwrite pieces and submit them under the name of a graduate student at a cybersecurity research center, without revealing to the press that they were representing Facebook.

Well, shame on Burson and shame on Facebook. What Burson did was a clear violation of the Public Relations Society of America’s Code of Ethics – and its own. It is dishonest for a public relations firm not to publically reveal whom it is representing to the press or anyone else. Further, it is a violation of integrity to submit articles to the media without designating the source of the pieces. Even if a third party’s byline is used, it is critical to disclose the relationship with that third party … whether it’s a paid consultant to Facebook or a passionate, unpaid crusader fighting a perceived problem with Google’s privacy policy.

I know several members of the leadership of Burson-Marsteller and know they have high standards of ethical conduct; the organization is so large, however, I have to believe this happened somewhere within the firm where the leadership was unaware of the firm’s decision to take on this activity. While Burson publicly (i.e., in the media) admitted that what they did was a mistake (I have yet to see anything from Facebook), how could they not know that taking on this assignment — under the circumstances required) — was a mistake from the get-go?

As one of the two or three largest firms in the public relations industry, Burson’s behavior will inevitably be perceived by some as an indictment of our entire industry as manipulative, sneaky and dishonest – when in reality our business serves a critical communications function, conveying important information clearly, honestly and with transparency. We missed out this time on showing our finer side.

Hopefully, Burson will have a worldwide seminar covering its excellent code of ethics and demonstrating how they are now fully embraced by all its employees, at every level in the company — and invite everyone in the industry who cares to participate.

PRIVACY ON THE INTERNET?

2011-05-13T14:59:00.000-04:00

Yet more proof that there’s no privacy on the internet. And loose lips can sink a reputation … and a career. Note these examples.

Andrew Marshall, a senior Reuters editor based in Singapore, was punished for a stupid remark he made in a company messaging/chat room. Apropos of the Fukushima disaster and rising radiation levels in Japan, he asked a bald colleague in Japan: “Is your hair starting to fall out?” His remark was overheard by 25 to 30 people in the Reuters messaging chat room that was created specifically for Reuters journalists involved in the Japan disaster story. He got a serious dressing down. According to The Baron, Marshall was told his comment was “both insensitive and inappropriate.” He responded: “I consider the penalty to be excessive and inappropriate.”

In a related story, Reuters fired a bureau chief named David Fox over a crude remark he made in an Internet chat room. As far as I can tell, no one knows what that remark was.

When Media Comes A-Calling On Litigants: 10 Rules

2011-05-09T16:57:00.003-04:00

When involved in a “media-magnetic” litigation, here are 10 rules you need follow:

1. Coordinate all verbal and written media communications with legal strategy.

2. Be consistent. Establish clear, credible positions on every key issue and communicate them consistently in every geographic area. Commit these positions to writing.

3. Centralize. Designate one point person (and a surrogate) to receive all media calls, and publish a policy communicating media centralization to others in the company.

4. Consider. After hearing a media question, the point person does not have to answer on the spot. Advise the reporter of your desire to think about the response and agree to call back at a designated time.

5. Explain. If your response is “no comment,”make sure you explain why (e.g. legal restriction, investigation going on, no relevance to the case).” Without an explanation “no comment” is interpreted as an attempt to hide.

6. Debunk. Debunk rumors and employ facts where possible (e.g. “we know that information is incorrect because…”)

7. Select your communication channels carefully to make sure they reach the audiences targeted.

8. Support. Periodically examine the need for distinguished third-party support for the company’s position on key issues, which adds credibility to your point of view.

9. Be truthful. Tell the truth. Be direct. Do not be vague or obfuscate.

10. Rehearse. Anticipate the questions reporters might ask and rehearse your answers in the same way a lawyer rehearses witnesses.

Kids Are Losing Interest in Baseball: What to Do About It?

2011-05-05T10:42:00.002-04:00

I grew up on baseball and still love it. But my younger son, who was a star athlete in high school and played varsity football for four years at Penn, finds it “boring.” I can’t relate to that. For me, the intervals of inaction create anticipation and suspense.

But he has a contrary view: “You stand around in the outfield waiting for a ball to come your way. The time between batters is forever. The balks. The pitcher’s windup. The whole game is just slow. I like action — and that’s why football is growing and baseball is declining. All the stats confirm it.”

I’ve listened to his point of view for years. I even understand it. But now comes an alarming survey from the National Sporting Goods Association, which says that, from 2000 to 2009, the number of kids aged 7 to 17 playing baseball has fallen 24 percent and, since 1996, participation in Little League has plummeted 25 percent. (I noted the survey in a Wall Street Journal article, “Has Baseball’s Moment Passed?” on March 31, 2011.)On the other hand, the article says, youth tackle football participation has grown 21 percent and hockey 38 percent during the same nine year period, and both soccer and lacrosse are now more popular than baseball.

Obviously, this is going to hurt baseball’s talent selection. So what should Major League Baseball do about it? In my opinion, MLB needs to conduct a public relations education campaign to regain mindshare and revive enthusiasm among youngsters for the game. As an armchair counselor to MLB, here are some thoughts:

• Possibly Game-Changing Research: MLB needs to set up a task force to survey youth on the aspects of the game that they don’t like, the changes that should be made to make the game more appealing and why kids are more attracted to other sports. There may be some great ideas among this constituency! Other research initiatives that could — and should — be undertaken by the MLB: best practices in other competitive sports (i.e., techniques that proponents of football, soccer and lacrosse are using to attract the best athletes) and a survey of Little League and high school coaches — as well as parents — on their perspectives. The more we ask, the better the chance we will find the jewels we are seeking. When the surveys are completed, it will be the task force who leads the changes.

