Aug 30

Representing controversial clients is a slippery slope.

I’m a firm believer that, in the court of public opinion, a controversial client is innocent until Pat_robertson_devil_sign proven guilty. I also believe he or she deserves the very best representation possible. That said, some prospective clients are toxic and invite more trouble than they’re worth.

I’m reminded of the terrific image and reputation bashing inflicted on Hill & Knowlton in the early 1990s, when the firm decided to represent one highly controversial client after another. The carnage reached its apex (perhaps nadir is more appropriate) when Hill & Knowlton took on an image and awareness campaign for the government of Kuwait. Almost immediately afterwards, they were accused of ‘staging’ fake genocides to heighten worldwide distaste for Saddam Hussein’s Machiavellian machinations. It was an event that, whether true or not, inspired the Hollywood movie, ‘Wag the Dog’. H&K’s decision to represent a raft of highly controversial accounts precipitated a mass exodus of blue-chip clients (who didn’t want to be associated with a public relations firm that was caught in the crosshairs of negative news). The firm also lost top notch counselors, who disagreed with H&K’s stance on a moral and ethical basis.

As a proud alumnus of a kinder, gentler H&K, I’m pleased to see the firm has finally rebounded and reclaimed its rightful position as a top global player, but it took lots of blood, sweat and tears to execute the turnaround.

I mention all this because I see that 5W is representing Pat Robertson’s American Center for Law & Justice in its efforts to halt construction of the controversial Ground Zero mosque. As mentioned above, Mr. Robertson’s entity deserves the very best public relations support it can afford. But, at what cost to the firm? In its defense, 5W has never shied away from representing clients that most mainstream PR firms would avoid like the plague. But, does such representation jeopardize existing client relationships? Will it alienate employees who see the issue as a First Amendment right that has nothing whatsoever to do with public relations? Time will tell.

In our 15 years of business, we’ve tried to avoid highly controversial clients (falling prey only twice in my memory). Thankfully, neither relationship cost us clients or employees. In fact, with the latter, we were quite transparent and suggested that anyone with reservations could opt out of actual account work. Several took us up on the offer.

But, rather than place a firm in harm’s way, why choose to represent a potentially toxic client? The short-term gain in billings and notoriety will most certainly be offset by the long-term unease among clients and employees alike. As a former employer of mine liked to say, “It’s a classic lose-lose.”

Sep 10

Not wanting to let go isn’t limited to Baby Boomer CEOs

The Wall Street Journal article on Baby Boomer CEOs and their reluctance to step down struck a chord. Old_man

In the article, the Journal cites a 60-something chief executive who had hired his successor and then, quite simply, refused to leave. The exact same thing happened to me 12 years ago.

I was hired by a 65-year-old CEO to be his heir apparent. Foolishly, I took his word that he’d be gone within a year. Instead, I was the one who ended up leaving.

After settling in, I discovered that I was only the latest in a long line of successors this ‘lion in winter’ had hand-picked for the assignment. Truth be told, though, he had no desire to ever relinquish the reins. So, he made life unbearable for we CEOs in waiting and forced us out, one by one.

Every cloud does indeed have its silver lining, though, and so did this one. Immediately after leaving that hellish environment, I holed up with Sir Edward Moed in his squalid, one bedroom apartment and launched Peppercom.

Oh, and the CEO in question? He finally disappeared into the sunset about five years ago. It just goes to show that Baby Boomer CEOs aren’t unique in their desire to hang on as long as possible. In fact, history’s pages are replete with ‘chief executives’ like Napoleon, Caligula and Saddam Hussein who had no desire to ever let go.

Thanks to Laura Zanzal for the idea.