Compliments for reputation-building

There are many ways to rebuild reputation but one way that companies might consider when recovering from a crisis is developing a Compliments page where employees and non-employees can anonymously thank those front line or other employees for doing their jobs well and conscientiously. I spoke to a company a short while ago as they were dealing with a reputation crisis and suggested that they start a Compliments page where community members could thank those front line people they encounter frequently for doing a honest day's work. It could help. Of course, the site would attract uncivil types but there must be a way to delete them if they stray too far from the site's purpose and goals.

Some universities have being doing this for a while. It started at Queen's University in Ontario because the founders wanted to find a way to counteract bullying. University of Pennsylvania has a Compliments Facebook page as does Penn State. On the U of P site, people thank others for returning their lost wallet, for the sense of accomplishment they feel after doing nonprofit work, to a capella group for their beautiful sound and send support to a fellow classmate struggling with pain. The U of P Compliments page has the goal of "learning to do good and spread good." Penn State's site says that it is a social project to spread happiness.

Compliments pages are a wonderful idea considering that incivility that can sometimes surround and engulf us. In Weber Shandwick's Civility in America 2013 study, we found that 70 percent of Americans believe incivility has reached crisis proportions. With Americans encountering incivility more than twice a day on average (2.4 times per day), and 43 percent expecting to experience incivility in the next 24 hours, dealing with incivility has become a way of life for many. Maybe it is time to turn this tide of negativity.

Compliment sites can be contagious and make people feel good despite their company's blemished reputation. It could give an employee that extra boost they need to be productive and positive when they find everything uncertain. Hearing a compliment might keep an employee loyal to his or her company and make them feel they are doing their part in getting their company's reputation back on its feet. Companies might consider trying this and seeing what happens. Reputations get repaired in the oddest ways.

Politicizing reputation





One of the trends I talk about when it comes to reputation is how politics is no longer a strange bedfellow to companies.  Companies and their leaders now find themselves taking sides on climate change, same-sex marriage, immigration, gun control and a host of other issues. Company reputation is far more politicized that it used to be. Years ago when I first got into public relations, it was made very clear to me that companies did not air their political leanings or take sides on political issues. Today, political issues are now the business of business.

That is why I was particularly interested in an article about a Starbucks in Newton Connecticut.  I copied and pasted the newspaper photograph into a powerpoint slide for safekeeping. I'll want to be able to remind myself when I need a good example of how politicized reputation has become and how tricky it is to walk a fine line.

Nothing is ever simple these days when companies live in glass houses. There's always two sides to every coin. Here's a snapshot of what happened. Two days ago, gunowners declared Friday "Starbucks Appreciation Day." Unfortunately, this nationwide Appreciation Day was also being celebrated at a Starbucks in Newton, Connecticut, home to the mass killing of some two dozen children and teachers. Why appreciation day for Starbucks? Reason is that Starbucks has publically supported the Second Amendment in states where it is allowed and which grants people the right to keep and bear arms whether those guns are carried in public spaces such as the ubiquitous coffee chain or not.  However, because of the glaring sensitivities surrounding the hideous Sandy Hook killings, Starbucks found themselves at ground zero for pro- and anti-gun supporters even though gun carrying is allowed in Connecticut.

What did they do? At the Newton Starbucks, they closed the store five hours early and put up this sign:

Dear Customers,

At Starbucks we are proud that our stores serve as gathering places for thousands of communities across the country and we appreciate that our customers share diverse points of view on issues that matter to them. We also believe in being sensitive to each community we serve.

Today, advocacy groups from different sides of the open carry debate announced plans to visit our Newtown, Connecticut store to bring attention to their points of view. We recognize that there is significant and genuine passion surrounding this topic, however out of respect for Newtown and everything the community has been through we decided to close our store early before the event started. Starbucks did not endorse or sponsor the event. We continue to encourage customers and advocacy groups from all sides of the debate to contact their elected officials, who make the open carry laws that our company follows. Our long-standing approach to this topic has been to comply with local laws and statutes in the communities we serve.

Thank you for your understanding and respect for the Newtown community.


Chris Carr

executive vice president, U.S. Retail

For Starbucks, there's no winning on this issue but I respect the fact that they behaved according to their conscience and in line with their corporate character . I also was impressed that the EVP of US Retail signed his name to the letter. There was no darting the issues. However, I think it is important to recognize that company reputations will find themselves regularly tangling with political issues and they need to shape their reputations with that in mind.