• MLB Needs to Market Harder to Kids: If we are going to increase activity at the Little League level, MLB has to start a movement to woo kids back. The messages have to be right … and they have to sizzle. Then, once the research is completed, a message summit should be called and attended by representatives of each team, where a unified message program should be developed that all are comfortable implementing. Baseball’s attributes must match the values that the kids hold dear.

• Choose Communications Channels Carefully: Do a careful study of the channels most used by kids age 7 to 17. Social media is a given. But which social media are right and which are wrong? Everything from communities, contests, sponsorships, posters and online ads to mobile media, daily newspapers, and third party spokespersons – particularly a “rock star” who is truly cool — should be employed to deliver the message. Events are also critical. Multiple programs should be offered to kids — for example, “Kids Day,” a special opportunity three times each summer for kids to go onto the field and interact with players, to get their autographs and a souvenir ball.

Once the campaign is underway, MLB should carefully monitor the statistics to confirm that they are achieving the results they want. If the young player participation numbers are not going up after a year, it’s back to the drawing board to refine our game plan.

The New E-Marketing Frontier

2011-05-02T17:07:00.000-04:00

Today’s guest blogger is Robbin Goodman, Executive Vice President and Partner, Makovsky + Company.

Morgan Spurlock, with his new film, The Greatest Movie Ever Sold, takes product placement to a new level giving POM Wonderful, a popular pomegranate drink, title sponsorship and even inspiring Altoona, PA to change its name for 60 days to make some money off the film’s premiere.

Spurlock’s sarcasm aside, product placement has thrived simply because it works. A survey of views of a recent Hollywood movie that featured branded products found 60% of viewers responded positively to the marketing technique, while 58% felt that the appearance of a certain product onscreen makes it more desirable.

Recognizing an opportunity, the e-book industry seems to be following suit with the upcoming publication of "Harry Hits the Road: Adventures in Love, Labor, and Modern Manhood," by Harry Hurt III. According to a Wall Street Journal account, Mr. Hurt orchestrated a variety of commercial arrangements to finance and market his book, such as getting Coleman to provide a sleeping bag, tent and nonelectric coffeemaker, as well as $2,500 in exchange for display ads and inclusion in the text of the book. The new book is filled with such sponsors.

With the growth of digital book sales taking off, particularly in the U.S., more than doubling to 7% of book sales in 2010 and projected to grow share to 22% by 2015 by PWC, such arrangements could be the next mobile marketing frontier. In fact, the publication of this book coincides with a new release of the Kindle “with Special Offers,” which is less expensive than the regular Kindle but displays ads and sponsored screen savers. (Disclosure: I got a “regular” Kindle for my birthday and I love it.)

But Nicholas Carr, whose recent Pulitzer-nominated book “The Shallows: What the Internet is Doing to our Brains” documents how the Internet age is changing our ability to process and remember the information we read, will likely not be a fan. I personally believe that putting display ads and links in e-books will be disruptive to the book-reading experience, even though it may be a boon to the publishing industry and the companies who buy the space.

IS THE CULTURE RIGHT FOR YOU?

2011-04-28T16:34:00.000-04:00

I often think about the culture at Makovsky + Company… what it is and what I want it to be. Well, the good news is that a lot of what it is, is what I want it to be; but it is not perfect.

I want our firm to be a community where people talk to each other in person, whether the conversation is easy or difficult. For the most part that happens, but there are still people who fear in-person confrontation and resort to emails, or occasionally voice mails, on difficult matters, even though they are physically in the same office.

Of course, emails serve an excellent purpose, but I like face-to-face, eye-to-eye communication, rather than emails, on important matters. Few things annoy me more than getting an email at 10 PM on some controversial or personal issue that could have waited until the following morning and that should have been addressed in person. I feel something is lost in communicating when nearly everything is done electronically.

I like energy and hard work, and I believe all of our leaders should role model these traits. Each should be a chief energy officer – demonstrating how effectively they get things done in sales, management and client activity -- and cheerleading where they need to. Nothing replaces hard work, effective execution and meeting goals, whether for clients or the firm. Yet people need to feel a sense of freedom in terms of their work and personal lives. We try to support that philosophy, too.

Intellectual stimulation and creativity are fundamental to our culture. Bringing in people who introduce us to new ideas, reading and discussing books, creative sessions, and collaboration on projects all contribute to this. Creating a teaching order is also important, so learning is a way of life.

I am open to hearing what may be missing in our culture. Just get in touch and let me know. My door is always open. That is part of our culture too!

BOOKS OR GUNS?

2011-04-25T16:29:00.005-04:00

MENA Protests
We often read that exporting training and educational materials to change people’s perspectives on democracy and improve their organizational skills is a lot more effective than exporting guns and military programs— and a lot cheaper. Too seldom do we see the evidence that this is true. An article in The New York Times, “U.S. Groups Helped Nurture Arab Opposition,” provides ample support of the thesis that training can be a powerful tool for positive political change.

The article points out that the U.S. democracy building campaign in the Middle East, through such NGOs as Freedom House and the Bahrain Center for Human Rights, while cost-wise very minute compared to what the Pentagon spends, played a bigger role in fomenting protests than was previously known. Leaders were trained by Americans in campaign and coalition organizing and using new media tools, among other techniques.

According to the article, American officials assured skeptical governments that the training was aimed at reform, not promoting revolution. But there is no question it fomented dissent. Activists objected that the same U.S. government trained the state security investigative services, which harassed and jailed many of them. While the Middle East leadership saw the U.S. democracy education program as a conflict of interest, it is clear that at least in this situation—at this particular time—the education strategy may have been more potent than the more costly military one.

