Maria Miller - no longer welcome in Culture Club?

There's an old saying in politics that when you're in the story you may survive, but when you are the story your time is up. That appears to be the position of the Culture secretary, Maria Miller, whose story led on Newsnight this evening.

It's no longer about the rights and wrongs of the case involving her expenses, it's about the reputation of the Conservatives in general, and David Cameron in particular. He's so far given her his full public support, but any football manager can tell you the value of such an endorsement, which often comes just before the request to clear their desk.

There's no suggestion that Ms Miller has broken any law, and she has paid back the money claimed in error, followed by an apology to the House of Commons. However, when the case is creating backbench mumblings about the judgement of the Prime Minister, I'm certain that phone calls and meetings about the matter will be involving a number of high-ranking Tories, and probably Ms Miller  herself, over the weekend. 

Westminster is an unforgiving place, and the knives are already being sharpened. The only way to staunch the flow of rumours and innuendo is for Ms Miller to go quietly.

Frankly, I will be amazed if she is still in her post on Monday morning. Even if she is, I'd advise her to take a cardboard box into work.

Reputation - a thing of two parts (Guest Post - Richard Derwent Cooke)

 (Guest post - Author, Richard Derwent Cooke)

Reputation is a thing of two parts, the things that we do, and the things people say about them. If I was going to be more accurate, I would add that the key thing is not just the things that we do, but how others perceive them! These days managing this is a multi-billion dollar industry. The idea is that by controlling the media they can modify what others perceive and therefore say about us. I guess, like they say, money talks, and they think it tells us how to think. However, I'd like to suggest a more fundamental focus, and ask you to focus on the first element -  what you do.

If you do the right things, and even better, if you do them for the right reasons, then that makes not only a statement, but builds a truly solid foundation for your reputation. Hopefully these actions spring from the core of who you are, hence the current attention to the importance of authenticity. There is an exercise that can be quite telling, and that is getting you to write your own obituary. If you don't like it, or don't feel it is enough, now is the time to change and do something different, or something more!

I would suggest that you don't so much manage your reputation as build it, in the same sense that a mason builds a wall, based on solid foundations, with things that have substance. One thing you can do is to see if what you are doing is valued by those whose good opinion you seek. In other words, if you are focusing your efforts and resources on things they don't care about then they are unlikely to hold you in high regard. Make a difference to their lives or businesses and you will be a hero!

The second element of influencing what people say is more subtle. I would suggest a key is explaining your plans and actions in language they can understand and in terms of things they care about. For example, an MD talking to his workers should be talking about growth in terms of bonuses and job security not share price. One might lead to the other but don't expect your audience to make that leap. Also they will, probably rightly, assume the things you talk about are what you care about. Tell them the truth, clearly, and you will earn respect, if not popularity, and that is a step in the right direction!

"Sincerity - if you can fake that, you've got it made" - George Burns

Richard Derwent Cooke is a Fellow Chartered Accountant with many years industry blue-chip experience, who now runs I-Change; a father of 3, and blogger. Richard facilitates Change and communication, the odd meeting and mentors business leaders.

Push your luck, but in the right direction (Guest post - Eilidh Milnes)

(Guest post - Author Eilidh Milnes)

Fortune will favour you if you push your luck, but only if you push in the right way and for the right reasons. Last week a client called John had a dilemma. He’s a consultant who had taken on a new contract at an extremely competitive- if not to say cheap –rate; and now he’s feeling annoyed for undercharging.

 "What should I do?" he asked. “They really are taking the advantage of me! “He went on, "I want to tell them to shove their job! But I don't want to damage my reputation.”

John was pushing his luck with this arrogant stance. Fortunately he'd put in the initial bid at a special introductory offer so he did have some room for negotiation. However, part of the problem lay in the fact that he had under charged in the first place. The monthly retainer he had agreed to was not adequate compensation for the hours he was working. He was also surprised by these factors:


1. The client’s employees did not listen to him - or hold him in high regard, respect his opinions and new-age ways of working

2. The client was not communicating with him directly but via an agent! 



I wonder what you would say in similar circumstances. Was the low fee a factor here? What guidance would you offer? 

