the mount vernon report summer 2009 - vol. 9, no. 2

8/8/2019 The Mount Vernon Report Summer 2009 - vol. 9, no. 2

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Twenty years ago, Robert Fulghum published a

simple book of principles a philosophy thatbecame the blockbuster #1 New York Timesbestseller, All I Really Need to Know I Learned in

Kindergarten. Many believe that much of what we learn inkindergarten can be directly applied to the decisions wemake in business. I believe in this philosophy.

I did not begin my professional career in corporateAmerica, working with clients to safeguard their reputa-tions and support their business objectives. I got mystart as the President and COO of a small but veryimportant business the business of kindergarten where negotiations around ownership of the last greencrayon, the strict rules of the sandbox or encouragingstudents to speak in kind tones was just as important assales objectives and corporate messaging.

Fulghums insight on life resonates even deeper as we alltry to think carefully before we share our message, own

our victories as well as our defeats and appreciate tha

hard work and determination really do pay offAlthough luck and timing play a major role, we can seefrom kindergarten children negotiating on the playground that determination and diligence should allowall to succeed.

Below are some simple principles we learned in thclassroom. In the business world we call these corvalues. These simple beliefs are valuable to keep in mindas companies build, grow and manage their business.

Identify leaders. When playing in the playgroundif you were picked as captain in a game of soccer, youhad to pick teammates to ensure the winning goal. Inbusiness, assembling the strongest team is even moreimportant than on the playground. Select wisely so thathe skills and talents of the group are fully engaged toguarantee success.

One quality of successful people is their ability to empathize, to

understand and to listen. Most of the time people just want an

ear for their troubles. While you might be tempted to offer advice,

consider that first the troubled individual may just be looking for

a sounding board. They often have the solutions and/or answers to their

problems right in front of them. By speaking them out aloud to an interestedand caring listener, they can often see the way out of difficulty on their

own. You are there to play the important role as the audience and,

from time to time, when they do ask, maybe offer some helpful

suggestions or considerations. But mostlylisten.

Empathy is an art form. The listener needs to focus their

entire attention on the person speaking. Full eye contact

and an open and relaxed posture helps to send the signal

that the speaker is the most important person in the

world at that moment. I have nothing that will distract me

from your needs. While I may be tempted to look at my

watch or answer my cell phone, time has stopped as far as you

are concerned. You have my full and undivided attention. Thinkof how rare this circumstance can be these days. To be able to show

empathy, it helps to have experience. This is why people who have lots of

life experience often are very wise and empathetic. They have been there. They

know what is important and what is not. They can separate the enduring aspects

of life from the temporal and fleeting. One of my old mentors said it best:

success is an illusion. I think he meant that while you may be

ambitious, winning is not everything.

While Morrissey & Company celebrates 10 years of successful business, we are

truly celebrating the friends we have made and continue to make along the way.

We are thankful for the opportunity to continue to help people with their

reputation communications challenges and opportunities. We learn from our

clients and they learn from us. In my classroom, I often do an

embarrassing skit at the beginning of the semester. I stand at the front of the

room and slip out of my loafers (I make sure I do not have holes in my socks

ahead of time). I tell the students to take a walk in the other persons shoes.This may be the first lesson in understanding and an important lesson in

learning about communications. Certainly it is OK to be self cen-

tered some times (after all, you are the most important person

in your life) but if you are to get along in a society, it helps to

be other centered to think of how you can help others

achieve their success. In turn, they will help you.

Management guru Steven Covey talks about this other

centeredness as fundamental to achieving your own goals.

Successful Boston advertising entrepreneur Jack Connors

said it even better: business is all about finding ways; look-

ing for opportunities to help others. He claims this simple

approach was key to his tremendous success in building a globaladvertising agency. So, we dedicate this issue of the Mount Vernon

Report to experience and its value; how to help and be helped. Get out

there and listen!

