Surviving Animal: Mr Moustache

Some professionals might think twice about appearing on radio show with a host sometimes called the "shock jock of the recruiting industry" and refers to you as "Mr. Moustache," but not me. I say go ahead and feed the Recruiting Animal. Sure, some people will claim he bites, but I think you'll respect him all the same.

At least that was my experience on his show "The Recruiting Animal Show", where for a little more than an hour we discussed whether or not there is such a thing as bad publicity. While there seemed to be some consensus that not all publicity is good publicity, not all who called in agreed.

While we agree on a great many things, Laurence Haughton disagreed on this point. Haughton, a writer, a speaker, and a management consultant, said that all publicity is good publicity because visibility is everything. I disagree, largely because publicity (especially bad publicity) is mostly a random roll of the dice and has the potential to mangle any message or established identity out in the field.

It seems to me that not all publicity has paid off in recent months. While JetBlue has captured headlines, it is fighting to reverse the negative impressions of a February storm. Steorn, which used publicity to market the claim of having free, clean and constant energy, has been slow to regain its credibility after a publicity stunt last year. The blogger Spocko, who was responsible for his own publicity as well as the negative publicity surrounding KSFO radio, has slowly dropped from his once glamorized position as a top search tag.

While these cases can be seen as extreme forays into crisis communication, I believe they have some commonalities. It seems to me that people, places, products, and companies that benefit the most from publicity are those who have exposure in their areas of expertise or in ways that closely align with their brand and identity. The further away the exposure is to their brand or identity, the greater the potential for damage or maligning their own message.

Don Imus is experiencing this now, after making statements that have been labeled racist. While some might argue these statements have given him exposure and may have briefly increased his ratings had he not been fired, several advertisers would NOT bank that all publicity is good publicity. They pulled their advertisements off the air. Staples Inc. and Procter & Gamble Co. were the first to leave, refusing to associate with the radio show host despite apologies. Would others have risen to replace them? Maybe. It's a dice roll that didn't happen because CBS wasn't interested in taking chances.

We touched on Imus briefly during the show, but with such an abundance of topics we sort of took a "salad bowl approach," as Amitai Givertz, called it before raising several brilliant points, including the benefit of transparency for companies who are mindful of their messages. He also helped me frame my feeling about the show: If there is one good thing about salad bowls, it's that someone will always find something they like in them: lettuce, carrots, radishes, dressing, and even a few Garbonzo beans ... we talked about them all.

Likewise, Dave Manaster made several excellent contributions, reinforcing the idea that there is indeed another step: you have to know what your message is before you can shape it. He's also right that crisis communication is often reactive whereas strategic communication is proactive.

"If you don't manage your message, your message will manage you." — Richard Becker

Manaster reminded us that crisis communication is not the norm and helped move us in a direction that takes communication to an individual level. Communication management is also where Animal seemed most skeptical, likening it to a Big Brother approach or creating company shills. It's a topic I'll save for next week, much like I'll work up a more definitive definition of the difference between publicity and public relations.

A thanks also to Jason Davis, who asked about the monetization of blogs that I alluded to but hardly fully answered. Of course, this makes sense given our salad bowl discussion (I think that's funny). While some questions were answered, many more questions were raised that could not be easily answered in the confines of a single show.

Good thing Animal and I were shamed into a second show together, er, some day, to address his millions of visitors. With no bite marks to speak of and not a single silver bullet spent this time around, I survived to live another day. As for Animal, as I have said before, he has a real winner of a show. The program, which is available online, is one several great segments that not only cover but also transcend the recruiting industry. Kudos all around.

Exploring Ethics: Social Media

I'll be writing a post show wrap-up that covers my experience on The Recruiting Animal Show tomorrow, but had another topic in mind for today in regard to ethics and social media. (Ironically, we touched on it briefly during the show, but already had a full plate of topics!