I needed more information so asked more questions: 

“What do you want to achieve?”  What is the best outcome for you?” 

Speak to your client directly I advised. Talk to the most senior person you have access to, but only after you have squared the circle and resolved matter with the person who is really upsetting you. Ask yourself why you are feeling this way. Who is responsible? Ask the client what he would like to see happen? What you can do to make him happy?

As it turned out, John was not communicating in the preferred method of his client. He had been asked to give advice on a technical matter. He responded by recording a 5 minute video; where he spoke to camera and using a white board to draw out his ideas. He thought this made a complex matter more simple and easy to understand. His client did not like a video response and requested a written reply with bullet points and a summary.

John was not happy when he rang me, but after a coaching he realised it was his error. He had not considered the preferred contact method of his client. At first could not believe that the man did not appreciate the rather cool and clever video. Then he considered the personality, age and cultural preferences of his client and he knew he’d made a wrong assumption. So he wisely changed his way communicating and his attitude and now he is in a stronger position to renegotiate his fee. His client has already agreed to refer him to others; because there is no doubt that John is a highly talented and professional young man, who is learning that respect and reputation are earned.


Eilidh Milnes - pronounced “Ay-lee” – is known as ‘Captain Positive!’ She is a teacher turned motivational speaker, columnist and award winning author. She has two decades of training and coaching experience working with people from Aberdeen to Adelaide in SMEs and multi-national companies.  She is available to speak worldwide. Useful links: @eilidhmilnes LinkedIn Facebook

Exceptional Growth or Exceptional Reputation? Which comes first? (Guest Post - Robert Craven)

(Guest post - Author: Robert Craven)

The days of ‘interruption marketing’ are over. Clients have switched off. Shouting louder just irritates them. Nowadays, people trust referrals, recommendations, and the word-of-mouth more than any paid-for sales campaign. In fact, most people believe that businesses lie in the adverts! Reputation management is where the action is!

There is a group of professional service firms (PSFs) that grow nine times faster than the average. They are 50% more profitable than the average. So, what’s going on?

Doing the research, it was easy to see that high-performing service firms are the ones that have clients that believe in them. The ‘positioning’ (and ‘targeting’) talks to clients in a way that the client can relate to and understand. The firm understands the client needs, hurts and wants and has a solution. That is the Grow Your Service Firm ‘ology’.

High performers have always had a particular profile, a reputation; they have always been identified as being different from the average.

So, how do they drive their growth?

High Performers could just spend more on marketing and sales. But they don’t do that; they just become qualitatively better at the marketing and sales.

Frederiksen and Taylor point out that the high performers do not spend proportionately the most on marketing and sales because they are already very good at it. They are simply more effective so don’t need to compete by spending the most. Obvious really.

The high performers actually spend (slightly) less than average firms on their sales and marketing activities. Their marketing spend isn’t quantitatively higher; it is qualitatively better. They spend less and get better results.

Every firm says pretty much the same boring thing, selling similar services to similar people using similar strap-lines and similar people with similar qualifications to sell similar services at similar prices etc etc. Clients have switched off.

The high performers, meanwhile, focus on client needs and priorities. They are not preoccupied with their own capabilities and expertise. They are not mesmerised by the reflection of themselves like some Greek myth. They focus their limited budgets on specific target customer groups and use a clear and easy to understand message. Simple really.

So, who is in this group of professional service firms that grow nine times faster than the average and are 50% more profitable than the average? How can you join them? What do you need to do?

The starting point I am afraid comes straight out of day one of your Marketing 101 class. You have to create and communicate a clear positioning that demonstrates how you can help your target clients… unequivocally. And deliver on it. A totally compelling proposition is seductive. That is where your reputation comes from.

As a starting point, ask yourself if you consistently communicate:

• Your overt business benefit
• The real reason you can deliver
• The dramatic difference between you and your competitors

I meet very few service firms who have actually done this properly. As a result they deliver average results and have a mediocre reputation. Those that do deliver on these three points have a stunning reputation both within the industry and, more importantly, with their clients. Your choice.



