Sunday, December 2, 2012

The Sky is Falling - Communicating in a Crisis

From a communications standpoint, Starwood is a savvy, well-run machine. It appears to have processes in place to spread its message to consumers, investors and everyone in between. Last summer when faulty glass windows caused several guests to be injured by falling glass panels, the company distanced itself from the issue - relying on the CEO of the property development company to act as spokesman for the tragedy.  This was clearly a strategic move. In my opinion, Starwood makes smart strategic moves in all its communications efforts.

Aspiring model Lashawna Threatt died after falling from a W Hotel in Atlanta.
Starwood prides itself on being a progressive and inclusive employer. From the point of recruitment, the company attempts to create an open and inspiring workplace for its employees. Like many organizations conscious of the need for a distinct and engaging corporate culture, Starwood has employed ‘leadership discussions’ where more junior level employees can speak directly with upper management on a variety of topics. The company also conducts regular ‘engagement’ surveys to gauge the responsiveness of employees to company values and initiatives, as well as live events and training programs to “make certain that [our] associates reach their true potential.” It would appear that Starwood recognizes that employees are consumers too and brand spokespersons in their own right. With this knowledge, the company works hard to create an environment of which employees can be proud.

When it comes to reaching investors, Starwood pulls out all the stops and leverages its amazing properties to do so. The company’s investor relations team holds annual investor conferences at its high-end properties around the world. For example, the company held its annual investor meeting at its St. Regis Bal Harbour Resort property on May 3, 2012, and an Asia-Pacific Investor Relations day on June 21, 2012, Shanghai, China.

For those who cover that market that were unable to make it the meeting in person, Starwood offered an investor relations call, live web cast of the event, issued a press release with updates on the property openings slated for or completed in various regions, and posted related video content on the Investor Relations section of its website.
 
The three core Starwood values are:
  1. Go the Extra Step by taking actions that build lasting connections and loyalty.
  2. Play as a Team by working globally and across all teams in the company.
  3. Do the Right Thing by using good judgment, respecting our communities, associates, owners, partners and the environment.
With these guiding principles, particularly the last, which focuses on using good judgment to build strong relationships within the company, and with the communities in which it does business, the company has developed robust corporate citizenship strategy.

The five key areas of the corporation’s corporate citizenship – or corporate social responsibility program are:
Given the recent devastation experienced by thousands of people following Hurricane Sandy, it is comforting to know that companies like Starwood have a program like the 'The Starwood Associate Relief Fund that "supports associates affected by a natural disaster or large-scale act of displacement."

Currently, Starwood does not employ a spokesperson to represent its corporate brand or W Hotel chain of properties. If I were tasked with selecting a spokesperson to represent Starwood and/or the W Hotel chain, I would choose a celebrity spokesperson whose body of work represents the energetic, artistic and edgy sensibility for which W Hotels have become known. I would personally select someone with a unique and distinctive personality and perspective on art and living – someone who has not been afraid to stand for something, whether they’ve received backlash for that or not. I’d choose someone whose fame stems from actual talent – whether that is his or her work as a musician, actor, singer, designer or visual artist. However, to represent the Starwood or W Hotel brand, that persons “pixie dust” [Martin Lindstrom – ‘Brandwashed’, Chapter 7] must stems not only from his or her talent as an artist, but also from how he or she conducts (or is perceived to conduct) his or herself as a human being. 


If this were to be my job, I’d choose Madonna – a musical icon whose multigenerational popularity makes her easily recognizable by grandfathers, mothers and teenagers.  Because she has done fairly few product endorsements when you consider the length of her career, she is not imprinted with one particular brand besides her own ‘brand Madonna’, which is known for being innovative, edgy, controversial and at times – fascinating. Because of these attributes, she could be the face of many different programs that would promote the W Hotels brand, but allow her to remain true to her personal brand. Some examples of how she could be used include:
  1. Advertising – High energy TV, print or out-of-home ads that associate the vibrancy of Madonna’s music and lifestyle with the cutting edge and vibrant atmosphere Starwood seeks to create with each unique W Hotel property.
  2. Creative Director – Establish Madonna as a resident creative director to oversee the design and ‘lifestyle’ of a select number of W Hotels slated for opening in 2013. Play on her status as a fashion icon (she had a following of “little monsters” well before Lady Gaga) to cement her role as an authority on style and fashion, which is very important to the W Hotel brand.
  3. Musical Director – W Hotels has already established itself as a harbinger of musical talent with its Burn Studio DJ Lab program. Who better to act as a curator of the brand’s music program than a woman who has been a part of the music scene for more than 30 years and has continually imagined new ways to remain relevant?
  4. Social Awareness Program – Given her past role in raising awareness of orphaned children (Raising Malawi) it is feasible that she could help Starwood raise awareness of its Check Out for Children™ program through public service announcements that run on television and on the hotel’s television network.
Unfortunately, there isn’t always a role for a celebrity spokesperson in a corporate crisis. Take the issue of subpar windows that caused the death of one and injured several at the W Hotel Atlanta and W Hotel Austin last summer. Having Madonna issue a statement of regret on behalf of the organization would most likely seem out of place and unnecessary.

The most important strategy during a crisis is planning. Organizations that have well laid out plans are best able to address a crisis when it comes along – and in the world of business crisis are almost guaranteed. From what I can see, Starwood is well prepared to deal with any that come its way.

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Saturday, November 24, 2012

The Devil is in the Detail

Design and style are at the heart of the W Hotels brand. Two of the company’s goals are to help travelers “escape to where iconic design and contemporary luxury set the stage for exclusive and extraordinary experiences,” and to mix cutting-edge design with local influences to create “a place to play or work by day or to mix and mingle in high-energy spaces by night.” With such design-inspired goals, it’s no surprise that the company’s design principles have been applied to the brand’s website and social media platforms as well.