Toronto Musings

201Had a terrific visit to Weber Shandwick Toronto this week. My colleagues hosted a breakfast to discuss the new rules of engagement for employee engagement and reputation and I shared the platform with my colleague Kate. We met some terrific clients and had some very good questions afterwards, always a plus. Reputation and employee engagement are very much intertwined which made the two angles so easily compatible. We also met with some clients and had meaningful discussions about leadership, character and reputation. Afterwards I headed up to Muskoka for a conference among hydro distributors to talk about safeguarding reputation. Terrific conference put on by The MEARIE Group and to prepare, I learned alot about the challenges facing electricity distributors in Ontario. Of course, it was hard not to mention how Mayor Rob Ford of Toronto was negatively impacting the city's reputation. On the day of the conference, the Mayor of Montreal resigned after being arrested. At the breakfast meeting, I learned something that I aim to keep for posterity. Most probably, I will add it to our compendium on how to recover from a crisis. We have a master deck on how companies recover and build even better reputations and for me, it's my team's Bible. We catalogue all the recovery strategies we can because it always comes in helpful for the next client. But sometimes people have a way of saying something that just lights up your brain waves because it is so insightful and speaks so directly to a company's character. This Canadian company had a crisis some years ago and one year later to the day, they ran full page ads reminding people of what happened and what they had done since the fateful event. The head of comms said to us while we were chatting at the breakfast that they ran the ad because..." "We will be the first to remember, not the first to forget." The company wholeheartedly owned the crisis and was not going to forget. Sage advice.

Reputation-driven bonuses

bonusHow is this for a headline from Bloomberg: Goldman Sachs Links Bonuses to Protecting Firm Reputation. I like it. Apparently Goldman Sachs is reviewing employees’ efforts annually to protect its reputation and build back clients’ trust. Makes total sense to me as a reputation observer.

In May, the company issued a report titled the “Business Standards Committee Impact Report” which laid out 39 recommendations. The report says it was the most extensive review of  the firm's business standards in its 144 years.  The CEO, Lloyd Blankfein, led 23 three-hour sessions in 2011 and 2012 with partners and managing directors on personal accountability and included a case study about communications within the firm and with clients, according to the report. It  represented "tens  of  thousands  of  hours  of  discussion,  analysis,  planning,  execution,  and,  importantly, training and professional development which, alone, totaled approximately 100,000 hours.  The BSC held 17  formal committee meetings.   The Board Committee overseeing  the BSC met 13 times.  The  BSC  Implementation  Oversight  Group  held  11  meetings  and  made  five presentations to the Board of Directors.  It also met three times with a separate subcommittee of the  Board’s  Corporate  Governance  and  Nominating  Committee  which  provided  ongoing oversight of the BSC implementation." They also identified three themes that reached across all the recommendations and one of them was "reputational sensitivity and awareness and its importance in everything we do."

Because I regularly report on how companies recover from reputaional loss, I thought it was important to readers to hear about how one company was finding its way after its reputation was hurt. This report probably represents a good roadmap for other companies that want to strengthen their business practices and reputation. It is also important to note that the CEO has played a major role in getting the committee's findings infused into the organization.

Social listening as reputation recovery

jcplistens-cover-photoI had heard of a new CEO listening tour but to me, this was a first. JCPenny is running a social media Apology tour. We've all heard CEOs apologize for one thing or another and we've all worked in companies where a new CEO visits different employee facilities to meet and greet and hear what is on people's minds. But JCPenny now has a new campaign on TV that apologizes for letting customers down and thanks them for coming back. If you recall, the former CEO Ron Johnson from Apple fame was booted out when his plan failed, possibly because of the elimination of coupons which drove customers into the store. The former CEO, Myron Ullman, was asked to return and now they are in recovery mode. The two ads say: "It’s no secret. Recently, J.C. Penney changed. Some changes you liked, and some you didn’t. But what matters with mistakes is what we learn. We learned a very simple thing: to listen to you. To hear what you need to make your life more beautiful. Come back to J.C. Penney. We heard you. Now we’d love to see you.”

“At J.C. Penney, we never stop being amazed by you. How you work so hard without looking like you do. How you make every dollar stretch so far and keep your family so close. So we brought back the things you like about J.C. Penney, gave you new things to explore and now, we’re happy to say, you’ve come back to us. We’re speechless, except for two little words. Thank you.”

