One of my favorite TV shows is AMC’s Mad Men, that paeon to the advertising industry of the early 1960s, when (mostly) men smoked and drank and came up with concepts to brand businesses and sell products. Last season, several episodes revolved around Sterling Cooper’s launch of a television department. At first, they’re not sure what to do with it. The department head is overworked, underpaid and disrespected. When he can’t keep up the pace, agency brass tries to fob off script reviews to the curvaceous office manager. And top dog Don Draper sometimes has a tough sell persuading clients of the importance of adding television to their media mix. Sterling Cooper even makes a point of hiring a couple of young guys to keep up with the new cool medium.

This sounds familiar, if you replace “television department” with “social media.”

Throw away everything you know about customer outreach, time management and building a brand. Over the past year, social media (SM) has changed the landscape of all these areas of property-casualty insurance agency operation, from how you manage your employees to staying in touch with your customers.

And the dust hasn’t settled yet. Even the experts are unsure about how social media will shake out in the business world. One thing is certain, however: Ignoring it is not an option.

That much was evident at the first Aartrijk Brand Camp, held this week at the snazzy Hotel Sax in downtown Chicago. The day-and-a-half meeting, attended by a cross-section of agents, carriers and media types, is the premier event hosted by insurance branding guru Peter van Aartrijk (who I knew long before his guru days). Speakers and subjects ranged from the macro view (Brad Keown of Facebook) to the practical (Marcia Hansen of Allstate), and everything in between.

Some of the findings were startling.

• 29% of consumer consumption is digital, and that number is growing
• Facebook has 90 million U.S. users, and plenty of your customers are there
• When it comes to sheer number of users, “Social media is the new porn,” according to Daniel Honigman, digital communicatio9ns supervisor at Weber Shandwick
• 91% of B-to-B decisionmakers participate in social media, 69% for business purposes
• 70 million retiring baby boomers around the globe are being replaced with only 15 million Gen Xers, with 55 million Gen Yers waiting in the wings, according to Deloitte.

This adds up to nothing less than a quantum shift in how we do business. Statistically, the future face of business will be increasingly female, Hispanic, and very comfortable with all forms of Web 2.o technology. This is the demographic we need to attract and understand, both as employees and customers. Much of our communication with them boils down to authenticity, transparency and trust — words not typically associated with insurance.

Take employees, for example. Because much of social media blur the lines between the personal and professional, your employees can be your company’s goodwill ambassadors everywhere in the virtual world. The Brand Camp speakers agreed that instead of building firewalls between your employees and this online world, you should be training them on its use. The thinking is that they’re going to be popping onto Facebook and YouTube on company time, anyway; you might as well make sure they’re doing it right when it comes to representing your business.  Bottom line: If you hired them, you should be able to trust them to do right by you — radical thinking from what most of us are used to!

Social medial also mean instant and constant accessibility.  Not too long ago, I would have “covered” this event by writing up the proceedings for publication in a magazine, which readers would get more than a month later. Reporters covering the Brand Camp tweeted their comments for instant delivery throughout the event, updated their Facebook or LinkedIn pages, or blogged about it, with plenty of room for others to comment (feeedback is a key element of social media).

This doesn’t mean the “old” communication methods are dead. Press releases are alive and well as a way to stay on a publication’s radar, and in spite of the growth of “unofficial” sites, there is still plenty of cachet in being written about in a recognized publication (whew! Good news for us formerly ink-stained wretches!). But social media needs to be part of your branding arsenal, and like any other branding effort, must be thoughtfully integrated into the mix.

What is your agency doing with social media to promote your business?

Businesses give plenty of lip service to ethics, but you have to wonder how many really take it seriously. Corporations are awash in sensitivity training, sexual harassment prevention workshops and other endless efforts to promote ethics. Yet many of these same businesses have also contributed to the financial mess we’re in today — by promoting salary and bonus policies that emphasize profit over common sense.