Remembering What You Read

2011-04-21T16:48:00.008-04:00

One of our fundamental goals as communicators is to get a message across; that is, to make sure what we say or write is clearly understood and remembered. Further, when you want a point to standout, we put it in big bold letters — LIKE THIS. Even if people only glance at copy, we believe, they will recall the bold highlights.

Now comes a study that says it is not what is in bold that’s remembered, but what is in unusual or hard-to-read fonts, where recall is highest, according to “Come On, I Thought I Knew That,” a recent article in The New York Times.

This blog is written in a familiar font, Myriad Pro. Here are a couple of examples of less familiar fonts where recall is best, as noted in the article:

LESS FAMILIAR FONTS

Eats flower petals and
12pt Comic Sans MS (italicized)

History is filled with the
16pt Monotype Corsiva

According to the article, “The reason that the unusual fonts are effective is that it causes us to think more deeply about the material,” a co-author of the study, Daniel M. Oppenheimer, a psychologist at Princeton, wrote in an e-mail to the writer. “ … Think of it this way, you can’t skim material in a hard-to-read font, so putting text in a hard-to-read font will force you to read more carefully.”

The Reluctant CEO

2011-04-18T11:54:00.000-04:00

All company CEOs are expected to communicate to their constituencies, but even more pressure is put on the public company’s CEO, where there is a partnership with the shareholder and investment community.

Of course, there are CEOs of public companies who will do the “obligatory” earning call, but have no interest in — even fears of — facing the media. And if things are going badly in the company, these CEOs go dark. I call them “the reluctant CEOs.”

Can these CEO get away with it? Maybe for the short-term. But is it wise? No! CEOs need to cultivate their target media, a critical constituency that can make or break a company, in the same way they build relations with security analysts. If the CEO is a fair-weather -- rather than welcoming — friend to the media, when things go bad, the press will be all over them.

Bottom line -- you can’t hide from the media. I like what Dick Parsons chairman of Citigroup said at a meeting I attended at the Arthur W. Page Society: “Talking to the media is part of the job” he stated. “Ducking or avoiding them will not make the problem go away. They will see you, whether you want them to or not. It’s like my grandchild putting his hands over his eyes, in front of me, and saying ’Grandpa, you can’t see me!’”

Solicit Complaints

2011-04-14T15:22:00.005-04:00

The best of client relationships are imperfect! The reality is that — whether a relationship is business or personal— negative issues may arise which, for a variety of reasons, one party may avoid telling the other. And oftentimes these little negatives, left untold, fester and build into bigger negatives as time goes by.

That is why I have always believed it is critical not only to respond to complaints — you must solicit complaints in client relations.

And thus our Quality Commitment Program was born.

On a regular basis, our firm’s senior management, as a group, reviews every client relationship and the work of each account team. Simultaneously, we ask the clients for their formal written review of the firm’s performance. (We have found that comments written on an evaluation form tend to be more direct than those given in person, perhaps because it is easier to relate a negative — or pass along praise — in writing than fact-to-face.)

The questionnaire is a no-holds-barred attempt to get to the heart of the matter. Are we achieving agreed-upon objectives? How does the client rate our work? Is the client getting value for the money? Are they satisfied with all the people on their account team? Is there anything we should be doing that we’re not? Would the client give us a positive reference?

A Client Review Committee meets monthly to assess our client relationships, identify new client service opportunities and find ways to prevent budding client dissatisfactions from becoming full-blown problems.

In effect, our company-wide QC program represents a more formal enactment of the model of client agency interaction that we try to make an integral part of the daily work habits of all of our professional staff.

Every client interaction is seen as an opportunity to perform a gap analysis — to identify new opportunities to give satisfaction to the client. Every action is subject to analysis against previously established criteria for success. And the endless loop continues with the identification of new opportunities to create value for the client.

The Story Behind Congress' Dysfunctionality

2011-04-11T16:15:00.000-04:00

Capitol Building

While this time the government shutdown was averted, the fact that it reached this point — going down to the wire — makes you want to be a fly on the wall, listening to these guys communicating. While the two parties’ philosophies differ, one would think that proper planning, competent communications and concern for the common good would have prevented the last minute rush.

Harvard professor, Gary King, decided to examine the communications between the Congressmen involved in trying to make a budget deal, and his findings were somewhat distressing. He discovered they spent 27 percent of their time taunting one another rather than focusing on substance.

The study was based on 48 recent news releases from an equal number of Congressional Democrats and Republicans. On Social Security, a Democratic release said: “Republicans have shown they couldn’t care less about those who have the least.” On the federal healthcare law, a Republican release said: “Democrats have not displayed the same interest in listening to the American people.”

I discovered the above study in a blog on the website, Neatorama. This situation is no doubt symbolic of many other near-stalemate controversies that take place in Congress these days. Whether Republican or Democrat, I believe anyone would acknowledge that hurling insults is immature behavior.

Where is "there?"

2011-04-07T15:12:00.000-04:00

Martin Cooper, General Manager of Motorola's Communications Division.

The cell phone seems so obvious, it’s easy to forget how totally revolutionary an invention it was less than 40 years ago.

The idea that phone numbers shouldn’t be tethered to a place, but to a person, was pioneered by Martin Cooper, the general manager of Motorola’s communications division. Thirty-eight years ago this month, Cooper made the first cell phone call — to the land line of his chief competitor at Bell Labs — while walking down a New York City street.

The phone he used weighed 2½ pounds. It was so big that it was looked more like a shoe or a brick. Cooper would joke to friends and colleagues that the calls from that phone would have to be short in duration. After all, who had the strength to hold it up for very long?