As some like to say, the devil is in the details. A perfect example of Starwood taking this mantra seriously is in the redesign of the W Hotel French Quarter in New Orleans. As I mentioned in a previous blog post, every detail of the hotel breaths the life and culture of New Orleans, from the witchy-poo wall paper to the tarot card inspired two dimensional art installations found in each room.

Witchy wallpaper lines a hallway at
W Hotel French Quarter, New Orleans

When it comes to the brand’s online properties the attention to detail starts with the look and feel of each platform. Black backgrounds with pops of fuchsia pink make them appear edgy, stylish and youthful; and the consistency of this look ties each property together to build the W Hotel brand.
W Hotel Twitter page interface.


Each platform - website, Facebook, Twitter, flikr – employs the principles of balance, alignment, grouping, consistency, contrast and cross cultural design. Consideration of cross-cultural design is realized in two instances. First, Starwood enables consumers in the world’s second largest economy – China – to follow the W Hotels brand on that nation’s sanctioned social networking platform, Weibo (http://e.weibo.com/whotels).  Secondly, users of Weibo can enjoy content in language, giving users a “culturally deep” experience as described by Richard Johnson-Sheehan in his book “Technical Communication Strategies for Today,” Chapter 18.

The W Hotel 'Weibo' interface.
Weibo is a Chinese micro-blogging site.
Overall, I find that Starwood has perfected the principles of design when it comes to all aspects of its W Hotels bran, including its social media platforms.

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Spreading the Word

Starwood Hotels uses a full range of traditional media relations strategies to further the reputation of its W Hotel brand. On the Starwood Hotels website reporters and consumers can learn more about the philosophy of the properties via a traditional media kit, which includes a link to a W Hotels Worldwide Fact Sheet, Property Portfolio and Hi-Res Image Gallery, the latter accessible by other W Hotel properties, Starwood Corporate, third party vendors and regional partners. The site also lists the 2012 awards won by each property, as well as the year’s press releases which can be viewed online or downloaded in PDF format. Each press release is issued over the newswires to gain as much exposure as possible.

One of the recent press releases posted on the 'About W Hotels' section of the website announces the W Hotels Worldwide partnership with the Council of Fashion Designers of America. The release was issued over Business Wire and posted verbatim by Wall Street Journal Online and Yahoo! Finance, written about in an original article by USA Today reporter Barbara DeLollis, Leah Melby of Elle magazine, Esquire’s Kurt Soller and others.

W Hotels and CFDA partnership
announcement on YouTube.
Starwood has fully embraced new media relations strategies by engaging directly with consumers via platforms like Facebook, Twitter, flickr, foursquare, Chinese micro-blogging site Weibo, and YouTube. In fact, the partnership with CFDW mentioned above was teased the night before the press release hit the wires via a YouTube video featuring interviews by W Hotels Worldwide Vice President Carlos Becil, Steven Kolb, Chief Executive Officer of CFDA and many of the designers who will benefit from the program.  In addition, with a nod to former Financial Times reporter Tom Foremski’s call for corporations and PR professionals to make the job of a reporter easier (Breckenridge - Chapter 7), on November 6, 2012, Starwood announced the launch of a new media portal, http://www.starwoodmediacentre.com, which provides easy access to news, brand assets and links to tools like Facebook, Twitter and RSS feeds.

As with traditional media, Starwood ensures that it promotes the W Hotel brand when using new media strategies. In the YouTube video mentioned above, the association with W Hotels and/or Starwood Corporate is very clear as the video intros and outros with the W Hotels Worldwide logo. The images posted on Flikr are all professional, corporate imagery of its various properties to ensure consistency of quality and message, but consumers are allowed to engage with the brand by posting comments about a given image.


W Hotels 'W Music' mobile platforms lets users choose from a selection
of music characteristic various aspects of their hotel properties.

Given the brand’s edgy, young and stylish personality that seeks to be “inspiring, iconic, innovative and influential,” the new media strategies it employees are a perfect fit. In addition to connecting with consumers on some of the most popular social media platforms in existence today, Starwood uses various mobile strategies that offer unique opportunities for guests and/or brand devotees to engage with the brand. The Mobile Website, Starwood Preferred Guest (frequent guest points program) application and W Hotels application all allow users to book a stay, explore a particular hotel, interact with staff, get directions and more. The W Hotels app includes extras like allowing users to listen to music mixes from the W Hotels/Burn Studios DJ Lab and shop the W Hotel online store.

Jonathan Adler-designed 'Kitty Krack' animal treats jar
available for purchase online at the W Hotels store.
 
With the creation of the Starwood Media Center, I’d say that Starwood has embraced both traditional and new social media relations tactics to reach media professionals and consumers at every level. Perhaps the only tool I did not see employed by them was the Social Media Release template espoused in our readings by Foremski  and perfected by Shift Communications (Breckenridge – Chapter 7), but from their use of the traditional press release, RSS feeds, to video and mobile applications, Starwood has left almost no stone unturned in its efforts to promote the W Hotels brand.

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Sunday, November 18, 2012

What’s All the Fuss About?

Starwood’s W Hotel chain is unique in concept and design. The parent company has filtered the reliability and predictability of a mass-market hotel through a boutique hotel experience. The result is a string of hotels with “a mix of vibes and elements” that delivers everything a traveler expects from a large chain “for exclusive and extraordinary experiences.” In that sense, Starwood hasn’t forgotten that W Hotels must ultimately deliver a safe space for travelers to rest, but with this practical purpose the creators make every effort to bring an authentic voice to each property to reflect the environment’s heritage and style.

