The Clean and Green Club, May 2020

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Shel Horowitz’s Clean and Green Marketing Tip, May 2020
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Coronavirus, the Job Market, and YOU (and maybe I can help)

The New York Times estimated in early April that US unemployment had hit 13 percent by the end of March, and is climbing rapidly. That’s already a level we haven’t seen since the 1930s.

While I work mostly in business-to-business consulting and copywriting, I’ve always had a sideline of writing resumes. As far as I know, I pioneered the one-visit, in-person-while-you-wait resume in 1984, and I’ve continued to keep my hand in it. In this time, I want to be of help.

I have the skill and there’s an urgent need. So…

  1. I’d been charging $50 to critique a resume. Now, I’ll do them at no charge.
  2. It took some figuring out (and infrastructure strengthening)–but I can now offer while-you-wait resumes (for the US and Canadian job markets) for clients located anywhere in the world, at the same low price I’d been doing them in person–but over Zoom.
  3. For anyone who has lost their job due to COVID-related closures or cutbacks, the first cover letter (normally typically $50 to $75) is included with your resume order.

If you or someone you know is struggling in today’s job market, this help is available at https://accuratewriting.com/resumephilosophy.shtml

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Which Organizing Tactics Actually Create Change?
Recently, a non-activist asked me, “Why do you believe that posting petitions on FB is going to bring about social, legal, and political change?”

Here’s my response: Petitions, by themselves, rarely create change—but sometimes, they do. Petitions kept Net Neutrality in place for the remainder of the Obama administration. In my town of 5000, submitting 1200 petition signatures to the town government had a definite impact during the Save the Mountain campaign—but it certainly wasn’t our only tactic and wouldn’t have been effective by itself. Petitions are one spice in the spice cabinet, one arrow in the quiver.

And petitions serve other purposes even if they don’t immediately create the change they call for. For example:

For a non-activist, signing a petition online is an easy first step; think of it as a “gateway experience” for activism, just as opponents of pot often call it a gateway to the harder stuff.

After signing, a request to share the petition with others might have that newly-minted activist taking that petition around and sharing it, either in person or online. This is another way to get involved that is easy, not time-consuming, and doesn’t require writing or public speaking.

It’s also a way to provide social proof: safety in numbers. It’s less risky to take a position if you know hundreds or thousands of others have taken that petition.

For the organization, it’s a way to collect names and contacts for future organizing efforts (and a way to raise funds, too).

In paper format, a huge stack of petitions creates a great visual for the media (including your organization’s newsletter and social media feeds)

You’ve probably figured out that I believe in using a mix of nonviolent tactics, separately or together as appropriate. And that different issues lend themselves to different actions. In these days of mass quarantine, many of our most popular actions, like mass demonstrations and civil disobedience actions, have to be put on hold. Nonviolent action scholar Gene Sharp (1928-2018) put together a wonderful list of 198 different nonviolent social change tactics, and more are being invented all the time. Obviously, we’re not going to look at each one—but let’s do two more that are still relevant in our no-contact world. And I’d love it if you’d put your own favorite tactics or ideas in the comments, so we can discuss their effectiveness as a community.

Vehicle-based Public Marches and Protests:

This may seem like a new tactic in response to quarantine. But although rarely used, it’s actually been around for decades. When we can’t gather closely, it’s a way of taking up a large amount of space with a small number of people, using signs and horns to get a message across. And it can incorporate more aggressive tactics, such as blocking key intersections. Of course, it has a high carbon footprint compared to many other kinds of actions.

Strikes and Boycotts:

For any workplace that is still functional, a strike (which could include a slowdown, work-to-rule, work stoppage in place, refusal to go to work, and probably a dozen other models) still has power. Jobs don’t get done without employees, and many employees can’t be instantly replaced.

But strikes have many drawbacks, especially in a climate with more than 30 million unemployed, many of them highly skilled. If there’s a strike, there’s always a risk of replacement workers being found. Strikes need support from strong unions, and strong unions are rare these days.

Boycotts are harder to organize, but probably have an easier time achieving their goal, as long as they have a way to dissuade enough customers from spending their money, hitting the power structure where it hurts. If they don’t get enough participation, they can be counterproductive—but that participation can build over time, as it did for the United Farm Workers grape and lettuce boycotts. Boycotts (along with mass demonstrations, sit-ins, and many other actions) helped end segregation in the American South, encouraged the British to get out of India, made major gains for organized labor, shut down hate-spewing talk hosts, and much more.

Again, let’s hear your favorites in the comments (and why).