Kathy Sierra, author of the popular blog Creating Passionate Users returned to her blog on April 6 after taking a self-imposed hiatus because threats of violence were made against her over her blog. Although she is back, she says it will never be the same. I hope she changes her mind because I would hate to think that one bad incident, even as bad as that, would continue to have power over her.

However, that is not what this post is about. This post is about the new call for a code of ethics in social media that seems to have gained some traction out of this incident. Several bloggers have written, published, and posted about a new code of ethics for social media. While there is nothing wrong with this, I'm not convinced it is needed. (Make no mistake: death threats go well beyond moral decency and good taste and are NOT protected under the auspices of free speech.)

Yet, I'm still not convinced a new code is needed because several codes already exist within the fields of public relations and communication. If bloggers take the time to consider them, an entirely new code might not be needed. One can be found at the International Association of Business Communicators (IABC) and the other at the Public Relations Society of America (PRSA). Both are long established and thoughtfully written codes with some similarities.

As an accredited business communicator through IABC, I am partial to its code of ethics because the organization's principles "assume that just societies are governed by a profound respect for human rights and the rule of law; that ethics, the criteria for determining what is right and wrong, can be agreed upon by members of an organization; and, that understanding matters of taste requires sensitivity to cultural norms."

The code itself is based on three different yet interrelated principles of professional communication that apply throughout the world:

• Professional communication is legal.
• Professional communication is ethical.
• Professional communication is in good taste.

Recognizing this, members of IABC agree to engage in communication that is not only legal but also ethical and sensitive to cultural values and beliefs; engage in truthful, accurate and fair communication that facilitates respect and mutual understanding; and, adhere to the following articles of the IABC Code of Ethics for Professional Communicators. IABC offers 12 articles in all.

PRSA offers a different take on the subject, but the spirit, if not the verbiage, is virtually the same within the context of five member values: advocacy, honesty, expertise, independence, loyalty, and fairness. From these values, PRSA proposes several code provisions that are also worth consideration.

As I said, I am partial to IABC's code of ethics, but both have merit. So before bloggers and social media practitioners attempt to forge new ground, I suggest they consider one or both tried-and-true codes to serve as their own guides.

As for me, I do consider ethics with every post, even those that sometimes appear critical of others. In doing so, it is always my hope that people learn something, think more about their own communication, and attempt to be a beneficial presence wherever they might interact.

Becoming New Media: NBC Universal

Beth Comstock is the president of Integrated Media, NBC Universal. She’s smart. In fact, she’s very smart.

I’m not just saying that because she told WALLStrip via Revver almost everything I’ve been telling people in private circles for more than a year, occasionally hinting about it on this blog (April 6 and Aug. 29), and dropping teasers elsewhere (places like Passion, People and Principles and Recruiting Bloggers.com) last month.

But, of course, those are only glimpses at a much bigger picture.

Perhaps I’m being a bit a more forward today because the time to move on digital media is now. It is so NOW that traditional media is already entering a transition phase to reinvent the broadcast industry. You see, they already know what other companies refuse to believe: digital media (and aspects of social media) is a sure bet to gain exposure and make money, er, if you do it right.

I know Comstock is right because we’re sitting on several content concepts and production models that can be customized and deployed for the right companies. (So far, we are in preliminary planning phase to help just one.) We also have a couple feelers out with people we like, but we’re holding back the whole picture for now. Contracts make me a bit more conversational. Ha!

Here’s the short version: under the umbrella of what we call “income marketing,” the investment to launch something does not have to be huge or time-consuming. Yet, it does have the potential to deliver a return on investment that exceeds the project investment. Right. Marketing with a profit margin.

To do it, the project has to be smart. Very smart. Comstock kind of smart. It also has to have the right content with the right content marketing (two things we’re very good at, with broadcast and publishing content development experience). It’s the kind of stuff that would be right for Wal-Mart or perhaps a competitor. But we see applications in several industries: recruiting, politics, and even one groundbreaking idea for the right broadcast company or someone who wants to start one.