Before April 3, 1973, people could say, “Don’t bother calling. I won’t be there.” and it meant something. But as CNN eloquently put it recently: “Martin Cooper altered forever the definition of ‘there.’ It became a place in motion — a place that was always accessible.”

Now 82 years old, Cooper still works in communications. And he carries his cell phone with him everywhere … just not the 1973 model.

STINGY CRISIS PLANNING

2011-04-04T15:33:00.006-04:00

Helicopter Flies Over Sendai

Last Thursday I wrote Crisis Response 'On a Dime' about the masterful crisis response executed by Sony CEO Howard Stringer in the recent Japanese disaster.

But I take issue with one thing he was quoted as saying in The New York Times article on March 20: "Dealing with a row of disasters that escalate one by one is not something you can prepare for."

Companies have to prepare for the worst case scenario … and it’s very clear that Sony did a great job of preparing for the earthquake. However, I’m sure no one — outside of the movie industry — could have imagined the overwhelming magnitude of a disaster that combined an earthquake, a tsunami AND the meltdown at the Fukushima nuclear plant. (It’s like imagining that you’re attacked by terrorists and hit by a comet at the same time that the Yellowstone super-volcano erupts!)

That said, I feel that corporate leadership, even among the minority that do crisis planning, are not comprehensive enough in their planning. They often do not consider the most extraordinary thing that might happen and the steps that need to be taken to address them. In contrast to what Stringer says, I do believe you can plan for “a series of disasters that escalate one by one.” Japan proved that it may not be so extraordinary.

Is the extra planning all worth a manager’s time?

Here are some facts and figures that put it into perspective … at least a little. Eleven people died in the Deepwater Horizon explosion. More than 28,000 people have been reported dead or missing as a result of the Japanese earthquake and tsunami, according to the United Nations. Also, property claims from the BP disaster in the Gulf of Mexico are estimated at $1 billion; the earthquake that struck Sendai, Japan, on March 11 is expected to trigger insured losses as high as $30 billion, according to an article this month in Insurance Journal.

CRISIS RESPONSE “ON A DIME”

2011-03-31T15:21:00.000-04:00

Some CEOs, when faced by disaster, seem almost paralyzed by indecision and hide from the press. Not Sony CEO Howard Stringer.

Despite the fact that he had just endured a 12-hour flight from Tokyo to New York — while suffering from a slipped disk — Stringer took charge instantly and was on the phone with his senior management team, “who had already started putting into place pre-established strategies for dealing with a major earthquake,” according to a recent report in The New York Times.

Everyone in Sony had a role to play…and they played it beautifully. From the U.S., Stringer marshaled various Sony departments — e.g., human resources, communications, corporate philanthropy —and wrote an inspirational email to all 167,900 Sony employees worldwide. Meanwhile, Sony's vice chairman, Ryoji Chubachi, and two senior managers in charge of manufacturing and logistics focused on Japan, rescuing stranded employees and delivering water, food and other necessities. Immediately after his surgery, Stringer returned to his command post, helping to push through a $3.6 million donation for relief efforts and attending to other recovery details.

No one is certain what the final cost of the disaster will be to Sony. The company's American-traded shares tumbled nearly 11% between Friday (the day the quake hit) and the following Wednesday, closing at $29.88 on the NYSE. Sony recovered somewhat since, closing at $31.54 on Friday. And at the close of business yesterday, the stock was at $32.28…a good sign for a good company.

Do Nothing for Two Minutes

2011-03-28T17:06:00.002-04:00

Twenty-something web entrepreneur Alex Tew writes: “I had been thinking how we spend every waking minute of the day with access to an unlimited supply of information, to the point of information overload. I also read somewhere that there is evidence that our brains are being re-wired by the internet, because we get a little dopamine kick every time we check our e-mail or Twitter or Facebook and there’s a new update. So we’re all developing a bit of ADD, which is probably not great in terms of being productive.”

So he created a website (http://www.donothingfor2minutes.com/) that encourages you to calm down and slow down. Just sit in front of your computer and do nothing for two minutes but listen to the sound of soothing ocean wave sounds and seagulls. If you touch your mouse or keyboard, you have to start over!

A Big Need: The Next Level up from Micro-Financing

2011-03-24T10:04:00.001-04:00

“'Micro-financing' has already made it.” said Randall Kempner of the Aspen Network of Development Entrepreneurs (ANDE).

"Millions of individuals in developing countries are receiving micro-financing loans to get their businesses started. Last year, sixty-five billion dollars in micro-financed loans were made, at an average size of around $500 per loan. But the next level of investing, growth capital of $20,000 to $2 million to existing small and growing businesses, has yet to catch on, and that is our focus.”

Mr. Kempner was addressing our firm, as part of the Makovsky Speaker Series, a program designed to enlighten our entire organization.

First, what is ANDE? It is a global network of investment funds, business assistance organizations, foundations, corporations and academic institutions dedicated to helping small business entrepreneurs in emerging markets.

According to the World Bank, “In high-income ‘developed’ countries, small and medium enterprises provide approximately 60% of employment opportunities and are the engine of economic growth. However, in low-income "developing” countries, formal small and medium businesses typically comprise less than 20% of employment.”

“Our goal is to move that percent upwards.” Kempner said. “My concern, and that of ANDE, is helping reduce poverty in these emerging markets.” And without the jobs, income and innovations created by a vibrant small business community, emerging markets can’t grow, he advised.

Investing in small and growing businesses in emerging markets is one segment of the growing market for impact investment. As a new JP Morgan report explains, Impact Investment is a new asset class of investments that are explicitly made with the intention of addressing social or environmental challenges while still providing a positive financial return.