In July I traveled to New Orleans for the 10th annual Tales of the Cocktail®, which brings together the world’s top spirits producers with the country’s top mixologists to explore innovations in cocktails and cocktail culture. My group of colleagues and I stayed at the W Hotel French Quarter. I was immediately struck by the unique way the hotel’s decorators manifested their vision of New Orleans   culture with unexpected and whimsical witch-inspired wallpaper that played on the city’s long association with voodoo and witchcraft and floor-to-ceiling, two dimensional art installations representative of the reign krewe kings and queens hold over the populace during Mardi Gras.

Hallway at W Hotel French Quarter in New Orleans, Louisiana, with black and white 'witch' wallpaper.

The aesthetic was stylish and brash all at the same time. So much so that I was compelled to snap photos of these elements and text them to my friend Carine Francois, who studied textile design at New York’s Fashion Institute of Technology, to get her take on the unexpected design elements.  This is a perfect example of Starwood creating an experience that gets guests talking. After reading Bhargava’s writings on a brand’s ‘Signature’ and the ‘UAT Filter’, as a marketer and PR professional, it’s disconcerting to know that I got played. I did exactly what the masterminds behind W Hotels wanted me to do. In fact, this entire blog plays into their dastardly scheme to brainwash me into a W Hotel devotee, which has obviously worked.  (Bummer…)

Bedroom at W Hotel French Quarter with city-inspired art installation.

In most cities to which I’ve traveled and at most W Hotels at which I’ve stayed, I’ve found that the spirit of ‘cool’ created by the chain’s creators permeates not only the design aesthetic, but the attitude of the workforce as well. Among a certain demographic, ‘W’ symbolizes cool and affordable indulgence. Although most guests realize that the hotel can’t really deliver whatever you want whenever you want it, they buy into the idea that they’re treating themselves to something only the wealthiest travelers are able to enjoy – what they want, when they want it, no matter the expense. And in my experience, the staff sometimes has a mischievously cocky air seen often among New York City bouncers, club promoters and those girls with clip boards who confirm whether or not you’re on the list for some hot party or another.  Though W Hotel staff are as helpful as anyone in the service industry should be, knowing they hold the key to your whatever/whenever moment seems to give them their own unique buzz.

The creators of W Hotels have turned their property, their brand, into that cool kid in high school who everyone – secretly or overtly – wanted to be friends with. W Hotel is what Starbucks was when it burst onto the coffee house scene. It’s what Jet Blue became to the airline industry and what Virgin America has recently perfected. When I walk into a W Hotel in Atlanta, Dallas, Los Angeles, Miami or New Orleans I feel the buzz of energy, of excitement, of all the cool kids hanging in the ‘Living Room’ bar – reveling in their coolness, eager to see what other cool person has joined their midst, but pretending not to do so.

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Sunday, October 28, 2012

Whenever/Whatever (R)

Starwood Hotels became the Starbucks (r) of the hotel world when in 1998 it launched its W Hotels chain in New York City. There were trendy hotels before the launch of W hotels, just like there were coffee shops before Starbucks, but Starwood created a whole new hotel experience with the launch of 'W' that not only attacts travelers and local trendsetters, but also offers a whole new sort of travel experience.

Mission/Values
Whatever/Whenever®. That's the service standard for Starwoods' W Hotel chain. Whatever you want, whenever you want it (fees may apply) is how they encourage potential guests to choose their properties. W Hotels offers a "vision of the hotel as a mix of vibes and elements that mingle to create a welcoming and social gathering place." From the "P.A.W." (Pets Are Welcome) program to the "Acura Experience" and "W Pillow Menu" that lets you choose the style and firmness to the pillow you'll use during your stay, just another way W Hotels make a stay at one of their properties memorable.

Brief History
Starwood Hotels & Resorts launched the 'W Hotels' brand with the flagship property on 49th Street & Lexington Avenue in New York City in 1998 with the goal of creating destinations "where iconic design and contemporary luxury set the state for exclusive and extraordinary experiences." Fact Sheet

Products/Services
W Hotels offer hotel and resort experiences with the reliability and consistency of a major hotel chain and the unique design and energy of each individual city.

Target Audience
Business and leisure travelers who "seek a balance between style and substance - in their own lives, and in the destinations they choose." Local trendsetters who recognize and exemplify cutting-edge style and luxury.

Saturday, February 18, 2012

The Show Must Go On...

Last weekend I was in Los Angeles for the 54th Annual Grammy Awards. It was a surreal experience. Not that I was in Los Angeles at this time, but that as a PR professional I found myself facing what I used to consider everyday decisions, but what, after taking course CM 503, I now recognize as ethical dilemmas. Whitney Houston died on Saturday, February 11th hours before two of Grammy’s biggest events – the Clive Davis pre-Grammy party and the Creative Artist Agency (CAA) event, the latter of which I was sponsoring. A music legend has died – does the show still go on?  All afternoon we heard conflicting reports about which events would still happen and which would be cancelled. Was it too gruesome to hold Davis’s bash several floors beneath the room where Ms. Houston’s body still lay? Do we still push our PR agency to try to get as much press for our brand as possible when we knew that at a time like this most celebrities would not want to pose on the red carpet or be interviewed about how much they like this or that sponsor’s product. In the end, Mr. Davis’s bash continued as planned, as did the CAA event that I attended. But it was as if the entire city were aware of the ethical dilemma Ms. Houston’s death placed on the weekend’s celebrations. The show did go on, but the celebrations were much more subdued and less “in your face” in acknowledgement of the passing of one of music’s greatest stars.