Robert Craven shows MDs and owners how to grow their sales and profits and focuses on how to do this in recessionary times. His latest book “Grow Your Service Firm” is out now!

He is a keynote speaker and the author of business best-seller ‘Kick-Start Your Business’ (foreword by Sir Richard Branson) and runs The Directors’ Centre, helping growing businesses to grow.

For further information, contact Robert Craven on 01225 851044 rc@directorscentre.com

7 ways to build a stellar reputation

Building a brilliant reputation isn't easy, but the benefits are immense. Your reputation is your biggest marketing asset, and will help you to win business in even the toughest times. Here are seven tips to help you become a company that everyone wants to work with.

1) Do the basics brilliantly You need to build on a solid foundation. Whatever business you are in, you need to to the simple things really well. People won't notice if you get them right, but if you get them wrong, they will complain bitterly.

2) Do little things that others don't Small touches can make a huge difference. It's not about delivering expensive add-ons, it's about unexpected delights. It's not the chocolate on the pillow, it's the "welcome back' from the receptionist when you haven't stayed there for years.

3) Make sure everyone delivers great service Everyone in your organisation is a reputation manager. It takes only one bad rude exchange or poor delivery to cause immense damage. Everyone needs to be trained, and given the responsibility, to offer exceptional service.

4) Make it personal This works both ways. People love to be recognised and addressed by name, and they also like to see the "face of the company". Who is your Richard Branson?

5) Fix mistakes quickly In every organisation, things go wrong. Everyone realises that. you need to take responsibility and fix things fast. Your reputation will be enhanced if people know that, should bad things sometimes happen, you will look after them.

6) Talk to the media You don't need to over-promote, but you do need to be available for comment. If you're delivering exceptional service, your comments will be sought, and you must be prepared to give them.

7) Have fun People love companies that inject humour into what they do. Aim to leave people with a smile, every time.

That'll do for starters. Get building!

Guess who's Camming to Dinner?

David Cameron is probably embarrassed and annoyed. The co-treasurer of his party, Peter Cruddas, has been forced to resign after a pair of Sunday Times journalists conducted a sting operation, which was videoed and played out to a storm of protest and controversy.

Mr Cruddas, looking and sounding like a be-suited Del-Boy, was apparently hawking access to the Prime Minister as though he was available for a cool six-figure sum to anyone who could pony up the cash. Of course, Mr Cruddas did the right thing and stood down as co-treasurer. It's unclear (to me at least) why there is (or was) more than one treasurer in the Tory party, but let's leave that for now.

In terms of reputation, David Cameron is bound to suffer from this sorry business, at least temporarily. Polls taken in the wake of the revelations have shown a big leap in support for the Labour Party, with a ComRes/Independent poll taken after the row broke on Sunday giving Labour 47% to the Conservatives' 30%. On a personal level, David Cameron's popularity still exceeds that of Labour leader Ed Milliband. But these are worrying times for the PM.

What should he do to preserve his somewhat tarnished reputation? He's done the right ting by publishing the names of large donors who came to dinner in his private flat above number ten. Unfortunately, he was seen to do so under pressure, after an initial Downing Street statement on Monday morning said he would not release the names. By lunchtime the same day, the decision was reversed, and the list of generous donors who came to dinner was made public.

In the grand scheme of things, this business will probably be seen as the improper conduct of a party official desperate for both funds and kudos. That's how the Tory Party will spin it. As far as the PM's reputation is concerned, he needs to distance himself rapidly from any suggestion of influence-wielding by donors of large sums. One way would be to bring forward proposals for reform of political party funding, with even more transparency. Since all parties have had similar "difficulties", it should be possible to get some form of consensus. If that's not possible, he may turn the spotlight on the Labour party and their dependence on union largesse.

Following on from a budget which was handled badly in PR terms, it's been a poor week for the reputation of the Tories in general, and David Cameron in particular. His judgement has been called into question after the departure of Andy Coulson and now Peter Cruddas. Ian Fleming's Auric Goldfinger had a saying; "Once is happenstance, twice is co-incidence, the third time it's enemy action" David Cameron must be hoping that the third time never happens.