But back to social media....using the hashtag #jcplistens, JCPenny is in response overdrive from what I saw on Twitter today. They are in constant contact with its Twitter-ites. Every customer or tweet seems to get a personal and speedy response asking to help out, mentioning they will share the feedback with the team if something was amiss and thanking customers for comments. As pointed out on Business Insider, they even told people when they were retiring for the evening. On its Facebook page, JCPenny is polling fans about their favorite brands that they want back after having been cut by the former CEO. And it looks like they are bringing back St. John's Bay, a favorite. So they are listening hard.

You've got to hand to them. They're trying. And social apology tours are a smart redemption move.

An approach to sustainability...

96611357 [Converted]My good friend Bob Eccles, professor of management practice at Harvard Business School, wrote an article (The Performance Frontier) that just appeared in the Harvard Business Review.  Here is a PDF. I've been extremely interested in his work on integrated reporting for awhile now. What is integrated reporting? Essentially it is One Report that combines financial and non-financial information interactively into one document. A good example of a company that has done this is Natura. Although integrated reporting is voluntary today, it is required of all companies on the Johannesburg Stock Exchange. But integrated reporting is much more than an online CSR showcase. When it is done right, it is an authentic and innovative two way conversation where a company convenes its stakeholders to discuss its progress meeting its financial and nonfinancial goals. For example, Natura does this through Natura Conecta where the public is invited to have a discussion on environmental and social issues related to the company. It is a living exchange, not a static one that is one-way and more push than pull. Bob's article has an interesting slant which he points out in the introductory sentence . . ."But a mishmash of sustainability tactics does not add up to a sustainable strategy." He argues, along with his co-author George Serafeim also at Harvard Business School, that we need a solid framework for simultaneously boosting financial performance as well as doing good. Tactics alone won't do the trick. They provide a model for identifying the most environmental, social and governance (ESG) factors that drive shareholder value so that both financial and ESG performance are enhanced, not just one. A company that focuses on sustainability without paying attention to the financial costs is not going to have a genuine sustainability strategy that meets everyone's interests. Similarly, a company that focuses solely on financial performance to the exclusion of good ESG performance will lose out as well in terms of public opinion and support. A major component of reaching this perfect balance, according to them,  is by identifying major innovations in products, processess and business models that achieve these improvements and accomplishes superior financial and sustainability performance. A good example is the one with Natura mentioned above. They also cite innovative business models from Dow and Hong Kong-based CLP Group. And then, of course, Bob argues that these activities are ideally communicated through integrated reporting.

What fired me up was the SASB (Sustainability Accouting Standards Board) Materiality Maps that have been created for 88 industries in 10 sectors.  Each industry has its own map that prioritizes 43 ESG issues and ranks them in terms of materiality. Not all the maps are complete but take a good look at this one for the health care sector. It shows which ESG factors impact financial performance so that a company knows what to prioritize. It's a great contribution to understanding ESG factors as well as what drives strong corporate reputation. Don't miss it.

And congrats to Bob and George for raising an important question about how to better balance financial costs and sustainability costs so that they complement one another instead of taking away.




Reputation Committees At Last

19r_board_of_directors_largeI know I should get out of the house (the sun is shining) but I was so excited to read in the Wall Street Journal about a reputation committee being formed at Goldman Sachs. The lead director James Schiro is heading this effort as the lead director on the board and is apparenlty VERY focused on reputation, according to his first letter to shareholders. Reason I am excited? Because I am a chief reputation strategist, I am always looking for trends and firmly believe that reputation committees are going to being popping up in more Fortune 500 companies than in years past. For a speech I gave before women-directors-to-be a few weeks ago, I mentioned two companies who had reputation committees but that was all I could easily find in a quick search. Board attention to reputation is long overdue. Reputation is a form of wealth, a type of equity that you get to dip into when your company is in trouble or facing issues. You need a good stockpile to weather the everyday assaults most companies are facing day in and day out.  It is heartening to see reputation recognized for the worth it is. Here are a few quotes I pulled from the WSJ article that give me hope. "He [Schiro] said the board clarified the duties of its governance committee to manage Goldman's relationships with the outside, guard its reputation and review philanthropic and educational initiatives."

"We continue to be very focused on the reputation of the firm," Mr. Schiro said in his letter. A "public responsibilities" subcommittee of the board's governance committee was formed to focus on reputation, chaired by William George, he said."

2013 Reputation Trends Ahead

It is that time of the year. Last day of 2012 and the start of a new 2013. I posted an article to Huffington Post on what I see ahead by looking backward at reputation trends bubbling up and trends on the vast horizon.  Here is the post if you want to settle into the new year with a clear lenses on reputation possibilities. Wishing you a happy new year!