I will definitely miss the lively debates we had during CM503, but before it ends, here’s a quick look back on what I’ve learned from the course and from some of my classmates:

Terrance White - CM503 Blog post 4 – January 28, 2012
What I appreciated most about Terrance White’s blog post of January 28 was his adaptation of the official definition of PR. I believe that Terrance hit the mark by recognizing that in today’s world of social media, the art of public relations is no longer one sided, but an interactive form of communication.  A successful public relations practitioner today recognizes the power held by consumers who have quick and easy access to tools that can be used to directly impact the bottom line of their client’s businesses. With Twitter, YouTube and the like, consumers can turn a whisper into the roar of a stadium crowd. I found his definition, “a strategy for organizations to communicate ideas to their publics and gauge public sentiment,” much more aligned with today’s reality.

However, what I didn’t agree with from this blog post – but can fully understand – was Terrance’s belief that the practice of ethics is unrealistic in the workplace. I believe that we make ethical decisions multiple times throughout the day whether it be the decision to use our work computer (and our job’s time) to take advantage of all those “Cyber Monday” deals after Christmas or whether we decide to use our company’s email system to forward along the joke that some might find inappropriate for distribution at the workplace.  Whether the ethical dilemmas we face are what some might consider small, there can be no doubt that people choose to do right or wrong on a daily, sometimes hourly basis. Terrance would most likely label me idealistic, but I find it completely depressing to believe that most people would not choose to do the right thing when faced with the ‘big’ things too.

Kimmie Roleder – ‘Livin the Dream: In High Spirits” – January 20, 2012
I believe that Kimmie Roleder’s post about Patterson & Wilkins’ Case 10-D (Naomi Campbell vs. the Daily Mirror), could have been enhanced with the introduction of philosopher William David Ross’s Pluralistic Theory of Value. In his book “The Right and The Good” Ross proposes that “there is often more than one ethical value simultaneously ‘competing’ for preeminence in our ethical decision making,” (Patterson & Wilkins, Chapter 1, p. 12). I believe that to be the case in the dilemma that faced Daily Mirror staffers. Although it’s true that according to the code of professional journalists the reporters following the case of whether or not Naomi Campbell was a drug addict or not did not violate the first edict – Seek Truth and Report it – the question remains, who benefitted from exposing the truth of Ms. Campbell’s drug habit? Using Ross’s pluralistic theory of value – the act of the paper to reveal the photo of Ms. Campbell leaving a drug/alcohol meeting had little if any ethical value.

If we think about the right and the good, even if the public (the community) is interested in the goings on of someone’s private life, splashing those goings on across the front page of a national newspaper isn’t necessarily right. In this case, I disagree with Kimmie’s application of the ethical theory of Communitarianism. If Ms. Campbell were a political or religious figure, or an educator, perhaps her personal habits would be of great important to the healthy functioning of society (community), but as a model whose chief job is to help designers sell clothes and beauty companies sell make-up – the public doesn’t have an undeniable right to know about her struggles with addiction.

Pricilla Pauta – “When You Harm Others, YOUR Privacy Shouldn’t Matter”
– February 4, 2012

In Pricilla Pauta’s blog ‘When You Harm Others, YOUR Privacy Shouldn’t Matter’, she contends that the mistake or wrongful act of a person strips him or her of their right to privacy. I disagree with this premise as it does not take into account the shades of grey that permeate life. I guess in some ways Pricilla’s position follows Kant’s Categorical Imperative principle that closely mirrors the scriptural edict: do unto others what you would have done unto you. In this vein, exposing the names of Megan Meier’s tormentors to the public would expose them to the sort of bullying treatment they inflicted on Megan. However, is perpetuating this cycle of behavior what’s best for the society at large? If we consider the Communitarianism theory of ethics the answer is an emphatic ‘no’.

I also disagree with Pricilla’s position to hold social networks accountable for the harm that can sometimes be done via electronic platforms. If we consider social networks like Facebook and Myspace as electronic billboards on which users can voice their opinions and personal thoughts, asking these platforms to police the content their users post is akin to asking a piece of paper to monitor and correct the words a writer places on it. Other users of these platforms have the right to look or not to look at the content that anyone places online. Just was we control what we watch by a press of a button on a television’s remote control – we have the ability to ‘friend’ or ‘like’ a person, statement or post on Facebook. We also have the ability to ‘unlike’ or ‘unfriend’ someone whose opinions we find disagreeable. In the case of younger people, I believe that parents should monitor their child’s use of these networks, determining at what age their child is mature enough to view or filter the content found there and at what age their child will know what to do with or how to handle negative information found there.

Billy Skelos – “Snitches get Stiches” – January 12, 2012
I can relate to Billy’s January 12th post, specifically the maturity that recognizes the need for caution when dealing with social media. I’m so cautious (…or is it paranoid) about what can be revealed about me via social media that I hesitated when deciding to attached my name or photo to our course blog. I’d assumed that it would be private – kept within the University’s computing system. Once I found out that it would be public, I found myself watching more closely what opinions I shared for fear that some could prove damaging to my career. Social media can be fun…but it can also cause a lot of harm…so must be used with care.

I also agree with Billy’s position on secrets. In today’s world of instant communication it’s sometimes hard to maintain privacy.  What’s worse is that some people forget that everyone has a right to privacy. In many ways the internet and social media have worked to shrink our personal boundaries. Without personal boundaries, without privacy, people are exposed to undo criticism that can ultimately wear on one’s self esteem and feeling of self-worth. It is this constant feeling of exposure that causes those – such as teens – to become overwhelmed and suffer from insecurity, which can lead to all sorts of unhealthy coping mechanisms.