This is an emerging space in which institutional investors are just getting their feet wet. Some leading corporations, developmental finance institutions, and foundations are blazing the trail, but there is still much ground to travel, Kempner says. If Impact Investments grow to even just 1% of total global managed assets, it would mean $600 billion in investment to leverage market-based approaches to addressing social challenges.

Potential investors can establish the targets they want (e.g., women-owned businesses, environmental firms, food production), Kempner said, which makes this inviting. “The challenges we face are multiple,” he said. “We need candidate companies to make themselves visible. We need to stimulate investor interest. And we need to encourage laws that, not just maximize shareholder return, but maximize stakeholder returns.”

More CEO Education Needed

2011-03-21T17:23:00.004-04:00

Burger King Vinyl Mask

“The food is terrible and the women are not very attractive.”

Sounds like a casual remark that any guy might make to another guy, and it might have been. But it was actually made about the U.K. by the CEO of Burger King, in a speech at the University of Chicago, referring to the fact that there were few distractions long ago during his MBA studies at the University of Warwick in the U.K. Suddenly, the internet came alive, particularly British chefs, women at the University of Chicago and the University of Warwick, and then it spread wildly.

The CEO apologized to anyone offended by his remark and called it “a humorous anecdote to connect with his audience.” (I would dare say that his public relations advisors never sanctioned the remark in advance.) For too many CEOs, social media and its impact have still not been “accepted” in the C-Suite. Anecdotal evidence shows that significant CEO education continues to be required. It is all the more reason why all CCOs (Chief Communications Officers) need to report directly to their CEOs. Right now, only 42% do.

Speaking the Same Language?

2011-03-17T17:27:00.001-04:00

My wife, Phyllis (and her friend Bernice) “made my day” when they sent me a video that illustrates how, even with the best of intentions, people speaking the same language can fundamentally misunderstand each other. Here’s Bill Cosby with a lovely grandmother from “North, South Carolina,” on his 1992 show, “You Bet Your Life.” It is also lots of laughs!

You Bet Your Life with Bill Cosby video.

Time Management and DST

2011-03-14T12:23:00.002-04:00

It’s Daylight Saving Time (DST) … which only adds to the confusion of PR people trying to schedule meetings, phone calls and/or teleconferences that involve people from multiple locations all over the world. Here’s a tool that can help. It should be a “favorite” on my toolbar.

“With Time.is you can find out what the exact time is right now at any of 7 million locations around the world. Check the accuracy of your clock and compare time at different locations. You will also find a calendar, sunrise and sunset times, information about today's holidays and observances, latitudes and longitudes, population numbers, and key information about every country in the world. Time.is is synchronized with an atomic clock -- the most accurate time source in the world. The displayed time will normally have a precision of 0.02-0.10 seconds. The precision depends on your internet connection and how busy your computer is.”

The Patient Dialogue Speeds Up

2011-03-10T16:53:00.000-05:00

Social media is having a major impact on the speed of information delivery to patient communities and health advocacy groups.

For many years, according to Gil Bashe, the well-respected leader of Makovsky’s health practice, they participated in organized letter- or email-writing campaigns on policy issues, research updates and best-practice guidelines. Support groups for patients and families were also created. The basic needs have not changed; however, today, social media accelerates the speed and global reach of these efforts. Bashe cites examples:

- DIABETES: Diabetes Social Media Advocacy group, organized on Twitter (and denoted by the hash tag #dsma), meets virtually every Wednesday night at 9pm to discuss questions, experiences and concerns via Q&A in Tweet form. One member writes, "I've found that it's difficult to talk with people who don't have diabetes about living with the disease because they mostly just don't 'get it'. This type of forum and community brings together people that are living with the same disease and can totally relate to the issues you may have." This type of network is more than peer support -- it creates a group who can be reached at a moment's notice for an advocacy-related call-to-action.

- HEART/STROKE: The American Heart Association has created more than 20 twitter accounts dealing with a wide-range of clinical and policy issues that it is seeking to mobilize advocacy around. It is also creating and seeking LinkedIn community members.

- ONCOLOGY: The Stand Up To Cancer campaign used its Facebook page, with more than 572,000 fans, to publicize fundraising efforts around World Cancer Day (February 4, 2011), as well as to stimulate discussion and share patient stories

- MS: Also on Facebook, the Touched By MS page features patients asking one another for advice, venting their frustrations, and sharing resources.

Despite the above, Bashe warns online patient communities have to be cautious, as they face the risk of inaccurate, unverified health information. A recent study by Children's Hospital Boston Informatics Program found that social networking sites for diabetes patients varied in the quality of information provided and the safeguards taken to protect patient privacy. In fact, only 50 percent of the sites presented content consistent with diabetes science and clinical practice (see here).

Bashe concludes what was once a passive way to express information has become the active method to mobilize around shared issues and needs --- very quickly and en masse.

CAPTURING BABY BOOMERS

2011-03-07T15:59:00.000-05:00

There is no loud “hit-you-in-the-face” slogan. But CVS, a national pharmacy chain, according to CBS-TV’s show “Sunday Morning,” has made its message clear by changing many of its stores to respond to the aging Baby Boomer generation.

This time the communications channel is actions — not words. The question is how those actions have transformed the message. While it is common to think of communications in terms of words, an enlightened interpretation is that communications is at the core of everything: visual, verbal, spatial, print, tone or anything else someone perceives. But no one at CVS created signage for Baby Boomers that says: “We are reshaping our stores for the vital generation!” That would certainly not appeal to the ego of the target, who is expecting that old age could be better, according to Professor Joseph Coughlin, head of MIT’s Age Lab. He says that “technology has helped us live longer; now we want to live better.”