The bottom line is that the future broadcast-Internet industry (or digital media industry) — thanks to the advent of smart technology from people like Apple, AT&T, and others — has a small window of opportunity for anyone. However, this window is much shorter than I originally imagined because of smart people like Comstock. It's only a matter of time before some smart people and companies fill the ever-expanding media deliver platforms that are coming into existence today.

You don’t even have to take my word for it. Take the word of Beth Comstock, president Integrated Media, NBC Universal.

“If you have great content … you’re always going to find distribution platforms.“ — Beth Comstock, Integrated Media, NBC Universal

Yep. She's smart. And she's someone to watch.

Chatting With Animal: Copywrite, Ink.

On the last day of my "Writing for Public Relations" class at UNLV (a few weeks ago), I mentioned to my public relations students that I would be a future guest on an online talk radio show. Talking about the show made sense because it fit within the framework of our discussion: industry trends and the impact of social media. This show certainly qualifies.

They seemed very excited by the prospect that I would be actively engaged in what I talk and teach about (teaching is only a sliver of my time) and several of them asked for a time and date. "But wait," I said, hoping for a drum roll before revealing the details. "I haven't even told you whose online radio show... it's ... are you ready ... it's The Recruiting Animal Shooowww!"

Their enthusiastic expressions quickly turned to looks of sheer terror and inexplicable horror. Surely, their instructor had not lost all his marbles and taken to open discussions with someone who bills himself as "neither man nor wolf." Obviously, it must be a mistake. After all, experimenting with Recruiting Bloggers.com was one thing, but to openly engage the same person who, in their minds, vilified me with the moniker "Mr Moustache" ... well, that was something else all together. "Don't do it!" They warned.

Of course I will! Why not?

The topic, time, and date are set:

The Recruiting Animal Show.
Topic: Does bad publicity exist?
NOON EST (9 a.m. PST) on Wed., April 11
Call to talk: (646) 652-2754
Listen On: Windows Media
MSN Messenger: recruiting_animal@hotmail.com

On the show, I will attempt to answer the question "Does bad publicity exist?," strike a blow at the very heart of this erroneous myth that "all publicity is good publicity," mention the difference between publicity and public relations, and talk about a few publicity examples discussed on this blog, including (but not limited to) the public relations nightmares experienced by Jason Goldberg, CEO of Jobster (it is a recruiting industry show, after all).

Can I do it all or did I set myself up like the fine folks at JetBlue, with too many exceptions and not enough time to deliver?

I don't really know. I guess we'll find out this Wednesday. Whatever does happen, I'm almost sure it will be entertaining if not educational. In fact, the only thing I can be 100 percent sure of is that as much as I have grown very fond of the infamous character that is The Recruiting Animal, I'll be packing some silver. (You can never be too careful these days. Ha!)

Pushing Apologies: JetBlue Airways

On March 23, JetBlue Airways accepted delivery of its 100th Airbus A320 aircraft, complete with a one-of-a-kind 100-themed blue livery, giving the airline the world's largest fleet of A320 aircraft.

But what could have been a press conference about the growth and success of a low-cost, low-fare, value-oriented business model turns into more of the same: why talk about leg room when you can talk about being sorry?

It wasn't just at the JetBlue JFK hangar, decked out with balloons for about 200 JetBlue crew members. And it wasn't only in the March 20 follow-up YouTube video. It's anywhere and everywhere David Neeleman, founder and CEO of JetBlue Airways, happens to be or has anything to say.

It's in the Sun-Sentinel. It's in the Chicago Tribune. It's in the Baltimore Sun. JetBlue is sorry. Neeleman is sorry. All the employees are sorry.

And, when you get right down to it, this has gone on so long — apologizing for winter storms on Valentine's Day that left passengers stranded on airplanes — I'm even sorry, despite having never tried a flight on JetBlue. I'm sorry they didn't read my posts on Feb. 23 and Feb. 22 that both pointed to the same problem JetBlue would face if it did not stop saying "sorry."

