Damage Control

The 2008 presidential primary race has introduced a host of new issues facing candidates’ press officers. The Internet and 24-hour news coverage changes the political game each election cycle. Candidates need to be aware of their surroundings and weary of the fact that cameras, reporters, and eyewitnesses are always watching. From Hillary Clinton’s sniper-gate to Barack Obama’s Wright-gate to John McCain’s Iran/al-Qaida-gate, press officers are working overtime just to downplay and deflect each crisis.

The newest public relations issue has nothing to do with a candidate’s gaffe, but rather a PR strategist’s mistake. While Mark Penn’s departure as the chief strategist to the Clinton camp poses a problem for her campaign in the coming days, it raises important questions for the public relations community. Penn’s exit comes after he was caught on the wrong side of a Colombian trade agreement, one that Clinton is against. Mr. Penn, president of Burson-Marstellar, a worldwide public relations firm and strategist for the Clintons since 1996, was relieved of his position in what was blamed on a “conflict of interest.”

So what happens to the client/practitioner relationship when a conflict of interest arises from the public relations person? Aren’t they the one who is supposed to know better, especially one that has years and years of experience in counseling clients on similar issues? In a high-profile situation such as Clinton’s, the removal of Penn was appropriate. It would look much worse if she hadn’t removed him from his position. Whether this was a calculated move because of Penn’s unpopularity among other Clinton top aides or really due to Penn’s relationship with the Colombian trade agreement, the public may never know. However, it does introduce ethical implications for PR professionals.

Is it always appropriate for clients to fire their PR practitioners when conflicts of interest arise? What ethical implications stem from continuing to work with a firm or strategist who is supporting an organization, issue, brand, or idea that another client is against? Does the client lose credibility if they uphold a conflicting relationship? Does the practitioner or firm have a responsibility to disclose conflicts of interest when working with clients?

These are just a few issues raised from the recent removal of Mark Penn, but similar questions will be asked in the future. Ethical and business consequences are serious issues for clients, and PR professionals should minimize these types of incidents, not initiate them. I would ask the readers of the blog to chime in and provide your thoughts to the students of 3279.

Tom Sellwood
JOUR 3279
Blog Assignment