Lauren Tilton – “We All Have Our Secrets…” – January 14, 2012
I appreciated Lauren’s blog on secrets. I found it well written and appreciated the example she gave to make her point of the Boston Globe’s decision to publish the name of the whistleblower in the capture of gangster James “Whitey” Bulger.  I agree with Lauren that the name of the woman who pointed the finger at Bulger – who was wanted for 19 murders – should not have been released. Those who choose to do the right thing and turn in someone for breaking the law should be protected from any repercussions associated with their actions.

It would appear that the Globe faced some backlash for releasing this information given the follow-up articles it published in defense of its actions and the statements made by the FBI that appeared to contradict statements made by the reporters who leaked the whistleblower’s name.

Although I agree with Lauren’s position, I believe her post could have been enhanced by using the ethical theories studied in class to underpin her position. Specifically, the argument against publishing the name of a whistleblower could be supported by John Stuart Mill’s Utilitarianism philosophy, which proposes that “The consequences of actions are important in deciding whether they are ethical.” (Patterson & Wilkins, Chapter 1, p.10). Using this theory would move the blog post from the statement of an opinion to the result of sound ethical theory.

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Bullies Beware

When I was a child my four brothers and sisters and I enjoyed a sometimes bucolic childhood filled with lots of cousins, and therefore, lots of play and lots of love. These carefree years were also filled with lots of bullying in the form of harsh words and criticism. Back then neither we children nor, to my knowledge, our parents, recognized it as such, but years later I know that the harm done was just the same. Bullying manifested itself in the form of derogatory comments made to our cousins Michael and Michelle because they were the lightest skinned of us all and similarly cruel comments and behavior towards our cousin Andre. I’m still not sure why he was fair game to be picked on, I just know that my older siblings and other cousins treated him poorly, so in my mind I was allowed to do so as well. As an adult today I recognize the behaviors I witnessed and participated in as bullying and deeply regret that as a child I didn’t know how to recognize this as wrong behavior or inform an adult.

In the case described by Roy Malone, I believe that the decision by Steve Pokin not to publish the name of the offenders in the case of the Megan Meier suicide was ethically sound based on Mill’s theory of ethical decision making. Mills’s utilitarian view of ethical dilemmas suggests that the greatest good for the greatest number of people [Patterson/Wilkins, p.11] should drive the process of deciding what to do in the face of an ethical dilemma. This model focuses on the outcome of an action. Using this model, Malone could argue that releasing the names of the offenders could have increased the threat of harm (or mob justice) towards the mother, her daughter and the 18-year-old employee.  Looking at the situation from this perspective, releasing the names of these people would be unethical as it could generate the very behavior towards these people that they inflicted on Megan Meier.

Conversely, Immanuel Kant’s ethical theory placed the emphasis on the act itself, not the outcome (Patterson/Wilkins, p.9-10).   Kant suggested that an act was morally justified if it was completed from a position of duty. In the case of the St. Louis Post Dispatch’s decision to print the names of the Megan Meier’s tormentors, one could say that the paper acted out of duty to its readers to tell as complete a story as possible.  In this view, their decision was ethical as they provided their readers with the whole story, or rather, as much of the story as they had access to.

Personally, I find Mill’s ethical theory more compelling in the case of Megan Meier. I would place more weight on the greater good or the outcome of releasing or withholding the names of those who bullied her to death. I find the threat of vigilantism a compelling reason not to release the names.

In my opinion, the duty of a newspaper is to provide its readers with valuable information to help them make decisions or form opinions on issues that affect their lives. I believe that most readers expect their publications to provide them with thorough and true information devoid of opinion or bias. In this way our media should be autonomous and should investigate issues that benefit our communities in such a way as to make transparent issues that are being hidden or covered up by industry, politicians and the like. Our media should strive to bring no harm to its readers, but rather, provide justice for those whose voices are not being heard. Taking these issues into consideration, it could be argued that the decision to release the names of Megan’s tormentors by the Post Dispatch was justified as doing so meant that the paper was making transparent a situation that had been covered up by other media and by the police.  The public has a right to know when members of their community are accused of, or have admitted to committing, what some might consider a crime. Today our society recognizes the real danger bullying. Therefore, it should be held on par with other crimes, especially those that harm a child. Just as its important to know when someone has admitted to or has been convicted of molesting a child, the public has the right to know when an adult has admitted to bullying a child – especially when the result of that behavior resulted in the child’s death.

Conversely, I believe that Polkin and his Suburban Journals editor placed more weight on the issues of harm, privacy and community when deciding not to release the names of the neighbors who drove Megan to suicide. From this perspective one could argue that releasing the names would cause more harm than good as it could drive vigilantism, which in the long run would undermine our country’s justice system and cause more overall harm to the community. Our justice system is based on the premise that a person is innocent until proven guilty. In this case, the neighbor, her daughter and the employee admitted to the act of bullying, but with no anti-bullying laws on the books, the police could not hold them for judgement by a jury of their peers. Should someone be ostracized for acts not distinguished as a crime by our justice system? Perhaps not. 

A majority of our class discussions have touched on the fundamentals of the First Amendment – the right to free speech. This basic right is the most valued, and perhaps the most defended, of all our rights. In my opinion, social networks like Myspace and Facebook are platforms for users to exercise their freedom of speech. These platforms allow users to share their personal thoughts with friends and acquaintances, and depending on their privacy settings, the public at large. In many ways they are electronic pieces of paper or electronic diaries. Should the piece of paper be held accountable for the words and opinions that are written on them? I say no.

