George Zimmer was ousted from the company that he founded in 1973.
Photo from youtube.com/user/menswearhouse
“You’re going to like the way you look. I guarantee it.”
The famous slogan of Men’s Wearhouse is one of those magical phrases that most of the country can identify. The person providing the guarantee is almost as well-known as the slogan. This nearly universal recognition of slogan and representative (founder, in this case) is the envy of nearly every brand in the world. That is, it was envied. The phrase and owner now bring to mind the unpleasant and abrupt dismissal of George Zimmer by Men’s Wearhouse. The Board of Directors has put the company in hot water, partly because they failed to consult their PR department. Here is what the Board needed to know:
Before the crisis:
- Every leader has to leave eventually. Whether voluntary or otherwise, the leader of a company has to leave his or her role. No company should rely 100% on a single person to be its identifying feature. Plans must be made so that the company can move in a new direction at any time.
- Create a new, parallel association for the brand. In preparing to broaden the brand’s message, the existing leader and message should be considered. Because Zimmer, his slogan, and the company’s philosophy are so tightly woven, a new voice should be introduced. This new voice should be on brand, and can eventually expand on the message while Zimmer’s voice is gradually pulled back. Jack in the Box, Inc. has laid out a great example of how to introduce a new voice.
- Smooth transition is important. Ideally, the current leader should endorse the new direction that the company chooses to take. Microsoft is preparing the public for the succession of Steve Ballmer next year. Ballmer is on board and is an integral part of the process. The recognition and influence that an influential leader carries can be leveraged to convince the public of the viability of the succession plan.
After the crisis:
- Admit that a mistake was made. Clearly this situation was not handled well. The conflict between the Board of Directors and Zimmer was allowed to affect the business. Customers were offended and the reputation of the company suffered.
- Be transparent and get ahead of the story. Although the dispute was ugly, only the truth will suffice. People can understand a disagreement among company leaders, but they have a hard time seeing past a Board of Directors firing the company’s beloved founder. The truth will surface eventually, and George Zimmer’s version of it will gain more traction than the company’s.
- Bury the hatchet. The best outcome from this situation would be a resolution between Men’s Wearhouse and Zimmer. Zimmer’s return to the company would be fantastic (it worked for Starbucks), but an amicable relationship would still be a big step in the right direction.
- Promise to do better. Take this opportunity to reaffirm the company’s direction and philosophy. Shareholders need to know that the brand that they’ve invested in will continue to be strong financially. Customers must understand that the principles of the company will not change.
Erik B 