Most of my career has been in or around the C Suite, which has given me the chance to observe dozens of different types of consultants and advisors and hundreds, literally hundreds, of public relations practitioners and attorneys, all giving advice.
When trouble comes, trust in leadership is often the first casualty. I define trust as the absence of fear, because when trust is severely damaged or gone, it is replaced by uncertainty and doubt. Sustaining trust requires the systematic participation and example through communication and behavior by leadership. Even in the most adverse circumstances, we expect leaders to be trustworthy and act ethically. We are disappointed when they fail.
I first discovered Dan Ciampa when his book, “Taking Advice, How Leaders Get Good Counsel and Use It Wisely,” came out in 2006. This is an amazing book about helping leaders find good sources of outside advice. Dan has spent his career in, around, on, and being a hands-on corporate leader. He is a perfect example of a fascinating practitioner.
A remarkable practitioner you should know, David Grossman, Founder and Chief Executive of The Grossman Group based in Chicago. He first came to my attention when I heard him speak about his work in internal communications and leadership development at McDonald’s. In the following conversation, he talks about a variety of interesting topics and ideas, particularly his intellectual and professional commitment to developing authentic leaders in our profession.
Great defeats in politics often come from the inside out, and are rarely caused by a better competitor, social or legacy media, critics, government interference or intervention or a strong adversary.
Brace yourselves, May is Bonuscide Month. We will see the obscene salaries of anybody who’s anybody in corporate life in the U.S. and around the world.
Leaders must implicitly and explicitly recognize the ethical expectations by everyone inside their organization. Focus groups, polls and interviews reveal a general list of ethical expectations similar to the one listed here.
You are looking at the real environment of internal communication. The percentages indicate the influence of a given executive level or source of information on individuals at their desk or workstation.
To keep your organization moving forward, there are seven key leadership communication function ratios.
One of the more frequent questions I get as a crisis manager is, “What are the best practices for laying people off, executing cutbacks or rightsizing?” (No, Target did not call me.) Management expert Tom Peters calls these management maneuvers “corporate capsizing.” The answer is pretty simple: There really aren’t any.