They came from diverse backgrounds and businesses. But they all wore success. They spoke the same language. There is a common thread which they openly shared with anyone who would listen.
Four business leaders representing admired brands and financially sound products gave away their secrets – at no charge.
They were brought to the table by Edelman, one of the largest public relations firms in the world. Edelman just completed an annual “Trust Barometer” study that finds trust in American business, government, non government agencies and media is declining, and is besting only two other countries nefarious for skeptical constituents: Russia and the U.K. It was an impressive piece of work that surveyed the thoughts of 5,000 educated and successful people in 23 countries. Edelman could have just laid out the report and left it at that. But the Portland team wanted to demonstrate that there are game changers out there.
We’re not talking about Miami Heat locker-room cry babies. We’re talking about people who are very passionate and hands-on. There is a common thread. They call it having quality products supported by transparency.
Their stories are amazing.
In a city where Nike, Adidas and Danner Boots have such a foothold, why would an upstart company like Keen choose to locate here?
James Curleigh knows. He’s the CEO. You might check his wiry hair and child-like excitement about his product and assume he’s eccentric. I give him genius points.
Keen, of course, manufactures the eco-friendly, waterproof, protective footwear preferred by hipsters. And they set up shop in an already crowded marketplace because the experience, know-how, passion and sense of collaboration was an established infrastructure that helped this only 8-year-old company get its own foot out the door so fast.
“We take our product and our brand very seriously, but don’t take ourselves too seriously,” Curleigh says. Read between the lines: Keen isn’t just about a shoe. It’s an experience and it sounds to me like every employee can articulate why the product is great, and what drives their success.
Keen has a “living room” instead of a lofty corporate headquarters. When you walk in, you can see who they are, what they believe in. You can feel the brand.
Curleigh knows his employees by name, is approachable and open to good ideas. He wants the customers to feel that same connection.
Curleigh recalls the first time Keen had a marketing budget of over a million dollars; finally a chance to promote the brand. Do you think they bought magazine ads, made videos, took sandals on tour? No. The 2004 Indian Ocean Tsunami happened and Keen spent the money on relief efforts.
“It was kneejerk decision,” Curleigh jokes and then backs up. “No, it was a heartfelt decision.” That call was a defining moment. It did fit Keen’s “HYBRIDLIFE” brand which encourages everyone to create, play and care.
Good product. Transparency.
“Whenever I think about balancing trust and profit, I think of those defining moments,” he reported.
Let’s face it: even during a recession, people have to buy at least one good pair of shoes; you might even be able to argue that in times like these, you should spend a little more to get the quality footwear that will last.
But is it a good time to build high-rise condos?
Developer Mark Edlen has certainly seen the stressful side of the recession. Gerding Edlen, known for inspired construction and design of life and workspaces, had major projects underway when the economy went south. Could they finish what they started? Would investors stay with them?
It’s a small firm without a polished PR department. Edlen’s team had to look the recession in the eye themselves.
“We spend half our time in the ditches, solving problems,” Edlen said. “We started a conversation with our investors early on to let them know, this could get ugly.”
Good product. Transparency.
PGE’s Dave Robertson shared the philosophy of their communications department: “You can’t communicate your way out of a situation you got yourself into.” But you can be pro-active with the public about the issues that make utilities targets, such as rate hikes or environmental issues.
PGE’s up-front conversations with rate payers and Edlen’s up-front conversations with investors are role model for another finding in Edelman’s survey. In times of crisis, the public now wants the CEO to be the face of the issue and the solutions.
Edelman’s Ben Boyd says in this climate, “It’s about owning mistakes and transparently communicating those mistakes.” Boyd has been tasked with managing major brands such as GE, Starbucks and Bank of America.
“The days of control messaging top down are long past,” Boyd said. The Trust Barometer clearly finds that the CEO should not delegate the message during a product recall, environmental disaster or economic crisis.
The survey supports that when a company is already distrusted, 57% of the public will quickly believe an onslaught of negative information. Already having trust will put a protective armor around a brand.
Good product. Transparency.
Start there. Stay there and build an endearing and enduring Positive Image.
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