Michael here, checking in with another contribution I’ve made to PR NEWSWIRE’s Investor Uprising. Today I’m tackling the topic of ethical investments. It’s a tough line to walk in today’s world, with less than ideal examples of investments; BP, Toyota and Enron popping up every day of the week. Here I share my basic yet thorough tips on how to keep your investments inline with your personal and professional code of ethics. Five easy questions to ask yourself to make sure you’re investing ethically…”Five Exercises To Work Ethics Into Your Investments”

I thought y’all might be interested in the following article/blog I wrote for PR NEWSWIRE’s “Investor Uprising” community.

Is it possible for Groupon to issue a deal-of-the-day for its own stock when its IPO comes around? 

Here’s my thought; what do you think?

The site may be All Things Digital, but their work is All Things Ethical.

Among the many things I read online and in print, I am a big fan of the Wall Street Journal’s “All Things Digital.”  Having been engrossed in media relations for most of my 15-plus years in the business, I have found that Kara Swisher is among the most insightful journalists out there. Every time I read a story from her, I learn something.

I was reading her most recent post about Google’s seemingly pending acquisition of Groupon, and noticed a line at the end of her story:  Please see this disclosure related to me and Google.

I was shocked–in a very good way–when I saw a headline that read, “Kara’s Ethics Statement.”  What was even more cool was the choice of words that Kara offered to her readers:  “Here is a statement of my ethics and coverage policies. It is more than most of you want to know, but, in the age of suspicion of the media, I am laying it all out.” Kudos to Kara for sharing with her readers how she feels about the integrity of her work.

Here at SMPR, we hear the stories about PR pros and journalists, alike, who are called into question about the types of work they do.  With many of our clients, we work with them to draft ethical mission statements in addition to traditional mission statements & key messages to distinguish “sales” from “beliefs.”  In both cases, people need to have trust in what the company does, but how you say each has to be completely different.

Some of the best journalist relationships we have are based on ethics.  We know what people will and won’t cover.  We know that when we position a company, that we are prepared to do so objectively.  If there is something negative about a client that someone brings to our attention and we know it exists, we won’t spin things.  We’ll be honest and upfront–and expect our clients to do the same thing.

We would hope that more journalists follow Kara Swisher’s lead and print their ethics statements for all to see.  For now on, I will still continue to read Kara’s work; I will just appreciate it that much more.

Disclosure on my part:  I have never worked with Kara directly, but hope to one day when the right client comes along.

BP should exemplify the need for businesses to have "insurance policies" for their corporate processes.

A few days ago, I was talking with a journalist about my insights of corporate reputations in light of the BP fiasco.

Certainly, there are many people who would subscribe that all it takes is one chink in the armor to knock a company like BP and its people down–and we all know there are people lining up at the door.  Tony Heyward has become corporate America’s latest addition to America’s Most Wanted.  If things weren’t bad enough, Heyward’s attendance at a yacht race has the PR people swimming uphill yet again (uh, Tony, unless your yacht is solar-powered I wouldn’t be going to these sorts of events anytime soon–word to the wise).

Just as we hear about consumers needing insurance policies for when they become disabled or hurt, companies need to think about the types of insurance available to them to protect themselves.  In honor of Heyward’s latest snafu, following are some suggested options for companies to consider when “insuring their safety”:

• “Long-term care”–What happens when a company and/or its employees need to stop work for extended periods of time?  How are internal processes handled such that work disruption is minimized?
• “Whole life insurance”–Companies should offer self-imposed fire drills about how to handle a catastrophe before it happens.  From my vantage point, I am surprised at how much BP is “winging it” as opposed to following an established set of protocols. As a result, they are digging themselves a deeper hole from which to climb.
• “Disability”–A comprehensive review of policies and procedures is in order for any company to protect itself from internal issues which could hamper the company making money in either the short- or long-term.What other types of policies are out there?

One of the great things about PR is that when you find a company that “gets it,” it makes for an easy time to showcase that client.  In nearly all of those cases, these companies have superior people implementing processes that are DRIVEN by the people who designed them.