So what are these subtle actions? CVS has made the shelves lower, making it easier to reach products. The signage is larger, making the printed word on the shelves easier to read. The floors are carpeted; thus, it is easier to walk without worrying about slippage. Carpets also make it quieter, so it is easier to hear salespeople and each other. The lighting is softer. The store is even providing magnifying glasses, for help in reading labels, if needed.

There is nothing unique about understanding the needs of the customer base and responding to it. Corporations in droves are going to capitalize on what “Sunday Morning” says is a $3.4 trillion market. “The first baby boomers are turning 65 this year, and a projected 72 million — about one fifth of the U.S. population — will be that age or older by 2030.” Just keep your eye on how it is done … the words used and the actions taken; for example, when a company, like GE , calls appliances that are easier to reach, “universal design.”

It is all about engagement.

WHAT SCIENCE COMMUNICATES

2011-03-03T15:57:00.000-05:00

Inanimate things communicate too. The aesthete may look at an inanimate object and take away one quality and the scientist may see something totally different – but equally as beautiful. Nevertheless, scientific thinking is not embraced by the general public in the same way as traditional beauty is.

This point was made loud and clear in a book, Science is Culture, by Adam Bly, which influenced my perspective on science and which clearly demonstrates why the path to scientific thinking needs to be embraced, venerated and inspired.

I was struck by an anecdote in the book. Richard Feynman, the Nobel Prize-winning physicist, told the story of a friend of his—an artist:

“[H] e’s sometimes taken a view which I don’t agree with. … He’ll hold up a flower and say, ’Look how beautiful it is. …You see, I, as an artist, can see how beautiful this is, but you as a scientist … take this all apart and it becomes a dull thing.’”

Feynman stresses that he can appreciate the beauty of a flower, too, but he sees “much more about the flower” than his artist friend. He goes on:

“I could imagine the cells in there, the complicated actions inside which also have a beauty … the [fact that the] colors in the flower evolved in order to attract insects to pollinate it is interesting … it means the insects can see the colors.”

Mr. Feynman concludes that “a science knowledge only adds to the excitement and mystery and the awe of a flower. It only adds; I don’t understand how it subtracts.”

Science does not currently have evangelists the way religions do. So we may have to work harder to grasp and appreciate the beauty within.

HOW TO INDUCE INNOVATION & MAKE MONEY

2011-02-28T15:42:00.002-05:00

Some of the world’s greatest inventions and ideas have been the result of competitions: a tool frequently used in public relations campaigns to bring out the best in people.

In fact, cash prizes awarded in competitions have revolutionized chemical engineering, energy efficiency, personal space flight and aviation, among other areas. Perhaps the most famous example is the $25,000 prize offered in 1919 by Raymond Orteig for the first nonstop aircraft flight between New York and Paris—which inspired Charles Lindbergh’s precedent-shattering cross-Atlantic flight.

So it was enlightening to hear about Prize Capital at “BusinessClimate 2010," an environmental conference created by my friend Andrew McKeon, a leading environmentalist.

What’s Prize Capital? It’s an environmental/energy focused venture financing firm, which combines prize competitions with companion investment funds to deliver capital that will incentivize radical technological breakthroughs.

“Prize Capital believes only innovation will solve the environmental challenges we face,” its website points out. “Recognition prizes (such as the Nobel Prizes) look backward, rewarding past achievements. Inducement prizes look forward, directing effort at a desired outcome. They cross borders…and attract a wider range of participants, from traditional researchers to maverick thinkers…”

Prize Capital focuses on environmental innovators from developing countries or very early stage inventors, who otherwise would not be heard from—which traditional funding mechanisms are not designed to do. The prize is not paid until the desired result is achieved. This approach, along with a unique option equity strategy, mitigates risk, the major culprit in motivating “the world’s best minds to tackle pressing problems.”

REPUTATION ON THE EDGE

2011-02-24T17:39:00.004-05:00

Here is another example of how rough stories in the media can wreck the reputation of a leading institution and the man at the helm. I am not blaming the press; I am blaming the actions of the man at the helm, who inspired the negative coverage. The story this time is about the New York Mets — one of New York's two baseball teams — and its owner, Fred Wilpon.

What happened? Years ago, Fred Wilpon selected record-setting Ponzi-scheme ace, Bernard Madoff (who, about a year ago, was sentenced to life in prison), to manage the lion's share of his and the Met's investments.

Wilpon claims he was victimized like many others, but Irving Piccard, the trustee attempting to recover funds for the real victims of this fraud, is suing Wilpon for $300 million in fictitious profits and other items that could bring the total to $1 billion. Why is Wilpon a target? Because, as a power-player, the Mets owner had the ability to influence other high-profile individuals with deep pockets to invest with Madoff as well, increasing Madoff's pool of money and the size of Wilpon's own returns. The Mets owner even started a "private club," inviting only certain wealthy individuals to become Madoff investors, as long as all investments were made through Wilpon's company, Sterling Equities, and the actual investors promised they would have no contact with Madoff directly. I'd call this a red flag, wouldn't you?

In his defense, Wilpon has said, “We lost over half a billion dollars… We put in money — I personally put in money within three weeks of [Madoff’s] going under. I know, you look at me like I have a third head, but I’m not stupid. I wouldn’t do that, I wouldn’t risk my family’s money if I thought there was anything wrong.”

Yet there were several other red flags. Leaders in the Mets organization marveled at Wilpon's returns from Madoff and wondered how he did it.