Discover why Chicken Soup’s Jack Canfield, futurist Seth Godin, and many others recommend Shel’s 10th book, Guerrilla Marketing to Heal the World (and download a free sampler). Autographed and inscribed copies available.
View highlights from (and listen to) more than 30 podcasts ranging from 5 minutes to a full hour. Click here to see descriptions and replay links.  

Turn Your Sustainability/CSR Report Into Powerful Marketing!

 
Arnold Hiatt: Turning Business into a Force for Good
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Arnold Hiatt: Turning Business into a Force for Good, by Barry Wanger

Social responsibility in business has been around for centuries–check out the early days of chocolate giants Hershey in the US and Cadbury in the US, or the 18th- and early-19th-century businesses in Shaker communities, or those who grew sugar beets and linen as slavery-free alternatives to slave-grown Southern sugar cane and cotton.

But this history is largely unknown, and it wasn’t until the 1990s that socially and environmentally conscious businesses started working their way into the public consciousness and the movement started growing wings in the boardrooms of our largest corporations.

So it’s always good to go back and look at some of the pioneers in this latest wave. Some are household names, such as Ben Cohen and Jerry Silverman of Ben & Jerry’s. Others quietly go about their work of making the world better through business.

Arnold Hiatt, now 92, is one of the latter. When he became president (and later, CEO) of the Massachusetts-based shoe manufacturer Stride Rite in 1968, he created a bully pulpit that leveraged the business to spread good to the workers, the communities, and the industry. And he pioneered many initiatives that were adopted later by other social entrepreneurs.

Right from the start, ten years before Ben & Jerry’s was even founded, he limited his salary to 15 times that of his lowest-paid full-timers (p. 49). He instituted professionally-run on-site daycare with subsidies for his employees and spots for community members in 1971 (pp. 70-75)—and actively evangelized for this within the business community and in front of government hearings. Later, he started an intergenerational daycare where elders in need of companionship and desiring to feel useful became caregivers and skill-sharers for kids (p. 85). He created a program to fund Harvard and Northeastern educations for deserving inner-city kids who committed to public service (pp. 75-81); one of the kids he funded was Dr. Priscilla Chan, who became a major philanthropist after marrying Facebook’s Mark Zuckerberg (pp. 77-78). He upped corporate giving from 1% of pretax earnings to 5% (pp. 68-69). Etcetera, etcetera, etcetera.

And was this ever good for business! In the 24 years Hiatt headed the company, Stride Rite had only one year without earnings growth—the year it acquired Keds at a significant cost. It had 40 consecutive quarters with record growth. Investor’s Business Daily named it one of the three most successful public companies in the US. Of companies listed on the New York Stock Exchange, Stride Rite was in the top 1% from 1972 to 1992. The stock grew 14 times as valuable in his final eight years (all on pp. 62-63).

Once Hiatt stepped down, his successor unfortunately moved away from social commitments. But Hiatt himself was only just getting started. A few among many examples:At some personal risk, he actively and successfully campaigned for the release of South Korean dissident and former president Kim Dae-jung, sentenced to death on sedition charges. Eventually, Kim settled in the US, and then returned from exile years later to once again serve as president (pp. 109-112).

He helped found Business for Social Responsibility, which for decades now has touted the virtues of business activism (pp. 97-98). He has provided fundraising, strategic consulting and other assistance to causes ranging from to Eugene McCarthy’s 1968 presidential run (pp. 37-46) to the Jewish progressive organizations JStreet (which he co-founded) and New Israel Fund (pp. 154-56; disclosure: I have donated to both these organizations as well as several other progressive groups in Israel). He even got involved with a Patriotic Millionaires, group of very wealthy people who championed the much-maligned estate tax (p. 133).

He worked with former Irish president Mary Robinson on a global business-human rights initiative they tried to get through the United Nations (pp. 149-151). He funded schools and other services in places like Haiti and Guatemala (and leveraged his status as an investor and employer in those countries to pressure the governments for human rights and labor rights. And his deepest involvement was in the decades-long struggle for campaign finance reform, which he saw as key to all the other issues of his heart.

In short, if you’re running a social venture, you will find lots of validation. If your business is not yet involved in social betterment, you’ll find inspiration (and if you want help with that process, please contact me—it’s what I do).

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About Shel 

Speaker, author, and consultant Shel Horowitz of GoingBeyondSustainabiity.com helps businesses find the sweet spot at the intersections of profitability with environmental and social good–creating and marketing profitable products and services that make a direct difference on problems like hunger, poverty, war, and catastrophic climate change. His 10th book is Guerrilla Marketing to Heal the World.
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