I believe that the danger of holding social networks accountable for cases of cyber-bullying and other such activity is a reducing of human accountability. The ultimate responsibility and ethical burden should reside with the person who posts the negative or harmful language – the person “guilty” of the bullying. To rely on the creators of social media sites like Myspace and Facebook to determine when social communication crosses the line into bullying is akin to challenging the right to free speech. A business, like a government, shouldn’t have the right to tell a person what he or she can or cannot say. Similarly, although I am an African American I cannot condemn the right of followers of the Ku Klux Klan to march in the streets when that same right is what helped leaders of the Civil Rights movement spread their message of equality. The right to free speech is what draws people to this country. The right to voice our opinions should not be restricted because a few choose to use today’s most popular platform – social media – to speak in a way that some consider harmful to others. In the end, the words that come out of someone’s mouth or that is typed by someone’s fingers are the responsibility of that person.

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Saturday, January 28, 2012

The Conundrum of Public Relations

My good friend Chrystal often asks me, “What do you do again?” At this point in my career, I’m hard pressed to come up with an answer to the question. Based on Stuart Elliott’s New York Times article, I’m not the only PR professional in this boat. At the time Mr. Elliott wrote his article, the Public Relations Society of America (PRSA) had just embarked on a campaign to update the definition of the profession.  Per the article, this process should have been completed by the end of 2011. However, a quick trip to the Association’s website reveals that the process is proving no easier than it was in 1982, the last time the definition was updated. Although the Association missed its original deadline, it has narrowed down the search to three options. Truthfully, I would find almost any definition better than the current one:

       “Public relations helps an organization and its publics adapt mutually to each other.”

The current definition of public relations does not encompass the scope and complexity of the profession today. Specifically, I find the term ‘adapt mutually to each other’ unrealistic in the face of the real-life goals and objectives of a modern PR practitioner.

In my experience, the practice of public relations – at least for a consumer goods company – is the practice of persuasion. Specifically, I would define public relations as “the engine that helps an organization define and manage its reputation, while helping to support the bottom line.” I find the current definition of PR a bit too altruistic when in reality, PR is about reputation, brand and crisis management, and about persuading consumers to purchase the brands or services – or embrace the goals and philosophies – of an organization. If a business or organization isn’t achieving its goal – growing the bottom line, however that ‘growth’ is defined – then there would be no need for PR. I don’t believe the current definition addresses this underlining objective. I believe that to miss this element is to devalue the role of public relations to any organization as it is integral in helping an organization succeed.

Ethics comes into play in my new definition of PR with the area of reputation management. Every organization must decide what it stands for and how it wants to do business. Some set a stake in the ground, determined to act responsibly both to their investors (key stakeholders) and to their constituents (consumers). Other organizations are less concerned by social responsibility, but are moved more so by the bottom line (financial). It is my belief that a PR practitioner committed to the industry’s code of ethics must first choose to work for or represent an organization with similar ethical standards.  If one chooses to work for an organization only committed to growing the financial bottom line, that practitioner may find him or herself faced with ethical dilemmas that challenge their personal or the PRSA code of ethics. However, if an organization includes in their definition of the ‘bottom line’ the growth of the community in which it does business or the personal development of its employees or development of a service-oriented culture, he or she may experience fewer dilemmas of ethics.

I find news that the PRSA is working with the Federal Trade Commission to monitor and more clearly define best practices in PR encouraging. Both supposed breeches in conduct by Facebook and the CEO of 5W Public Relations are harmful to the reputation of the PR industry and to the reputation of individual PR practitioners. While the actions of Facebook may have a more direct impact on everyday social media users, the supposed actions of Ron Torossian of 5WPR are equally as disturbing given his position as the head of a PR agency. In both these cases, the reputations of the organizations and the individuals who lead them worked to damage public trust and harmed the communities involved.

I believe that the efforts of PRSA and the FTC can only help the PR field. Stricter regulations on transparency in marketing and PR will help level the playing field for businesses, making for a better place in which to do business. In fact, learning more about these breaches encourages me to learn more about ethics in PR and to explore ways in which I can become a better practitioner in the field.  Doing so may help me better understand the craft, and help me better explain what it is that I do to my friends and family.

Saturday, January 21, 2012

OSTRICHES + THE STOCK MARKET

The belief that ostriches will stick their head in a hole in the ground when faced with danger is the stuff of legend – urban legend. Although it is true that they can sometimes be seen with their heads in the ground or seeming to dig a whole to do so, this action has nothing to do with fear, but with procreation. Male ostriches dig shallow indentations in the ground with their beaks to create a nest in which their mates will lay their eggs.  However, the myth persists that the world’s biggest bird is the animal kingdom’s biggest coward and would rather stick its head in the ground than defend itself from attack. If one were to suspend one’s knowledge of the bird’s true actions, one might be able to make comparisons between an ostrich’s seeming cowardice and the behavior of CNBC Mad Money host Jim Cramer during the financial crisis of 2008, which was featured in Case Study 2-B. It appeared to some that rather than face the reality of the burgeoning economic crisis, Mr. Cramer put his head in the ground – expounding bull market guidance – instead of recommending strategies his viewers could use to defend their wealth.  This extreme bullishness left Cramer with egg on his face  and viewers who acted upon his entertaining, yet flawed advice, with lighter nest eggs to see them through the lean times.

The authors of our text posed several questions relating to this case study, one of which challenged readers to compare the actions of Mr. Cramer on his show with the duties of a bank’s PR professional.  As a practitioner of public relations I found this question thought-provoking and have evaluated the case study using the ethics code set forth by the Public Relations Society of America (PRSA).