It is estimated JetBlue has spent as much as $30 million in overtime, added crew costs, and free flights. Meanwhile, shares of JetBlue are down 18 percent this year. Its customer-first image, despite launching a "Passenger Bill of Rights" immediately following the debacle, remains in the toilet as exemplified by its name being crossed out on the cover of BusinessWeek in a story on companies with the best customer service. And why is this?

Well, when your most powerful and memorable message is entrenched in what some might call your worst mistake for too long, nearly two months and counting, it will become your only message. And in this case, it worked. Nevermind all the good stuff about JetBlue. The only thing that people think about now is that it had problems. And ironically, probably half of the people who know there were problems don't even remember what the cause of those problems were.

All they know, thanks to improper, overbearing, and too much negative messaging, is that JetBlue did something very, very bad and JetBlue is very, very sorry. So sorry in fact, that its endless apologies overwhelm all other messages.

For everything it did right as outlined by Richard Levick, president of Levick Strategic Communications, JetBlue is doing a lot of things wrong. Sure, it could lobby for new industry standards and get out in front of other airlines with sensitivity training designed to make employees think and feel like passengers as Levick suggests (smart stuff), but first and foremost, it needs to shift from negative messaging — over-apologizing — and get back to what makes it, as an airline, different from anyone else.

JetBlue needs to turn off the sob stories related to what Levick calls the "Valentine's Day massacre of passenger rights" and move off the tarmac and up into the clouds.

Unfortunately, it has been apologizing for so long, the transition will take that much longer. You see, from a more simplistic view of the world, it works something like this: negative messages are 8 times more powerful than positive messages. So if it takes 80 impressions to make a positive message stick, we might conclude it takes 640 impressions to erase a negative message. Neeleman and JetBlue have so masterfully elevated the awareness of one problem that the number of positive messages they need to get beyond Valentine's Day might not fit on a calculator. But, even before they can do that, they have to stop apologizing before it's too late.

You see, in addition to their own "problem-centered" messaging are scores of customers since Feb. 14 who blog about every little bad thing as evidence that no sweeping changes are being made. Usually, it doesn't matter whether one piece of luggage is lost for awhile or that a single flight has a delay (those things happen), but now these things mean everything to JetBlue.

The perception is that it had customer service problems, made promises to fix those problems, and cannot deliver on those promises, probably because those promises (in perception, not reality) were too big for anyone to deliver on in the first place. And the only reason this perception exists is because JetBlue made it so.

Look, I'm all for crisis communication as I've outlined and Levick has outlined, but there is also some common sense and practicality that is missing in this case study. It's something I learned as an intern (later, a communication consultant) at Sierra Pacific Resources.

As an intern, my first task was to write a letter of introduction to the communications department. I was so excited that I fired it off and placed it neatly on everyone's desk (no IMs in those days, hey). The next day, I was called into my mentor's office so he could point out two typos. Needless to say, I was mortified and immediately suggested I apologize with a second letter.

"Here's the thing," he said. "Ninety five percent of the department didn't see any errors because they read right past them, but they will all see them if you apologize. So the best thing you can do for the 5 percent, who think I may have made a mistake in picking you as an intern, is to causally address your mistake to them if they bring it up. More importantly, you need to make your first assignment for the company really shine."

Sound advice. No one ever mentioned those typos. And typos were not something they ever saw again, which is partly why I easily transitioned from intern to communication consultant.

Now, I am not suggesting that JetBlue did anything wrong by apologizing in the first place. That was smart. It was crisis communication on social media steroids and it worked.

What I am suggesting is that there is no possible way that JetBlue will ever overcome this crisis if they keep talking about it. As I have said before ... most people take long looks at car accidents (I'm not one of them), but a car accident can only hold their interest for so long.

However, if you force them to look at your car accident, in painstaking detail, long after they are interested in something else, then they'll become disenfranchised and tune out all your other messages. Or worse, they'll become disgusted or even angry at you and your company.