The issue of ethics, or lack thereof, is exacerbated in tough economic times. It’s no surprise that insurance fraud is up across the board for the first half of 2009, according to the NICB, or that crimes like burglaries and break-ins are on the rise in even the safest communities.  I currently serve on the national ethics committee of the American Society of Business Publication Editors (ASBPE), where the convergence of print and online content have blurred the line between editorial and advertisement – at a crucial time when advertising dollars are growing ever scarcer. When businesses are fighting for survival, the concept of ethics can seem like a quaint anachronism from a more profitable past.

Ironically, as times get tougher, ethics become more important — or should.  AA&B ran a “Last Word” editorial in April by a programs insurance broker who blamed the seemingly endless soft market for the cutthroat competition that was trumping professionalism and in-depth customer knowledge. She complained that unethical newcomers were passing themselves off as experts and using discount rates to entice formerly loyal clients, who, financially squeezed themselves, were seduced by cheaper premiums. Think of the E&O claims that await an agent or broker who doesn’t really understand a client’s risk!

On a larger scale, the lack of ethics in the financial services industry has not only put us into a global recession, but now has the Feds breathing down the industry’s neck for tighter regulation. Based on the industry’s past irresponsibility, this should neither be surprising nor unwarranted.

That’s why the CPCU Society’s recent unveiling of “A Guide to Organizational Ethics Policy” couldn’t come at a better time.  The Society’s ethics committee collected 75 ethical codes of conduct from different insurance organizations and compiled a list of 12 steps an insurance business can take to ensure it is operating ethically.

Not surprisingly, the first and most impotant step is to “create an ethical mission of the organization,” a single sentence that broadly describes the organization’s goal. Sample statements include “Treat customers, vendors, employees, owners and regulators as we would wish to be treated,” or “Place the interests of those with whom we have business relationships above our own interests.” The other 11 steps boil down to communicating and enforcing this statement.

Does your agency have an ethics policy? Tell us about it, and why it was adopted.

Twitter and the blogosphere were ablaze this week with the buzz surrounding an Accenture study that found three-quarters of U.S. consumers prefer to buy insurance products through agents and other trusted sources rather than online.

The study of more than a thousand Americans at least 18 years old who own one or more insurance products showed that 73 percent preferred to buy auto and home insurance products from an agent, and 75 percent preferred to buy life products from an agent or trusted source, such as an employer or financial advisor. (The exception is “younger and more affluent” customers, who preferred to buy products over the Web: 39 percent of consumers aged 18 to 24 and 28 percent of buyers with incomes above $60,000 said they preferred online purchases, especially for auto and home products.)

This is a bit of welcome news for independent agents, especially the smaller Main Street guys who are struggling right along with their customers in this tough economy. Am I surprised? Not really, considering that some of the biggest players in the business world are the doing the worst right now.

For years, smaller agents have been bludgeoned with predictions that they’re headed the way of the dinosaur. Ironically, these are the types of businesses that are poised to succeed in the worst economy in decades, probably because they’ve always practiced the ”doing more with less” philosophy that big corporations have just recently been forced to adopt.

The National Federation of Independent Business’s index of small business optimism hit 86.6 last month, breaking a 4-month pattern of declines. And the American Express Open small business monitor of firms with fewer than 100 employees shows that 77 percent think that managing their firms over the last several hard months has made them better at managing their businesses in general.

NPR recently aired a segment on how half the current home foreclosures could be avoided through loan modification. Banks take a massive hit on foreclosed property, so it’s in their best interest to work with troubled mortgage holders to keep them in their homes. Yet amazingly, megabanks like Wells Fargo and Citibank are literally ”not set up” to deal with the problem, even though they saw it coming ages ago–and the bigger the bank, the bigger the problem.

It got me to thinking that the bailout mantra of “too big to fail” could have just as well been applied to the dinosaurs.

Small is beautiful!