According to PRSA, its code is “designed to be a useful guide for PRSA members as they carry out their ethical responsibilities.” I find the code itself to be clear and easy to understand, and the tenets it proposes to be high minded and morally correct. The code suggests that a PR professional who chooses to follow the code will not only act with clear and honest intentions when dealing with or representing his or her client’s interests, but also will apply the code’s professional values (advocacy, honesty, expertise, independence, loyalty and fairness) when considering how his or her actions affect society at large. Looking at Case Study 2-B through that lens I would find Mr. Cramer in violation of several of the Code’s guidelines, but not of malicious intent.

The PRSA Code’s ‘Free Flow of Information’ section states:

       “…advancing the free flow of accurate and truthful information is essential to serving the public
       interest and contributing to informed decision making in a democratic society.”

I believe that Mr. Cramer’s brand of financial advice erred too heavily on the side of entertainment and personal opinion, failing to provide viewers with the information they needed to make informed decisions during a volatile financial time. Although I see some similarities between what Mr. Cramer does on his show and what a PR practitioner for a local bank is tasked with accomplishing, the situations between the two are quite different. Mr. Cramer was hired by CNBC to deliver sound financial advice to its viewers, but also to entertain them. He owes loyalty to his employer, but more so to his viewers. The more he gets it wrong, the less faith viewers have in him and the less likely they are to watch, which could lead to cancellation of his show by the network. Conversely, a PR professional for a bank advocates on its behalf, presenting it to the media, investors and the community at large in the best possible light. The bank employee owes his or her loyalty first and foremost to the bank and so, would most likely think of the bank's needs before those of the community at large. Unless Mr. Cramer (or CNBC) was accepting some form of compensation from the companies whose stocks he chose to promote or was compelled to push those stocks for some unseen reason, his duties differ significantly from that of a bank’s PR team. 

I would suggest that Mr. Cramer was not guilty of unethical behavior per se, but irresponsibility. He failed to provide his viewers with all the information needed for responsible decision-making or simply misjudged the turns the market would take. John Stuart Mill might argue that it was unethical of Cramer to poo-poo his viewer’s fears about Bear Sterns based only on his personal opinion since – if the viewer actually followed his advice and kept the stock – he would have lost significant amounts of money when the brokerage house was taken over by JP Morgan Chase. In Mills’ Utilitarianism view, the consequences of Cramer’s actions made them unethical as they potentially harmed many people.

The difficulty with using the PRSA code to review this case study was the seeming ambiguity of codes themselves. The PRSA code seems straightforward and absolute, but it appears that the authors and/or the organization as a whole may see the flaws in the guidelines as the preamble states that “emphasis on enforcement of the Code has been eliminated.” If a code is not enforced, or enforceable, does it hold its value? One could view removal of enforcement language from the code as an acknowledgement by the Society of what our text calls the changing view of truth. Pragmatists would argue that truth is relative so one practitioner’s perception (and execution) of any given code can be very different from another’s, but both be ‘true’ depending on the context in which the action takes place. 

I found the discussion questions at the end of the case study very helpful, prompting me to look at the case from many different angles, specifically, that of Cramer, CNBC and the public at large. And though I do feel that Mr. Cramer kept his head to the ground a little too long, I found his bullishness more an error of judgment than of malicious intent.

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Saturday, January 14, 2012

TATTLETALE

(The following scenario actually happened to a colleague, but below I put myself in my colleagues place, examining how I might feel or react had it happened to me.)

While on a business trip I witnessed a senior level executive violate one of the core marketing guidelines by which my company stakes its reputation. As we produce, market and import products for use by those 21 years of age or older, all employees agree to take all possible actions to ensure that no one under this age is given access to our products. However, on this business trip an executive not only broke the law by providing access for her underage daughter to a corporate-sponsored event at a venue that requires all guests be over 21, but she also allowed the minor to have access to our products. Not only had the head of the department responsible for enforcing our corporate marketing code herself broken the code, she’d also broken the law. Worse, she was my boss.

The occasion for this breach of conduct was a global summit of our company’s corporate and brand communications executives. During the summit we discussed best practices in brand (product) public relations, the corporate code that governs the work we do, and the intersection between this work with our corporate communications and social responsibility standards. It seemed ironic, then, that a few days into this summit of excellence that my boss would break one of the basic rules of our company – never provide minors with access to our products. In my mind I had two choices – ignore the situation by keeping my manager’s misconduct secret or follow our corporate code of business conduct, which encourages employees to report misconduct when we see it.

I believed as our corporate code of conduct reinforced, all employees of my company should be held to the same standard. Therefore, if all are held to the same standard then one person who chose to ignore the standard should not be excused simply because of his or her rank within the company. Choosing to make this breach known – to human resources, senior leaders within our company or the press – could possibly put my job at risk.  However, when debating the situation, I believed that asking my company to hold an executive to the standards it asked the entire business to adhere to would in the end produce more trust and respect for the leadership among the workforce than ignoring my boss’s misconduct, or attempting to protect my own job.

As the Universal-Humanitarian communications ethics outlines, I believed that a universal truth existed in this scenario – consequences for misconduct should not be reserved for lower level employees, but employees at all levels should be treated equally. Believing that to be the case, I then determined that my boss, her daughter and myself could potentially be hurt by the release of the misconduct; but also that the latter and myself might benefit from this action. I determined that the harm to my boss would be in the form of a reprimand by our senior leaders and perhaps feelings of guilt for her daughter for inadvertently causing her mother trouble at work. For myself, I risked the stigma of being a whistleblower if anyone were to learn that I’d been the one to report the misconduct.

Putting the situation in context (Contextual Communications Ethics) I chose to release this information to the appropriate executives within my company, but not to the press or other industry insiders. When reviewing the situation I determined that there was no real harm done to the public by my boss’s decision to break our internal code of conduct since as a mother, some would argue, she also had the right to determine what was and wasn't safe for her child. I also believed that making the situation known to the public would unnecessarily jeopardize my boss’s credibility with the media and within our industry.  If I had shared this information with the media or industry insiders I may have also jeopardized my career as a communicator as whistleblowers are often admired and reviled for their actions.

