If you read this blog, you already know that I love the Sunday columns in the New York Times, especially “Corner Office.”  This week’s column features the new CEO of Siemens, and reaffirmed many of the things I’ve long believed, advocated and practiced about CEO transitions….you begin by listening, trust is earned and the importance of diversity of thought and experience in the team that surrounds a CEO (A place where the “yes-men” phenomenon tends to thrive).

But what really caught my attention was the emphasis on trust…internally…as the foundation of great teams.  At MWW Group, our POV is simple, and straightforward:

TRUST + RELEVANCE = ACTION

Typically, and particularly in our current environment, the discussion of trust centers largely around earning and preserving the trust of your stakeholders – mostly customers, investors and other external constituencies.

The notion that teams can’t function well…that leaders can’t effectively lead…unless there is trust inside the organization is an important one.   Today, we are talking about it as an issue of effectiveness.  But for those thinking beyond the immediate 10 percent unemployment reality, it is also the key to retaining talent.  Great employees have job opportunities in any economy.  And when the power shifts in the talent equation back to the employees, trust will be a key driver of whether your team sticks, or moves on.

How can a leader foster trust internally?

• Tell your own stories….share news (good or bad) before they hear it somewhere else.
• Share the credit…no one wants to worry that their boss (or their boss’ boss) is taking credit for their ideas, their work or their success.
• Review your actions….does what you DO match what you say?  Do you claim to hate internal politics, yet reward the political operatives with plum assignments?  Do employees who challenge conventional wisdom get rewarded?  Or sent to career Siberia?
• Review your policies – do you restrict your team from use of social media, because you are afraid of what they will say?  Do you have overly restrictive policies governing employee’s time?

Trust is a two way street.  You have to give it, to get it.

cwinters Executive Visibility Leadership, New York Times, Siemens, trust

Last week, MWW Group held its annual leadership summit – and our first all hands meeting since we bought our agency back from IPG….and we unveiled our “new” point of view. (Technically, this is a new articulation of the point of view that has always driven our agency – but I digress).

Trust + Relevance = Action

Trust – too big to fail and the GEC (Global Economic Crisis) have created a crisis of confidence of serious magnitude. We don’t trust leaders, companies, religious institutions. So lots of big thinkers in our industry talk about trust & transparency as the end game.

Trust isn’t the end game. Trust is the table stakes. Unless you plan to go out of business, trust is a requirement. Not the goal. It’s true that some clients need help establishing, building or increasing trust…but if we stop there, we haven’t done our job.

Why relevance?

• Because ultimately PR is about driving action….trust gives us permission to act, relevance makes us act.

• Because participation, without relevance, is just noise….tweeting, blogging, posting, sharing….none of it matters if no one is paying attention. Relevance makes us pay attention.

• Relevance provides staying power…when something is relevant to us, it becomes a part of our lives…and a part of who we are. We stick with it.

• Relevance is the engine of the peer-to-peer economy. It’s why sharing is eclipsing search. When something is really a part of us and our lives, we tell a friend.

Relevance is the game changer. It is what causes us to buy a product, apply for a job, welcome a company into our community, invest our hard earned money. It’s what makes a client newsworthy. It’s not just the end game. It’s the whole game.

Maybe we should call this blog Return on Relevance…because isn’t that really what a reputation is all about?

cwinters MWW Group Action, Point of View, Public Relations, Relevance, trust

I am working with a client on a program to help celebrate their code of commitment, and bring it to life as a vibrant part of their culture. This is serious, important work….and I commend them for their desire to not just talk the talk, but to really walk the walk, and celebrate their colleagues who are living by their code, every day. Together, we are taking this project very seriously. Because living up to your Code of Commitment is serious business.

Lately, the discussion around CSR — which in its best embodiments begins with a code of commitment — has been very scholarly, serious and perhaps even a tad preachy. I’ve read pieces by smart people who admonish HP for not “living their code” and as a result, ousting their CEO who didn’t live up to the standards. I wrote recently about CSR being part of the 5 Commandments for brands. I’ve advocated that CSR should report to the CEO. And with 20 years in this business of reputation management, I suppose I’ve even been a tad preachy from time to time.

Last week, I visited a camp for children with cancer. Talk about finding perspective.

I went there with a client that is developing some new philanthropic programs as part of its commitment to CSR. They are not overly interested in how to get credit, generate publicity or engage their stakeholders. They want to help. It isn’t about being responsible…it is about being real.

As I entered the camp, I read a sign that said “Some people care too much; I think they call it LOVE.” I watched these kids “Sing You In” to camp, get a lanyard and race off to swim lessons. I forgot all about criteria for CSR, reputation management and employee engagement. And I remembered the many moments in these two decades when my company, and my clients, have provided me the opportunity to simply do something good…just because we can.

Responsibility. Trust. Transparency. All big concepts today….but not bigger or more important than REAL.

cwinters CSR Code of Commitment, corporate responsibility, CSR, HP, trust

Would you spend $250 for a bottle of water? How about $750? How about … well, pick a multiple.

Wondering what a simple bottle of water has to do with reputation? Sometimes, it’s everything. Let me explain.

A friend of mine recently traveled to wine country with his wife and 1-year old son. After a long drive, they checked into a lovely boutique hotel that prides itself on customer service. In fact, this particular hotel pledges to deliver “an exceptional customer experience every time.” They infuse this goal in most of their customer-facing marketing efforts, particularly on their Facebook fan page and their Twitter feed.

As they unpacked in their room, their son had one of those meltdowns that all of us parents can relate to. My friend called the desk and asked if a bottle of water could be sent up so they could prepare some baby formula. Sorry, the desk clerk told them. Room service was closed for the evening and there was no way to accommodate the request.

My friend quickly sent out a tweet about his experience to the several hundred people on his Twitter account. After he returned home, he posted a customer review on the popular social media site, Yelp!

So the hotel had a seemingly small misstep over a $1 bottle of water and the incident was chronicled on several social media channels. No big deal, right? After all, this hotel spends thousands of dollars annually on advertising, which will be much more powerful than a post on Twitter and Facebook. Unfortunately, the opposite is true; multiple consumer surveys show that nearly 80 percent of consumers trust peer recommendations, and less than 15 percent trust advertising.

So how much did that bottle of water cost? My friend won’t be returning, which means they lose several future nights of room and restaurant revenue. And an unflattering review on a travel referral site like Yelp! likely will drive others away, meaning more lost revenue. So it’s not hard to imagine that a $1 bottle of water actually cost this hotel $1,000 or more.

In this era of social media and citizen journalists, your reputation balances on a razor’s edge. Simple decisions and rote responses can have a lasting impact on your business. Now more than ever, the devil is in the details and businesses, from the CEO down to the night desk clerk, have to sweat the small stuff.

Bob Silver can be reached at bsilver@mww.com. Follow him on Twitter @Bob_Silver.

bsilver General Corporate citizen journalists, reputation, Social Media, trust, Yelp!