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.
A friend of mine recently told me he was planning to write a book on global public relations crises. He suggested I write a chapter. So that I could understand what he was talking about, I asked him to name a truly global PR crisis.
The public relations profession continuously suffers from schizophrenia. On one hand, we want to be at the table making decisions and guiding strategy with the boss in good times and bad. On the other hand, many of us want to serve as the guiding conscience of our organizations.
This is the time of year when many of our senior colleagues are nominated for election to the PRSA College of Fellows. As I begin my 21st year as a Fellow, it’s interesting to reflect on the experiences of all those I have coached and mentored over the years.