NY CITY A Legacy of Sincerity and Integrity

An Interview with Howard J. Rubenstein, President, Rubenstein Associates, Inc.

EDITORS’ NOTE Howard Rubenstein the psychology of people of substance. shape the goals and direction of a client is missing founded Rubenstein Associates, Inc. they’ve started to plan new projects, the boat. when a client asks for something, you in 1954. Rubenstein provides strate- and the banks have opened up a bit have to help them understand what will help them gic communications counsel and has where, before, the window was shut. reach their goals. then you bring the tools to play. advised leaders of multinational cor- small, start-up businesses will still so there has to be an interrelationship and porations, nonprofi t organizations, have a bit of a hard time. but the sense a willingness to cooperate and help each other and civic entities. Rubenstein sat on i get from businesspeople in new york reach the goal of your own fi rm as well as the the Mayor’s Committee on Business city is there is only one new york and goals of your clients. Failing that, you’re never and Economic Development for New they’re not going to look ahead with going to reach a height that you desire. York City Mayors Abraham Beame, pessimism at the next 10 years. so there How do you defi ne the key characteris- David Dinkins, and Rudy Giuliani. is a sense of optimism. new york city tics that are required by CEOs today? He serves on the executive commit- under mayor bloomberg has a stabil- First is integrity. For people in those posi- tee of the Association for a Better Howard J. Rubenstein ity that most big cities facing economic tions who don’t value integrity, sooner or later New York, which he helped to found, crises might not have. because of his that catches up with them. and is a trustee of the Police Athletic League, the business experience, he has steered a very clear second is intellectual curiosity. if people Foundation for the National Archives, and the path, and he has not lost his confi dence. are mired in the past and will not look to the Inner-City Scholarship Fund of the Archdiocese From a communications point of view, future, they’re going to run into diffi culty. of New York. In addition, he is a Co-Founder what advice do you give to clients during third is how they relate to their staff. i and Vice Chairman of the Museum of Jewish these times? have seen some leaders with brutal personali- Heritage – A Living Memorial to the Holocaust. i have always believed that it would be ties. they should set an attitude and atmosphere Rubenstein holds an undergraduate degree from a mistake for any client or aspiring client or of appreciation of the contribution their staff is the University of Pennsylvania and a doctorate of businessperson to overdo their publicity. some making and could make. law from St. John’s University School of Law. Early build themselves up and then demand even Fourth is an ability to follow up on the direc- in his career, he served as Assistant Counsel to the more publicity. i always warn them to vary it. tions you have set. too many ceos spell out the House of Representatives Judiciary Committee, take the decibel level up, but only towards a direction they want to take and then they’re off and has also served as a consultant to the United goal that you’re seeking – not just as self-ag- doing something else. the successful ones come States Foreign Claims Settlement Commission. grandizement or an ego trip. after you achieve back and analyze and evaluate where it’s going a certain level of attention, ease up. if you don’t and are willing to change. rupert murdoch and COMPANY BRIEF One of the United States’ do that, you will become a target of people who the late george steinbrenner fi t these qualities. largest independent public relations agen- are jealous or who are competitive with you. most good ceos will welcome the ideas of cies, New York-based Rubenstein Associates, so now i’m fi nding that more of my clients others in their company and outside and will eval- Inc., along with Rubenstein Communications, want moderate publicity built around achieve- uate them. they may not agree with them all, but Inc., and Rubenstein Public Relations, Inc., ment, not predictions. as tough as they may be, they usually listen and (www.rubenstein.com) represent a roster of Is the message getting out there today- then either cast it aside or accept all or part of it. more than 450 clients, including global corpo- about the good that business is doing? How critical is a close working rela- rations, media and entertainment companies, i’ve always encouraged both larger and tionship within the business community in sports teams, fi nancial services organizations, smaller clients to do good, with or without pub- New York City, and between the Mayor and real estate concerns, educational and cultural lic attention to it. sooner or later, without look- the business community? institutions, law fi rms, health care providers, and ing like they’re on a publicity campaign, their it is somewhat unique, from my experience, not-for-profi t organizations, as well as business good deeds do get attention. in bad times, it’s that competitors can work together. i’ve been executives and other public fi gures. Current cli- harder for them to focus on that. but those that involved in four or fi ve of the major organized ents include the New York Yankees, NewsCorp., maintained a reasonable level of civic and chari- business groups, and when they get together, Pfi zer, the Metropolitan Opera, Museum of table effort now appreciate that they didn’t bale people speak their piece, even though the com- Modern Art, New York Presbyterian Hospital, out because they see the results of their efforts. petition is intense when they leave the room. Columbia University, and Tishman Speyer. Having been in this industry for a long but i’ve never seen goals that aren’t focused on time, has it been hard to change? new york being successful; those groups are an In light of the economic crisis, do you feel that this is my 56th year in my own business. it essential element for the strength of our city. New York City is still strong and vibrant today? is challenging to keep up with all the changes, Do you think about legacy? i do. there was a great feeling of pes- but my staff is very sophisticated in the use of if i leave any legacy, it’s a legacy of con- simism a year and a half ago, when people new media. so while i might be able to talk with cern for the people that helped me build our that were solid fi nancially yet experienced the understanding about the fi eld, i rely on their name and build my business. i’d like to leave the downturn showed signs of timidity in terms of judgment and technical know-how. legacy of sincerity and integrity in a fi eld that, too new investments and ideas. but it’s your intellect that governs. any ad often over the years, has been slammed for not today, i have noticed a dramatic change in agency or pr fi rm that doesn’t understand and help having that.• 44 Leaders posted with permission. copyright © 2010 magazine, inc. volume 33, number 4