Character, Values & Integrity

I've spent a great deal of my career counseling clients in the area of crisis communication - both in the preparation phase and in the heat of dozens of crises themselves. While it's always interesting to look at the various to-do-lists which attempt to offer guidance for managing a crisis successfully, I've found that what separates the best from the worst in crisis responses comes down to character, values and integrity.

When I was a kid, I remember someone describing integrity as what you do when no one else is watching. For example, would you cheat at solitaire and tell others you'd won even though no one could ever prove you wrong? What I've learned is that integrity isn't about what you'd do when no one is watching, it's what you will do when everyone is watching - your employees, the news media, shareholders, etc.

In 1943, before Johnson & Johnson went public, Robert Wood Johnson authored the famous credo that serves to define J&J, not in terms of what they do, but who they are. More recently, Michael Dell spearheaded the drafting of a document titled The Soul of Dell, which sends a clear message that "how" Dell achieves success is just as important as realizing success itself.

If you really want to prepare for crisis, take a close look at the character, values and integrity of your organization and its leaders. While it may be politically more inviting to offer a checklist of "what to do if...?", resist the easy route and take a page from Jim Collins' book Good to Great - look at WHO before WHAT!

Human Nature And Trust

In my last post, Basic Human Nature. Good or Bad?, I suggested that how we feel about this basic question can have enormous implications on our approach to client service and relationships in general.

In Edgar Schein's book Organizational Culture and Leadership, he describes values as "open to discussion", but core beliefs or "basic underlying assumptions" as non-negotiable. These are the assumptions we develop over time based on our experiences (ones we may not always espouse publicly), but they drive our behavior.

I encourage you to read the complete answers people have so generously contributed on LinkedIn. You'll find everything from, " My personal belief is that most people are basically bad" to "Basically human beings are GOOD." You'll also find the inbetween such as "Individual people, however, are neither good nor bad by nature, only by choice" or one of my favorites, "So if I had to choose a species I would choose being around dogs the truth is all in the tail wags!" Each makes their argument quite eloquently by the way.

So given our most basic assumptions about human nature, it leads us to the comment Ruth Seeley offered which reads in part, "The yin/yang symbol you've used to illustrate this post is very appropriate, I think. While I hate to take the simplistic 'dualism' approach, I have found that there are really only two approaches to trusting people: either you're a person who trusts everyone until they give you reason to do otherwise, or you're a person who trusts no one initially and makes everyone earn your trust."

In thinking about Ruth's response, I discovered these trust models by HR consultant Robert Fisher which speak to her point:

As Robert sees it, people fall into one of four categories:

1. Suspicious still. Don't ever trust anyone, even after they have done something nice.
2. Suspicious until. Don't trust anyone until they prove themself.
3. Trust until. Trust people until they screw up.
4. Trust still. Trust people even after they make mistakes, sometimes even when they hurt you.

These trust models emerge from basic underlying assumptions we hold about people and their nature. You should ask yourself where you fall in this model, and based on your beliefs, how it impacts your approach to client service both positively and negatively.

Just a little food for thought for the long weekend! Enjoy!

Basic Human Nature. Good or Bad?

The other day I read an article in Harvard Business Review titled Leadership, Managing In A (Permanent) Crisis. When I reached the end, I thought, "here's yet another basic toolkit for leaders." The problem is great tools only work for those who can truly embrace their utility. Leadership is about who, not just what. A leader will never use tools effectively, for very long, or rely on them during a crisis if the tools don't fundamentally align with you they are.

So let's put it in the context of client service. When we talk of client service, we are referring to people serving people. This blog, or any other resource for that matter can offer all the ideas and tools you could ever need. In the end though, your fundamental beliefs about people and basic human nature will serve among the biggest influences on your behavior. It occurred to me that between CSI Season 1 and Season 2, I 've written about 500 blog posts related in some way to client service.

While I've consistently advocated adopting a client service mindset versus a more prescriptive approach, I've never once talked about the most basic question: How do you really feel about people in general? Are they basically good, or do you always have to watch your back? Or is it a simple case of yin and yang - "seemingly disjunct or opposing forces that are interconnected and interdependent in the natural world, giving rise to each other in turn."