Counting Casualties: DraftFCB

Of all the casualties related to the Julie Roehm vs. Wal-Mart legal battle, the quietest past participant seems to be nursing the largest wounds. According to Noreen O'Leary's Apr. 2 story in ADWEEK, DraftFCB is still in the shadow of scandal.

Although there is no public evidence that the agency's recent account woes are linked to Wal-Mart, O'Leary writes that some claim reviews of the $1.5 million John Deere and $3.5 Applebee's account may both be linked to the scandal. (DraftFCB will not participate in these reviews). Along with these accounts, Qwest Communications, a $95 million client that generates about $15 million in revenue, confirmed it is launching a creative review. The story also implies that S.C. Johnson and Verizon Communications are less secure.

"Whenever there's negative press, there's going to be short-term damage. But I don't think there's any fundamental damage to Howard or his agency," said Michael Roth, chairman of Interpublic Group. "In this business, you're only as good as your last account win. This model of the future, of putting these two companies together and winning Wal-Mart, proves the validity of it. I'm still very bullish about this (the DraftFCB merger)."

Others disagree. One former FCB employee described the mood at the company's New York flagship as "grim," according to O'Leary. "Everyone knew from the beginning that Draft would take the lead, but still, it's as if 100 years of FCB heritage is being shredded by Howard Draft."

I think Roth might be right. If DraftFCB can land a major account that gives it the opportunity to demonstrate creative result-driven work (which has not been easy for the Draft side, some say), it may be able to reverse its course. However, this is a very tall order and will require a sympathetic high-profile major account.

Part of the challenge will no doubt be reflective of the ADWEEK poll that revealed 29 percent of the 2,400 respondents said Draft fared the worst in recent industry scandals, second only to Roehm, with 46 percent. Although recent publicity that revealed Wal-Mart's past electronic surveillance and other espionage missions against employees was extreme, only 10 percent said Wal-Mart fared worst.

Here's my unsolicited take for the three most visible parties might consider for turnarounds and wins in the months ahead:

DraftFCB — Since you already made amends by supplying e-mails to Wal-Mart, take a page from the JetBlue crisis communication plan (sans apologizing forever) and create an agency ethics guide. Take a breath and consider some Ragan Communications findings that suggest: more than 60 percent of mergers and acquisitions fail to deliver the benefits that are promised—often because of the poor quality of communication. You need a message beyond picking up 90 smaller accounts worldwide. The message you have, Draft ROI with FCB creative, doesn't seem to be working. Spark up some integrated social media pitches and that will frighten other agencies, after they stop laughing.

Julie Roehm — Stop calling yourself a "change agent," drop the suit, get out of the press, take an extended vacation, come back refreshed (perhaps a bit remorseful), and start your own "marketing 2.x" firm, whatever that is. Your first few clients will likely be smaller accounts, perhaps in the automotive industry, but sometimes smaller accounts can turn into giants if your ideas really work. (Bonus tip for Sean Womack: stay away! Stay far, far away!) Marriage counseling wouldn't be a bad idea either, even if you didn't do anything as you said. (By the way, I'm married. Don't e-mail me!)

Wal-Mart — Sure, you asked Roehm to pass on perks from vendors and it didn't work. It's not your fault. But the time has come to give up on the notion anybody will make you happy with traditional marketing. You do need something new, but new doesn't mean Roehm's "progressive" and "sexy" that would have never reached your target anyway. So the best advice for the fine folks working on your next campaign is simply this: to get back to basics and rekindle that grassroots shopping for common people concept you once had before all the public relations nightmares and bad communication consulting distracted you. Who knows? Maybe what I call "income marketing" would be right up your aisle.

"Income Marketing" is marketing that generates income instead of simply producing expenses so that even CFOs might like it. Sure, it sounds like something that goes against my shell game post, but one of my colleagues told me to call it something. Besides, that was part of Amitai Givertz's excellent comment at RecuitingBloggers.com.

Have a nice weekend and happy Easter!