By Boyd Neil
Senior Vice President and National Practice Director, Corporate Communications
Hill & Knowlton Canada

We sometimes refer to public relations as the art and science of communication . . . although we usually pay more attention to the science than the art since the former favors measurement and the latter only intangibles.

I am of course engaged with the extent to which our reputation and issue management programs can demonstrate clear and measurable impacts. Another side of me though – the side of me channeled by earlier academic training in dramatic literature (an M.A. in drama) – harbors the belief that much of what we know about the intangibles of corporate and leadership character was captured long ago in the works of the English language’s greatest dramatist – William Shakespeare.

Much can be learned about reputation, leadership and communication strategy from a careful reading of Shakespeare, who from all accounts was a lousy business man but evidently knew something about the interaction between leadership and the “rude mechanicals”.

On Active Management of CEO Reputation

"Nothing can come of nothing: speak again."
-- King Lear

After deciding to divide up his kingdom, King Lear asks his three daughters to pay tribute to him as their father and liege. The two eldest daughters, Regan and Goneril, are fulsome in their praise (“yes” women?) and are rewarded with large land holdings. The youngest, most favored and most loved daughter Cordelia, however, can’t find the words to express her love and responds “Nothing”. A frustrated, disappointed and outraged Lear banishes her.

Of course a modern day Cordelia, advised by a reputable practitioner, would recognize right away that without focused management of reputation and the articulation of a thoughtful point of view, the judgment of less scrupulous third-parties will fill the gap.

Standing back from significant business issues – the role of industry in resolving climate change challenges for example – leaves it to others to define the terms of discussion and debate. The personal consequence for a CEO – and his or her company – could be damaging estrangement from regulators, media influencers, NGOs, and the public.

Of course, a more cynical adviser might suggest ‘spinning’ reputation because “If you can't get rid of the skeleton in your closet, you'd best teach it to dance.” (Richard II)

On Losing Reputation

“O, I have lost my reputation! I have lost the immortal part of myself, and what remains is bestial.
-- Othello

Shortly after being promoted by Othello, the ambitious and faithful Cassio is tricked by the consummate office politician, Iago, into getting drunk and taking part in a violent brawl which ends in the wounding of the noble Montano. Cassio is sacked and later makes his profound lament to the scheming Iago.

Warren Buffet could not have captured better the risks to corporate performance of damaged reputation. Although corporate character is a function of such intangibles as transparency, commitment to dialogue, and active problem identification and resolution with stakeholders, the harm caused when a company’s reputation is undermined can be deeply felt – in increased cost of capital, challenge to license to operate and declining sales. Moreover, once lost the path to recovery is steep as Cassio and Enron et al discovered.

On Leadership

"Be not afraid of greatness: some are born great, some achieve greatness, and some have greatness thrust upon 'em."
-- Twelfth Night

The scene in which these words are spoken involves the comic protagonist Malvolio as the butt of a practical joke about how he can achieve greatness in the eyes of his mistress, Olivia.

Comic scene or not, the words themselves are a commanding reminder that successful leadership is a function of striving for excellence, especially in the management of organizational communication and relationships, building the right teams and paying attention to their counsel.

Malvolio, unfortunately, lets pretentiousness and ego get in the way of listening to his colleagues. He pursues some silly and ineffective strategies – without seeking counsel and ignoring troubling signs of misdirected focus – believing they will lead to greatness. Olivia thinks her steward has gone mad and has him locked up. Lessons learned.

On Responsible Business Conduct

"A horse! A horse! My kingdom for a horse!"
King Richard III

King Richard gains his crown through ruthlessness and callous disregard for his publics, even his own allies. But near the end of the play he is engaged in a battle for his crown, a fight which he is losing. In order to save his life, he offers to surrender his kingdom and his assets. He faces his final combat without the support he needs and will be slain by Richmond (the Eliot Spitzer of the 15th century?).

Publics in developed countries increasingly demand evidence of values-driven decision making by companies and organizations. People expect companies to factor human and environmental effect into business decisions and to be transparent about decision-making processes and considerations so they can be judged for their sensitivity to these effects. Communication strategies built on sound, demonstrable and responsive values make friends. Companies which manufacture strategies on market ruthlessness or slavish belief that only investors matter may find themselves without a horse at just the point when the kingdom is in jeopardy.

And what can you say about companies who don’t take the measure of public eagerness for responsible conduct? Puck, the mischievous sprite in A Midsummer Night’s Dream, said it best "Lord, what fools these mortals be!".