President and CEOMorrissey & Company

T A K I N G A W A L K I N T H E I R S H O E S

S u m m e r 2 0 0 9 v o l . 9 n o . 2

I s su e s Af f e c t in g Repu ta t i on Manag emen t and S tra t e g i c Communi ca t i on s

I invite you to join the conversation and share your thoughts and ideas about safeguardingan organization's reputation. Please join me on my Reputation Excellence blog www.morrisseyco.com/blog.

Lessons Learned B Y M AR G AR E T B R AD Y

Take theReputation Queryof the quarter. Seebottom of page 4

for details.

L E S S O N S L E A R N E D C ON TI NU ED O N PA GE


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Be open-minded. When we went to kindergarten, we didnt gowith a preconceived notion of what our day would be like. We knew whywe were there, but we were open to an infinite number of possibilities.Companies must believe and support their goals and objectives, but stayopen to different ways of defining and executing them.

Participate. Listen. Teachers appreciate students who participate,yet there are times when it is also important to listen to others.Managing a business today necessitates being a good listener. Listen toyour employees, stakeholders, and of course, your customers. The bestlisteners are often the most successful people.

Sharing is important. Share everything you have to share andyoull build business relationships that last a lifetime.

Show respect. Respect for everyone is the Golden Rule in everykindergarten classroom. It is equally so in business. Showing respect atevery level will reap rewards beyond measure.

Value boundaries. When a kindergartner builds a lopsided castlein the sandbox or paints a picture of a purple lion with orange polkadots, it is important to allow him to work independently and createsomething uniquely his own. In business, this concept is equally impor-tant. Give associates in your organization the space they need to developtheir vision.

Dont throw sand. Last, but certainly not least, teachers work hardeach day to remind their students not to get upset when things didnt gotheir way. As parents and teachers always reminded us, Throwing sandwill not solve your problems. Maintaining your composure when thingsdont go as planned is critical to the success of any business. Thinkthrough the issues as a businessperson, but if that doesnt work, you justmight want to climb back into the sandbox and start thinking like akindergartner.

L E S S O N S L E A R N E D C ON T IN UE D F R OM PA G E 1

My mother, Lisa Gerrol, possesses formidable business acumenand savvy. She has taken her organization from approximately

$500,000 to nearly $5 million in annual revenue. Her teamserves more than 6,000 constituents with quality programs,personal attention and important services. Hob-knobbing with some of themost powerful and influential Americans including legislators, top-tier businessleaders and media personalities, my mother has received national recognition forher work and a reputation for running a successful enterprise.

Despite her business success, she is most proud of her ability to help people asthe President and Chief Professional Officer of the National Multiple SclerosisSociety: Connecticut Chapter. She doesnt devote her skills to shareholders orthe whim of the market; she helps those affected by a devastating disease.

The funds raised by the MS Society ensure ongoing scientific research to findbetter treatments and a cure, along with the continuation of vital programs and

services offered by the chapter to Connecticut residents diagnosed with MS,their families, caregivers and friends. My mother is an inspiring example of theneed for compassion in everything we do especially in business.

Earlier this summer, a group of Harvard Business School (HBS) studentsdecided it was time MBAs learn this lesson, too. In light of the currenteconomic crisis, business schools and alums have garnered a reputation forbeing morally flexible. Echoing the physicians Hippocratic Oath, HBS

students drafted an MBA Oath that states: I will safeguard the interests omy shareholders, co-workers, customers and the society in which we operate.

Protecting shareholders isnt a groundbreaking pledge, but the new emphasis onco-workers and society underscores the need to address our impact on others inevery business decision we make. As of June 12, 2009, the oath had beensigned by 750 HBS students, alumni and MBA candidates from other businessschools.

Retail giant Target is known around the country for quality, affordable productand responsible business practices. The company drew a very clear line thasupporting the communities in which it does business is a priority no smallfeat, considering the company boasts nearly 1,700 retail stores in 49 statesSince 1946, Target has donated five percent of its pre-tax profits back into itcommunities in other words, the company dedicates approximately $3million per week to local organizations supporting education, social servicesand the arts. By supporting its customers and communities, Target has becom

a destination a retailer that consumers are proud to support and at thsame time, enhanced its own customer loyalty.

