Is common sense a breakthrough strategy for Qwest?
(Feb. 20, 2004)

Qwest Communications International Inc. has a chairman and chief executive officer who marches to a different drummer. The company during the last 18 months tumbled from its position as a telecom superstar ($66 share price in 2000) to a debt-riddled firm on the verge of bankruptcy with serious questions to answer about its accounting ($1 share price in 2002).

Qwest CEO Richard Notebaert was asked by the Wall Street Journal how -- after supplanting Joe Nacchio, Qwest's previous leader -- he rebuilt credibility during 2002 and 2003 with regulators and investors:

"First, refuse to look back. On occasion, I say, 'I didn't come to Qwest with a rear-view mirror, but I've got a big windshield.' If you want to dwell on the past don't take me with you. Play the hand you're dealt. Second, create transparency and be accessible. Everyone knows they can send me an email and get a response within 24 hours."

Notebaert also understands reputation management - or what he calls "passing the newspaper test."

"Anything I do is on the front page of the newspapers, and if I'm embarrassed, I fail the test," he told Journal reporter Almar Latour for an article published on Jan. 19.

It all sounds so simple and so easy to do -- except for this. How many senior executives would be willing to live by Notebaert's pledge on accessibility - or sense of personal responsibility?

His comments reminded me of the poster on the office wall two decades ago of one of my best editors. It said, "Common sense is uncommon."