It sounds so easy, but people drive processes not only to make them work, but to make them smarter.  People drive innovation.  People look for ways to make systems more efficient and effective.  Perhaps all else, the smartest companies out there continuously look for ways to make both the people and the processes better.  This is the way that SMPR strives to showcase its clients, by looking at all of a company’s value drivers.

Which side is more important for good PR, process or people?

But when an outside company comes in and acquires another company–especially one built on people-based assets such as culture and talent–the equilibrium tends to shift.  Sadly, a former SMPR client (Flat Top Grill) has shifted for the worse.

Let’s be clear here–I am not sharing this information intending to spill “sour grapes” about a former client, let alone a former employer (disclosure–I worked for the company more than 10 years ago).  I am, however, sharing this because this company used to be the epicenter of customer experiences and people management, and it has reached an abyss that is so low that I worry that it will never get out.

I went into lunch at Flat Top Grill’s Loop location because I wanted to see how the company has changed since we stopped working with them.  To be sure, the people who we knew were no longer with the company (not that I expected to see them).  But the product has become so commoditized; what’s worse, the product was so poor, the service was so bad and the people–the very asset we looked to showcase–were so poorly trained and executed that it made me wonder how a company and its culture could sink so fast.

Want proof?

• I had to wait 22 MINUTES for my bowl to be delivered to me (WAY beyond the norm).
• Ingredients are supposed to be mixed together, but in my mouth was the very spoonful of wasabi I spooned in; my mouth was burning hot.
• I would have had water, but my glass wasn’t filled.  I had to run to a bathroom to get water (SERIOUSLY).
• Since when is soy put in beef and chicken?  Oh yeah, as a PRESERVATIVE.  If I wanted soy, I would have asked for tofu.
• As a former Partner (the company’s term for employee), I am entitled a professional courtesy when I dine there; I was asked three different times where I worked, who I was and why I asked for the discount; my bill must have been important to them…
• …but if it was so important, then why did it take all of these people so long to get my bill?  The server’s response–”We’re busy.”  Uh, hello?  Restaurants are SUPPOSED to be busy and you’re supposed to be PREPARED.

Unfortunately, the company has lost touch with the very thing that put the company in growth mode–its people.  Training and systems were tossed aside in favor of processes to save money.  I don’t need to look at their books to know that.  I asked a CEO of a major restaurant group in town what would have happened to his company if any of this had happened.  His response:  “I would be tracking down that customer to get their inputs how we can change things to make things right for him….”

Sadly, I doubt that will happen; Flat Top Grill has lost touch with what was important.  Perhaps one day, they can find what made them successful.

It goes without saying that every PR firm has some sort of new business pipeline.  What I have found these days is that there are several firms who don’t know how to fill it–or fill properly.

If I hear one more person say they have gone through their rolodex, their LinkedIn profile, their Twitter account or other forum to find people to start conversations about PR counsel, I’ll get sick.  Know why?  In many cases, these people are having the same conversation.  It goes something like this:

“Has (INSERT COMPANY HERE) ever considered its use of PR counsel?” says the agency representative.

“We like where we are,” says the client.

“Can I send you my capabilities one day?”

“Sure.  We’ll keep it on file.  You never know what can happen.”

What if you challenged convention and asked questions that MATTER to the CLIENT’S business as opposed to that of an agency?  Here is an example of something SMPR did in landing one of its most recent clients.

I asked questions that had nothing to do with PR:

• “When was the last time retailers sought ways to transform passive shoppers into active customers?”
• “Who are the companies that are researching how to transform retail’s current environment?”

No mention of PR anywhere here.  Why?  PR can help solve problems when you find other people who are asking similar questions.

We found one of our latest clients because this company was asking similar questions; we had a different answer than what they had heard before.  We started talking about the paths we could each take in finding answers.  Above all else, we proposed that our answers would unveil new opportunities for the company as it sought  new ways to reach clients.

I asked how to solve a problem.  In doing so, I solved a problem that all of us are trying to answer–where to find new business.  Now, this client and SMPR are answering more questions than just about marketing–we’re getting deep into the client’s business.