Running a business with empathy, compassion and community safeguards isespecially difficult in these tough economic times but it is also vital. Oureputations, our employees, our communities and our bottom lines are allconnected, and doing the right thing while also doing well will make everymother proud!

pg. 2

The Business of Compassion: A Mothers ExampleB Y S A R A H G E R RO L

Its what you learn after you know it all that counts.~ Attributed to Harry S.Truman


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Every year, Fortune Magazine publishes its list of The 100 BestCompanies to Work For. In 2008 tech powerhouse Google

celebrated its tenth birthday in the number one spot. In 2009 itranked fourth. In addition, Google is number four on Fortunes2009list of Worlds Most Admired Companies. What makes Google so great? Itsmore than brilliant minds and an opportunity to do innovative work. Thecompany has a reputation for a work environment that boosts productivity andenergy an environment that attracts 777,000 applicants each year.

Positive energy is contagious. A happy smile and a silly laugh are nothing shortof infectious. People who bring smiles and laughs to the workplace are thelucky ones, and so are those around them.

Many of us learned early on that a work environment where you can not onlygrow but also share a funny story or learn something about your colleagues goesa long way. In the midst of working to meet deadlines, preparing forconference calls or exceeding the boss expectations, one should always make the

time to step back and look at things from another perspective. Breathe, change

your scenery, and youll realize that you will think more clearly, function moreeffectively and produce more creatively.

Sometimes we think that the only way we can be better and do better is byskipping the lunch hour, working longer hours and going above and beyonddaily. What about Google employees? One of the perks of being a Googlemployee is access to cafeterias and gyms and other onsite areas that provide atemporary escape from the cubicle. Does this make Google employees slackersAbsolutely not. As the rest of the tech industry struggles in 2009, Googles adrevenue continues to grow.

We cant all replicate Googles culture, but we can all work to foster a similaone. Making small changes and encouraging your staff to take a guilt-free breakduring the day, such as a long walk or sitting outside to read a book during thelunch hour, might just be a good thing. Tell your employees theyre not onlyentitled to that break, but are encouraged, and it might just equal moreproductivity in the long run.

Clear Minds Increase Productivity and CreativityB Y N O E L L E B R U S S A R D

Ten Rules for Relevancy

1. Change is inevitableadapt to it before

your competition to stay ahead.

2. Listen to what your clients need and tailor

your services to support those needs.

3. Dont become a slave to fashion if what

you are doing works.

4. Tell your clients what they need to hear,

not what they want to hear.

5. Invest in technology that works, not what

is simply the hottest new product.

6. Justify everything you do on the basis of

whether it advances your clients business

success.

7. Expand your clients world to include new

relationships and partnerships, even if that

is not why you were hired.

8. Always know the answer to the client

question: Why am I paying you?

9. Be nimble enough to change direction

quickly because you will need to in order

to survive.

10. Be ready to do something else with your

life if you are not having fun at your job.

Relevancy vs. History B Y E R N I E C O R R I G A NScholars still study and teach the fall of the Roman Empire because of its longevity andseeming imperviousness to wars and the winds of change. But fall it did and every school child learnedfrom its demise that nothing lasts forever and even the mightiest institutions have their dayof reckoning.

We are now experiencing our own judgment day, where the pillars of our modern civilization arecrumbling before our eyes. Major financial institutions have failed. General Motors and Chrysler are

in bankruptcy and will emerge as shadows of their former selves. And in the age of the Internet andinstantaneous communication, the once powerful big city daily newspaper has lost its muscle and isstruggling to remain viable. Newspapers like the Rocky Mountain News (149 years), the Seattle PostIntelligencer(145 years) and the Christian Science Monitor(101 years) have folded their print versions andmoved to an online-only format in an effort to stay alive. Even the venerable Boston Globehangs by aslender thread as advertising revenue plummets and it ponders life on the net a place where its read-ers currently consume its product for free.

In a time when there is little regard for longevity, Morrissey & Co. turns 10 years old, causing us toquestion whether longevity is the most important measure of quality in a company. Or is it moreimportant to strive for relevance, knowing that one day you, too, may fall victim to the vagaries of arapidly shifting market?

