Featured in the March edition of Minnesota PRSA Perspectives Blog
This is one of my favorite tools for discussing serious problems with management. It is simply a side-by-side comparison of the assumptions we make about a given situation, and the realities of that situation in the words of victims, employees, critics and those indirectly affected.
On March 29, Samsung Electronics Co. will unveil its new Galaxy S8 phone. When you release a new product, you want to show off its cool new features. But Samsung’s launch stands to be overshadowed by not one but two reputational fires the company is fighting simultaneously.
When are you going to get back to work? When are you going to stop whining? A good start would be firing all of those media executives and managers, top to bottom, who screwed up the news for the last two years or more so you can get back to work being real journalists.
Featured in the January edition of Minnesota PRSA Perspectives Blog
When giving opinions to senior management some middle managers and most front-line workers tend to give advice without thinking about how to craft it so that decision-makers will be receptive to it. That can doom a good idea to oblivion.
This is the time of year when senior public relations practitioners are nominated for election to the Public Relations Society of America (PRSA) College of Fellows. As I begin my 23rd year as a PRSA Fellow (I’m also an International Association of Business Communicators (IABC) Fellow), it’s interesting to reflect on the experiences of all those I have coached and mentored over the years, on my way to becoming a Fellow in both organizations. Just about everyone comes to the Fellow’s process with few clues about what a Fellow actually is.
Stop the production of critics and enemies. Once you victimize them, they have far more power than you’ll ever have; they live forever, will survive you and will be waiting in the swamp.
Tripping points are the ingredients of trouble, those decisions, actions or instigation steps in the process smart people initiate or allow themselves to undergo to get in to trouble. I guarantee you’ll recognize every one of them, especially if you listened to your mom growing up.
Tripping Point #1: Looking for Trouble
The first president I ever voted for was John F. Kennedy in 1960. So I, like so many Americans, have seen quite a few presidents come and go. Just based on those observations, and having served time in government some years ago, there are things about incoming presidents and other senior government officials, such as governors, that are useful to remember through all of the hype and hoopla of the inauguration and our new president beginning to work daily to “make America great again.” It’s going to be a truly tough challenge. Here are some lessons to think about from the past.
I had occasion to visit some dear friends in Stamford, CT, over the Thanksgiving holiday. Much to my surprise, he said to me, as we sat down for dinner at the Westchester Burger Co., that he was throwing out my years of writings on positive language and civil behavior. He mentioned it’s not likely to work or be subscribed to for quite a while in view of the behavior of our President-elect and the tolerance of that behavior by so many.
One thing about crisis management and leadership in difficult situations has remained the same throughout my career and that is the glacial speed at which litigation unfolds. Understand that my clients are always defendants (perpetrators). In today’s Facebook, Twitter, Snapchat and “the new social media app being introduced next week” age, there are dramatic new pressures on lawyers, defendants and perpetrators to get more explained and done faster.