Following the reporting of the misconduct, my boss unexpectedly resigned her position and although procedures are in place within our company to protect those who report misconduct, the fact that I did so did not remain a secret. I was transferred to our London office and later let go during a round of layoffs a few years later.

As a media professional I don’t believe that there is any way to avoid secrets. Rather than ask ourselves how we can avoid becoming entangled in secrets I believe that a communicator should ask his or herself whether they want to be communicators at all as learning and managing secrets is part and parcel of our jobs. As public relations professionals we keep to our breasts the bad behavior or new innovations of our clients. As investor relations professionals we guard news that could affect a company’s stock price. As journalists we gather secrets to provide readers with the truth behind a given situation. The better question is – would there be a need for communicators without secrets?

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Sunday, January 8, 2012

Stop Time: Ethics vs. Emotion

On Thursday my supervisor and I sat down for a mid-year performance review. As we discussed my performance during the first half of the year and the areas in which I can improve, he reminded me to practice “stopping time” – focusing less on ‘getting things done’ (fast and in a hurry), but instead paying closer attention to how I get them done (with insightful consideration). He pointed out that sometimes in my rush to complete a task or solve a dilemma I sacrifice the best solution for the expedient one…or the one that hits me in the gut (or the heart) first. After reading Chapter 1 of Media Ethics:  Issues & Cases, 7th Edition, I understand that when faced with a dilemma I sometimes rely on emotion or my moral compass instead of rational thought and ethical reasoning. I believe that delving deeper into the practice of ethics may help me to ‘stop time’ – reason through an issue – and so become a more thoughtful and effective communicator.

For the past nine years I have worked in Corporate Communications for an industry leading Consumer Goods company and in brand public relations for the past four of those nine years. The Corporate Relations department of any major company usually works hand in hand with the executive, legal, finance and human resources teams, giving communicators access to sensitive business and human related information on a daily basis. As a corporate communicator, ethics are extremely important as the successful practitioner must keep his or her mind sharp and objective when navigating the sometimes rocky business landscape, which can be strewn with product recalls, consumer complaints, corporate restructurings, layoffs, accusations of misconduct and the like.

The industry in which I work is itself a study in ethics. The products produced by my employer can bring consumers great joy or, if abused, unimaginable sorrow. In fact, the production, sale and importation of these products were essentially banned with the ratification of the 18th Amendment of the United States Constitution:

“…the manufacture, sale, or transportation of intoxicating liquors within, the importation thereof into, or the exportation thereof from the United States and all territory subject to the jurisdiction thereof for beverage purposes is hereby prohibited.”

In the late 18th century and throughout the 19th century, many Americans came to view excessive consumption of alcohol as the root of the nation’s ills, from poverty to the fracturing of the American family. Unfortunately and according to the Report on the Enforcement of the Prohibition Laws of the United States, National Commission on Law Observance and Enforcement, January 7, 1931, Prohibition helped solidify the position of organized crime, which led to an increase in theft, burglary, assaults and battery.  Years later the ‘Noble Experiment’ was repealed by the ratification of the 21st Amendment. Lest we not forget our industry’s difficult and controversial beginnings, the EVP of Corporate Communications at my company likes to remind us that “we’re not selling cereal,” and because of that we have a great responsibility to the consumers that enjoy our products and to those who could be hurt by them.  It is for this reason that our company created one of the industry’s strictest marketing codes, which provides useful guidelines and in some cases, strict rules, by which employees must measure their work. But as the authors of our text point out, codes by themselves do not always offer solutions to the dilemmas we face on a day to day basis. It is where the code ends that our personal ethics must take over.

As a business our goal is to make money for our investors and our employees. We do that by selling alcohol. We continue to provide dividends for our investors and continue to employ and provide raises for our people by convincing consumers of legal purchasing age to consume more of our products or by convincing them to consume the higher priced brands. Some might have a moral aversion to working in this industry while others can look at it from a more rational perspective and so reason that we are simply a business that produces a product that adult consumers have the right to choose, or not choose, to consume. Understandably, my personal view leans towards the latter – as a business that provides a product that adults have the right to choose or not choose and also to abuse or to use responsibly.

As a communicator it is my duty to present our brands and our industry in the most advantageous light possible. In the execution of these duties I rely on ethics every day. I may not realize it at every moment, but they are entwined in everything I do. I must convince journalists and critics that although abuse of our brands can cause some adults to put themselves in harm’s way, it is our company’s intent to do all in our power to ensure that our products are marketed and enjoyed responsibly. In fact, given that our industry is so heavily regulated and that we have no shortage of detractors, my employer’s survival relies upon the majority of consumers using our products responsibly. 

Working to publicize the only industry to have been ratified twice by amendments to the Constitution, I have faced a myriad number of dilemmas and when I catch myself making a quick judgment to solve one of them I try to ‘stop time’. Similar to the steps Bok proposes, I try to take a moment to think about the situation, consider the possible outcomes of each possible decision, seek advice, consult my conscience and then make a decision. Of course, I don’t always catch myself in time to follow these steps. My hope is that through this course I will have identified new tools and philosophies for making ethical and rational decisions and so become a better communications practitioner.

Lastly, as we continue to explore the nuances of ethics in communications, I would like to see our class debate the role of ethics in publicizing and marketing controversial industries or products. I’d also like to discuss the Federal Trade Commission’s updated Endorsement Guidelines, which have affected how my PR team works with celebrity endorsers, bloggers and the media.

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