I'd like to explore this concept in my next few posts. In the meantime, I plan to post the question on LinkedIn, and I invite your feelings on the subject as well. Thanks!

Can't Ghostwrite A Blog? Why Not?!

I received an e-mail morning from Ragan Communications regarding a Blogging Desktop Learning Series. The title of the first tutorial is: "You can't ghostwrite a blog—and other rules for launching a senior executive blog that employees will read AND respect." As much as I love the work Ragan Communications does, I'm afraid that unless the content of tutorial #1 offers some leeway on its "can't" ghostwrite a blog stand, then I'll tell you what I told them:

Regarding your description of tutorial #1, I completely disagree. As a CEO, you can have your blog ghostwritten, as long as you're upfront about it. There's nothing wrong with a CEO stating that (s)he is being assisted in the writing of the blog in an effort to engage with company stakeholders on a consistent basis - that the content reflects the CEO's position and that (s)he reads all comments and responds personally as time allows. It's not only acceptable, but even more transparent than the typical CEO speech. When was the last time you heard a CEO give a speech and preface the remarks with, "I didn't write this!" Teaching communicators that there's a no ghostwriters rule for blogs would be a disservice.

Granted, I'd prefer that the CEO, or other senior leaders in the organization, author their blogs personally, but what's so wrong with a ghostwriter as long as there's full disclosure? Thoughts?

Winning New Clients In A Down Market

About three months ago, I had a lengthy phone call with a friend of mine who'd been charged with growing the client roster for a struggling PR agency. The firm is not located in the city where it wants to expand the client base; the agency offers no unique skill set or industry expertise (at least one it's willing to stand behind), and had no particular plan for how to help anyone. It's an agency that wants fees (fairly steep ones I might add) upfront in an effort to ensure its own survival. I remember listening to this, offering some suggestions (which I was quickly told the agency president would never consider), and wishing him good luck.

Yesterday, I got a call saying that he hadn't picked up one new client. Surprise, surprise. In fairness, my friend agreed with me upfront and knew he was fighting a losing battle if the agency wasn't willing to face up to the realities of the marketplace. Despite the lack of new business success, the agency is still not willing to change its approach, and it's likely my friend is done fighting with the agency leadership.

Well, just because my friend's agency is intractable doesn't mean I shouldn't share some perfectly plausible strategies for others during these difficult times. None of this is necessarily new (or rocket science for the matter) but have a look and introduce your own thoughts as well.

1. Approach prospects in a vertical industry segment with which you've had proven success. Study your prospect's business and offer some specific ideas for helping them achieve their near-term goals.
2. Approach prospects with a very specific communication expertise that you believe differentiates you in the marketplace among other competitors and has demonstrated tangible business benefits for other clients. It not only offers the prospect a reason to hire you, but should optimize your chances for earning trust and providing other services down the road.
3. Approach prospects with a short-term plan, not a longer term engagement. Be willing to help them with the situation at hand. If you're successful, you'll earn the longer term gig.
4. Approach prospects with ideas, not qualifications. The only thing that will truly differentiate you from the thousands of competitors who do exactly what you do (either just as well or possibly better) will be your thinking against a prospect's specific needs. Look at the client service excellence quote at the top of this blog. You don't have to be superhuman or even better than your competitors, you just have to be willing to do what others could be doing, but just aren't.
5. Borrow a page from David Maister, Marshall Goldsmith and the other uber-consultants out there who actually stand behind their work. Present your ideas, set near-term goals, and tell the client that you don't expect them to pay you upfront in the hope that your approach is successful. Explain that they'll only have to pay for your time if the goals are achieved, or as David Maister structures it, "pay me what you think I'm worth." If you really believe you can help the prospect, then have the courage to stand by your work.

I look forward to your comments on these five points and to receiving other ideas you may have on the topic!

What's Your Mindset?

It's an extremely important question because your mindset serves as the foundation from where you operate. It's your guide for how you view the world. It helps you shape your priorities and values, and it drives your actions both personally and professionally.

In a video I posted recently from Toni Louw, Toni explains that as a presentation trainer, he doesn't teach voice modulation, gesturing, making eye contact, etc. Why? Because if you're communicating, you'll do those things naturally. Once presenters care more about their audiences than themselves and truly want to share through communication, they become better communicators. Toni teaches mindset, not bullet points because bullet points are just illustrations of what you should do, mindset is an expression who you should become.