If we have learned anything, it is that a long history is not necessarily an indicator of a companysability to thrive, let alone survive. The failure of great institutions proves this point. Staying power isonly gained by continuing to be relevant to your stakeholders. The aforementioned newspapers are

trying to do just that, but only time will tell if it is too late for them. Perhaps the greatest lesson wecan learn is from the surviving companies.

Remember the story of the two hikers who suddenly spot a black bear in the clearing. One hikerquickly begins to put on the only pair of running shoes between them, prompting the other hiker tosay that you cannot outrun a black bear. I dont have to outrun the bear, says the hiker to his friend.I only have to outrun you.

And in that spirit, here are our Ten Rules for Relevancy that may help your company survive even as thebears are descending upon you:


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The Mount Vernon Report is published and copyrighted 2009 by Morrissey & Company, an independent Reputation Management and Public Relations firm headquartered at 6 Edgerly Place, Boston, MA 02116. Permission to copy and distribute isgranted, provided that full attribution is given to Morrissey & Company. Further commentary or response to any of the topics discussed in this issue is welcome and should be directed to 617-523-4141 or via e-mail to [email protected].

Printed on recycled paper. In an effort to conserve natural resources we have altered the format of the Mount Vernon Report to omit the use of an envelope.

Please visit us on the World Wide Web at: http://www.mountvernonreport.com RepEx Blog: www.morrisseyco.com/blog

Morrissey & Company6 Edgerly PlaceBoston, MA02116

Reputation Advisor B Y L A U R E N D I G E R O N I M O

The main benefit of experience both in life and inbusiness is that the lessons learned, whether frommistakes or successes, provide knowledge that can lead to

better outcomes in the future. Business lessons, like personalexperiences, are only valuable if one can evaluate the situation anddetermine a new and different course of action for the future.

This holds particularly true as it relates to the reputation of acompany amongst its stakeholders. Changes in how people shareand receive information such as the growing importance ofonline, participatory media and a decline in trust in traditionalinstitutions, greatly impact a companys ability to manage its

reputation. According to a recent McKinsey Quarterly reportThese forces are promoting wider, faster scrutiny ofcompanies Now more than ever, it will be action not spin that builds strong reputations.

If companies are to rebuild or even build their reputations, theymust learn from their and their peers experience and be open tochanging actions, not just communications. Here are someconsiderations for organizations interested in building andmaintaining a positive reputation:

Monitor and analyze. Whatever the tool, monitoring for

news and conversations about a company should incorporate notjust traditional sources like newspapers and magazines, but alsoonline forums, social media applications and stakeholderpublications. Understanding the conversation prepares a

company to see potential threats and opportunities. This enablesthem to determine if a good story should be told, a negative oneresponded to or if action should be refrained from all together.

Build cross-functional teams. Building and maintaining apositive reputation requires the experience and expertise of morethan just the public relations and communications teams. Inorder to monitor, prepare for and address an opportunity orthreat, a cross-functional team including marketing, investorrelations, PR, regulatory affairs, etc., should be assembled. Thisgroup should be prepared and empowered to identify and respondto reputational threats.

Empower decision makers. A connected world requiresquick action, not just speedy communication. Traditional publicrelations cant address all issues, which instead must be addressedby changing business operations and conducting two-wayconversations. To enable this process to happen, someone withinthe organization must be given the ability to make decisions thatimpact both process and communications.

Committed senior leadership. Part and parcel of cuttingthrough organizational barriers that might impede efforts is acommitted senior leadership. This is critical to facilitating an

internal structure that rewards big picture thinking.

Remember, reputations are built on not only communications but alsoactions: public relations and communications must be supported by realand consistent business activity.

pg. 4

Reputation Query: What organization has done the best job in protecting and maintaining its reputationduring the financial crisis of the past year? A donation will be made to Morgan Memorial Goodwill Industriesin the name of one respondent who will be randomly chosen from the entries. Call 617-339-4141 or e-mailme at [email protected] with your response.

the mount vernon report summer 2009 - vol. 9, no. 2

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