Word has it that Wilpon tried to settle with Piccard out of court, but when the two men could not agree, it hit the press. As I see it, once it hit the press, the Wilpons were doomed. The headlines have been ragged and accusatory -- with good reason. If the Wilpons try to fight this in court, the case will go on for years, totally sullying the reputation of the team, which has already been badly hurt. If they give in to Piccard's demands, they will be financially finished and devoid of any credibility. They are already seeking a 25 percent buyer of the Mets to help sustain their ownership. And despite Wilpon's protestations that this will not affect the business of the team, the Mets have been quiet in the off-season, with no major player acquisitions of note. And indeed there are needs.

Bottom line? There is a very dark cloud over the team. No matter what the Wilpon family does, they are dead meat. New York cannot afford to have a tainted owner of one of its flagship institutions — the fan base will not allow it — and Wilpon is tainted no matter how this turns out. I predict that the Wilpons will be forced to sell the team in order to rev up the organization's credibility... which is the only way it can sustain itself in New York.

Great or “Goofy”?

2011-02-17T15:18:00.000-05:00

Sometimes we reject new ideas because they seem goofy. In fact, we may pass them by, without giving them a second thought. And you know what? We are the wacky ones!

Here is an example of an idea that I once might have laughed at, but which, indeed, might one day be called the “disk drive of the 21st century”! And it is none other than E. coli bacteria!

What? Are we going nuts?

According to an article last month on the Discovery News website, researchers in Hong Kong have found a way to compress data into chunks that can be placed in individual E. coli cells, so that just one gram of E. coli could store the same amount of data as 450 2-terabyte hard drives. Further they have mapped the cells so that it is easy to find specific data later … and they’ve created a system to protect the data from cyber threats.

What of the companies that have made a fortune on hard drives? Will they go the way of the telegram? Who knows? But there is a lesson to be learned here: examine any new idea dispassionately and without any preconceptions.

Technorati Tags: Discovery News, business, communications, public relations

THE AUTHENTIC TWAIN

2011-02-14T11:43:00.000-05:00

More proof of the power of words! And proof, too, that sometimes their value is so great — and historic — that to change them is a “constitutional violation.”

Now what do I mean by that? Well, in this case, I am referring to censoring a classic, a pillar of American culture: Huckleberry Finn. In my opinion, this is a travesty.

You’ve probably read that a Mark Twain scholar, Alan Gribben, is planning to remove the “n” word — mentioned 219 times in the original — in a new, revised version of the book.

Apparently, readership of Huck Finn in schools has been declining, and some people think reading an expurgated version of the classic is better than not reading it at all.

A high school English teacher interviewed in a New York Times article on January 4 summed up my feelings: “I think authors’ language should be left alone…if it expresses the way people felt about race or slavery in the context of their time, that’s something I’d talk about in teaching it.”

Further, the real thing can serve as the basis of discussions about how far America has come…and how more subtle forms of racism still exist.

Technorati Tags: Huckleberry Finn, Mark Twain, The New York Times, business, communications, public relations

THE SHORTER WORD

2011-02-10T16:16:00.000-05:00

This one is for Twitter writers – who are often challenged by concisely getting across a complex thought in just 140 characters without the use of “internet abbreviations.”

So voilà! Here is an online, searchable thesaurus called Thsrs that only gives you synonyms shorter than the word you are looking up! Perfect for the Twitter crowd. Also perfect for those wanting to meet target character limits in articles they are writing, online or offline. It’s “the shorter Thesaurus!”

Technorati Tags: social media, Twitter, communications, public relations, business, Makovsky

Bad Predictions

2011-02-07T18:02:00.000-05:00

It’s still early enough in the year that people are continuing to make predictions. Because I have always believed that business is an exercise in foresight — and as we are getting closer to tying the knot on our own four year strategic plan — I keep thinking how vulnerable predictions are, no matter how sensitive and studied you are about what’s coming next.

To justify my own vulnerability, I looked at what I thought were a few of the least accurate predictions in the annals of American business history — made by some of the smartest people around. Here are a few examples:

• Legendary inventor Thomas Edison dismissed radio as a “craze that will die out in time.”

• When asked what he thought of the telephone, President Rutherford B. Hayes asked: “Who would ever want to use one?”

• The Supreme Commander of the Allied Forces in World War I, Ferdinand Foch, saw “no military value” in airplanes.

• IBM’s former chairman Tom Watson predicted a world market for “maybe five computers.”

Now I don’t feel as bad as I might have about my prediction 10 years ago that by 2011 New York would lead the way in flying cars!!!!

Technorati Tags: predictions,Thomas Edison, President Rutherford B. Hayes, Ferdinand Foch, Tom Watson

THIRD IN THE WORLD! SECOND RIGHT HERE!

2011-02-03T15:48:00.000-05:00

Thought leadership brings an array of rewards. One is recognition for understanding your customers and the environment in which they operate. Another is providing a valuable independent perspective to all your stakeholders. Finally, it builds confidence in your brand and identity.

We have not only employed thought leadership for our clients, but also for ourselves. We see it as client-oriented intellectual capital offered to strengthen their businesses — for example, a survey on the impact of blogging, an article on biosimilars, a newsletter on BP’s seven sins.

Thus, it was extremely gratifying (and surprising!) to discover that Dow Jones recently studied the amount of media attention received by 70 leading mid-sized public relations firms — defined as agencies with $10 million to $50 million in billings — and designated Makovsky “the third most-covered firm worldwide” in that category.

Moreover, the Dow Jones study named Makovsky the “second most covered [midsized] firm in the United States.”

Obviously, we are proud of successfully communicating our “story” to our prospects and clients by providing the media with information they believe will interest their readers. It is critical for us to serve as a role-model in this area … while endeavoring to help our clients achieve best-in-class status in their own right. Fortunately, the many client campaign awards we have won are evidence that this is a cornerstone of our success!