Among the most popular blogs posts are those that offer 10 ways to do this, or five ways to accomplish that. While the tips are often helpful, it's the mindset driving these recommendations that is more important. If the mindset is not evident, challenge the author to offer it.

Most recently, I wrote a post titled, Want To Be A Better PR Professional?, and I offered five recommendations for how to better serve your clients. The five points are admittedly incomplete (as is the case with most such lists), but I hope the core principle is clear. If you want the client to see your value, then be passionate about being valuable. Once you do that, you'll naturally seek ways to do so.

I received some great feedback on this post, not only in the comments, but through e-mail, Twitter, etc. While I took a swipe at APR accreditation, the larger point was to get people thinking about their clients rather than themselves. And they did. I received some wonderful additions to the list such as the importance of listening, the critical role of creativity, and the value of understanding communication disciplines other than PR.

By understanding mindset, you will naturally build on specific recommendations in a manner that will help you improve - not just in the moment - but for the long haul.

Want To Be A Better PR Professional?

Then spend your time focusing on subjects other than PR.

I've been reading quite a bit lately about people preparing for their APR exam, as if that's going to magically transform them to become better PR professionals. Newsflash: It won't. It's the equivalent of Scarecrow receiving his diploma at the end of the Wizard of Oz. (Scarecrow's transformation had nothing to do with the piece of paper.)

That said, while I don't dismiss APR preparation as being a valuable professional development tool, the credential is meaningless. We've all met great APRs and incompetent ones. We've also worked with professionals without the initials who are brilliant at their craft. Great PR professionals, with APR training or not, are those who view their profession as larger than themselves. They are educated well beyond the limits of public relations.

As much as most PR pros don't want to admit this, PR in and of itself, is not complicated. I could teach the fundamentals of PR to anyone in a day. Knowing what to do is the easy part. Knowing what to do depending on your client, industry, and audiences is where the rubber meets the road. It's what separates the PR greats from the wannabees. So before you embark on APR preparation, or if you're already an APR, here's a few thoughts for you if you want to be excellent at your profession and offer real value to your clients in good times and in bad:

1. Take time to truly understand your client's values and priorities. If you don't really crawl inside where your clients are coming from, then you'll never be able to help them connect with their audiences. Moreover, you'll be useless during a crisis. The great responses to crises have not been situational in nature. Great responses to crises come from core values - from who they (your clients) are, not simply how they contrive a response in the moment. Unlock this key, and you'll have a better relationship with your client and be a far more effective advocate on their behalf.
   
2. Become an expert in your client's business beyond the topline. Those who are not experts in their clients' business typically resort to measuring PR on PR terms, not on business terms. This is the fundamental reason PR pros cry about being underappreciated. If you want a seat at the table; if you want to be respected as a business person, then take time to understand your client's business. Your client's trade pubs should be your Bibles. This will not only help you connect the dots regarding the value you bring, but also open up a new world of PR opportunities for you to explore.
   
3. Be fanatical about staying attuned to your audiences' hot buttons. Consider tracking polls in political campaigns. Public opinion can shift like the wind. Client centric messaging that doesn't connect with the changing attitudes of customers, shareholders, employees, civic leaders, etc. can cause much more harm than good. Become THE authority about your client's target audiences.
   
4. Become an expert in the legal matters that pertain to your client. How many of you have been in the room when an attorney takes command of the conversation because (s)he understands the relevant legal issues of the day. If you want to take the attitude that you're not an attorney, then you'll have to live with being run over in front of the CEO. Don't allow it. Understand the law. You don't have to go to law school to acquire this valuable knowledge.
   
5. Take time to study the fundamental challenges of leadership. I don't believe you can offer real counsel to leaders without understanding the fundamentals of leadership. I'd recommend reading The Leadership Challenge by Jim Kouzes and Barry Posner to get you started.
   

For the PR profession to be regarded as truly valuable in the marketplace, we need to focus on adding value, not initials. During tough times, clients have to believe that they're better off with us by their sides than on the sidelines. To do so will require knowing much more than what APR can teach you.