Envirocomm

Volunteering in the Constant Conversation (J&J August 2012) E. Bruce Harrison
Adjunct Professor, Public Relations and Communications Graduate Program,
Georgetown University, and
CEO, EnviroComm International
July 16, 2012

An outstanding example of corporate leadership communication appeared on the first page of the New York Times business section on August 16, 2012. The story was about Johnson & Johnson's decision to remove "questionable chemicals" from baby shampoo, acne cream, anti-wrinkle lotion and other personal care products.

Here is the significant quote from the spokesperson: "There's a very lively public discussion going on about the safety of ingredients in personal care products," said Susan Nettesheim, vice president for product stewardship and toxicology for (Johnson & Johnson) consumer health brands. "It was really important that we had a voice in that."

In my view, this is very near the epitome of leadership communication because:

The context: It plugs strongly into stakeholder (and generally held) values; it gains weight because it's about an initiative not required by government; it is from a company that has had its share of hard knocks about products, but this particular issue was not escalated; Johnson & Johnson was not in the spotlight, testifying before a government committee or in any other "defensive" position. Doing "good" and telling about it thereby gains a greater ring of truth and a boost to trust.
The content: The communication is clear about what removing the chemical(s) will be, what it means, the time frame. Enabled by the voluntary nature (the context) of the announcement, the reporter — Katie Thomas — was able to seek reaction and quotes from environmental/consumer group, all of which was positive and evinced a bit of favorable surprise.
The tone: All around — the spokesperson, consumer advocates and the Times' reporter — conveyed a tone of responsibility, caring (about people, with emphasis on babies; about the environment; about sustainability) and leadership.

CEOs and chief communicators are getting comfortable with the transforming reality that credibility and trustworthiness mean strategic participation in the constant conversation that's growing stronger and more influential about public companies, their products and performance.

As J&J's spokesperson said in this instance, it was "really important that we had a voice".

    Bruce Harrison is an adjunct professor in the master's program at
    Georgetown University, Washington, DC. He and Judith Muhlberger teach
    courses in leadership communications and corporate crisis communications.

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