Isn’t that what a PR firm’s TRUE measurement is about?

Is this what brand managers hope for when they communicate messages?

What’s the old phrase–fool me once, shame on you; fool me twice, shame on me.  I’m

starting to think that this should apply to brands and their marketing practices.

Within the past three months, my business checking account has been hacked.  Twice.  By seemingly the same person.  The Fraud Prevention Department of my bank (A clue on the name:  The bank is “chasing” this customer away) doesn’t seem to know how someone could get both my debit card number and PIN code when I haven’t shared it with anyone or anything other than the ATM machine that gets my inputs.

This is troublesome–for months, banks like Chase and Bank of America have spent millions of dollars on advertising to small businesses like mine about how secure their banking systems are.  Yet here they are having to spend time and energy on another case of fraud; I am sure I am not alone.

Chase has failed on its promise as a bank to keep my money secure, and they have failed to deliver on what their brand is supposed to stand for.  Sure, it is not popular or cool for a bank to admit they’re not perfect, and that accidents can happen.  But doing so is a lot better if you want to stay on an equal footing with your customers.

Truth in messaging is about respecting your customers.  Apparently, the only thing Chase respects is…well, I don’t know what they respect anymore.  They’ve lost me, both for the brand identity as well as a customer.

I am going out on a limb here, but very few PR people would ever gain a lesson in ethics from their condo Board.

But in fact, I had the most unusual opportunity to gain insight thanks to outdoor seat cushions that the Board felt my wife and I didn’t keep in optimal condition.

One member of our Board has spent time going around the neighborhood to cite people for the littlest of worthless details (e.g.,another neighbor for having a Welcome mat that didn’t look so welcoming). In doing so, it has become as much a vendetta as doing her supposed job.

How many times do we have clients who ask us to advocate a special position, only to find out the position takes you away from the client’s core service?  This personal crusade becomes a dangerous path which moves client teams–and companies–away from core strategy.

The lesson here–both for clients and for my condo board–know when to say when.  Stick to what you know, and you’ll become known for it.  Stick to your crusade,however, and your entire team will be known for something you really don’t want.

Who knew “inside information” would take on a whole new meaning?

Steve Jobs’ personal health has taken as much a position in Apple’s corporate positioning as the newest iPhone. In its most recent article in the New York Times, there are several people who suggest that Apple’s shroud of secrecy is a significant detriment to telling the world about the company’s performance.

Have you ever seen 12 ANGRY MEN, the movie about a jury who, at the onset, was convinced a crime had been committed, only to conclude that the person on trial couldn’t have done it?  Reviewing this situation reminds me of the movie.

To be sure, Jobs has been the face of Apple and is as much an asset as his company’s sleek designs.  But I am having a hard time siding with people who suggest that the company has a responsibility in disclosing his illness.

Let’s turn the tables for a second and leverage SMPR’s view of ethics in thinking about this issue:

• Morally, is there an absolute reason why the matter should be divulged?  What if Steve Jobs worked for any other company, public or private?   One’s personal health should be viewed in the context of how it affects one’s family first.  If he/his family don’t want the news to be released, then should it matter who else knows about it?
• Legally, what court system would hold Apple accountable for withholding information about its CEO?  Is he the one designing the computers and iPods and iPhones?  Last time I checked, there were a lot of other people who worked there who have as much (if not more) influence on product design and performance.
• The brunt of the argument seems to be on the economic impact that Jobs has on the company.  Again, last time I looked at the stock quotes, the doors are still open, and they WERE open while he was off of work.  Sales were high, people are still flocking the stores, the brand still has high equity among consumers.
• Socially speaking, I can appreciate both sides of the argument–if a company is not accountable and clear with its communications, then there is a perceived level of “untruth” unless the company comes clean.  But if a company believes its intellectual property is an asset that shouldn’t be shared, then they have the right to preserve it–however unpopular it might be.

Last point here–have you ever noticed that neither this story nor others like it have made it a point to ask how Mr. Jobs is feeling?

So Mr. Jobs, if you’re reading this, feel better.  I hope you can make it back to work, but if you cannot, I have faith in the people running your company.