Technorati Tags: Dow Jones,media, social media, The Internet,communications, public relations, Makovsky

The Pope, Social Media + Communications in the Digital Age

2011-01-31T14:01:00.002-05:00

When I saw recently in Boing Boing that Pope Benedict XVI had given his blessing to social networking, I have to admit, I was surprised. Then, when I took a look at the full text of the 83-year-old pontiff’s statement—“Truth, Proclamation and Authenticity of Life in the Digital Age”—I was impressed.

Here are some excerpts:

• “The new technologies are not only changing the way we communicate, but communication itself, so much so that it could be said that we are living through a period of vast cultural transformation. This means of spreading information and knowledge is giving birth to a new way of learning and thinking, with unprecedented opportunities for establishing relationships and building fellowship. “

• “As with every other fruit of human ingenuity, the new communications technologies must be placed at the service of the integral good of the individual and of the whole of humanity. If used wisely, they can contribute to the satisfaction of the desire for meaning, truth and unity which remain the most profound aspirations of each human being.”

• “Entering cyberspace can be a sign of an authentic search for personal encounters with others, provided that attention is paid to avoiding dangers such as enclosing oneself in a sort of parallel existence, or excessive exposure to the virtual world.”

The biggest takeaway: social media outlets like Facebook offer tremendous opportunities for people to communicate and connect, but it’s important not to let “virtual contact…take the place of direct human contact.”

While the Pope does not yet have his own Facebook page, the Vatican does have a utility on its website, Pope2You, that allows subscribers to receive papal messages on the social network.

Technorati Tags: Pope Benedict XVI,Facebook, social media, The Internet,communications, public relations, Makovsky

The Essence of Business

2011-01-27T16:25:00.001-05:00

Every now and then, situations arise among people in business that make me feel they’ve forgotten what they’re there for:

• John is promoted over Jane and an ego battle begins.
• Eric is territorial and never shares critical information with others, as he should.
• Rebecca comes in extremely late every day despite many warnings and the prospect of possible termination for chronic tardiness.

And the list goes on and on.

Business is all about getting the job done for your customer or client and being compensated for it. All the processes and efficiencies that can be mustered to make things run smoothly and reach the endgame should be the number one priority. And the best people — and only the best people — should be “on the bus.” Of course, that’s always easier said than done. People can deflect and also be deflected. Managers have to swing into action.

I recently came across a great quote that says it all. It’s something to remember when we get bogged down, thinking about all the things that can prevent us from achieving the desired result. Here it is:

“Keep in mind that, in the work setting, the purpose of the interaction is to accomplish a certain task, and not to teach a lesson, win a contest, prove something, or demonstrate who is right and who is wrong.”
Professor Renato Tagiuri
Harvard Business School

Amen!

Technorati Tags: Professor Renato Tagiuri, Harvard Business School, reputation, communications, public relations, business, Makovsky

Are You Sure You Want to Reply?

2011-01-24T15:38:00.001-05:00

Here’s a suggestion for Research In Motion (RIM), the folks who make Blackberry phones. When a user is about to reply to a message he or she has just read, wouldn’t be terrific if a little box popped up on the screen that said: “Are you sure you want to reply?” in the same way that it now asks you to confirm that you actually want to delete a message before you’re allowed to delete it.

Why would this be an effective addition? Well, listen to this story. An employee in our office copied me on an email sent to a client regarding work we were doing for that client. I prepared an email in response that offered some advice — for his eyes only — regarding what he had told the client. I thought I had sent it back to him, using the reply button. Shortly thereafter there was an email from the client that said: “I think you meant this email for John [the employee].” Oops! Did I screw up or what?

I thought hard about the next step, as I would rather the client had not seen my comments to the employee. I sent the client an email and called her. She was very understanding and agreed with my advice to the employee. Nevertheless, it was an embarrassing moment.

Had a “reply confirmation” box popped up, it would have forced me to be more scrutinizing — and focus on the “from” section of the email and who I now wanted it to go to. Mistakes like this can be costly. I know that apps like ReplyGuard are available for download for a modest fee, but I am urging RIM’s management to make reply confirmation standard equipment on all future Blackberry products.

Technorati Tags: Research In Motion, Blackberry, ReplyGuard, phone, embarrassing

Internet: A Spark for Democracy?

2011-01-20T13:46:00.002-05:00

As the Internet has revolutionized communications in business and so many other facets of life, it is also becoming one of the greatest democratizing forces of all time.

The 2004 Orange Revolution in Ukraine and protests in South Korea, Moldova and Iran in 2009 were able to spread further and faster by social media. And, according to The New York Times, the protests which ultimately unhinged the Tunisian dictatorship were aided by a Facebook page called “Tunisians,” which hailed as a hero Mohamed Bouazizi, a 26-year old university graduate who could only find work as a fruit and vegetable vendor and set himself on fire in a city square when the police seized his cart and mistreated him. Quotes also appeared on Twitter.

The “spectacle of crowds surging in the streets” was unique in Arab cultures, and smaller protests have already taken place in other Arab countries. The Times also cited the tweet of a blogger in Bahrain: “It actually happened in my lifetime! An Arab nation woke up and said enough.”

While these developments undoubtedly will serve as a lesson to other dictators, and may encourage them to “shut off” the internet, it is unlikely that the world force of this viral communications channel can be tamed for long.

Of course, we cannot forget that there is a flip side to the internet: it provides the same access to terrorists and those who seek evil, whether leaders or those among the general public. Assuming that the force for good is greater than the force for evil, the world has an opportunity for true democracy to triumph more broadly than ever before.

Technorati Tags: The New York Times, social media, The Internet,communications, public relations, Makovsky