President Obama may have the most negative leadership style since Jimmy Carter.
When you hear companies mindlessly bloviate about their customer service, you really sense the fix is in and you’re interests, needs, concerns and problems are out…way out.
As I read Reid Hastings’ letter to customers, in what appeared to be an apology for the price increase mess, my expectations were met immediately with disappointment, then disbelief.
The PR profession suffers from schizophrenia. On the one hand, PR people want to be at the table making decisions and guiding strategy with the boss in good times and bad. On the other hand, many want to serve as the guiding conscience of their organizations.
Whenever a business interest, product, or person is suddenly forced into the limelight, a predictable set of counter-intuitive effects occurs. These effects can be prepared for, often pre-empted or mitigated.
Most responses in crisis situations fail in the first hour or two. That’s because the most challenging aspect of readiness for urgent situations is the strategy for first response; literally, what you do first, second, third, etc.
Mr. Murdoch is learning the most crucial axiom of crisis management: Bad news ripens badly.
Mr. Murdoch, whose worldwide media empires were, we now know for certain, really in the business of fabricating and staging the news stories they reported.
In crisis, silence comes in many colors and in two varieties: intentional and cultural. All strategies of silence have the same outcome: toxic shock to the perpetrator. Silence strategies are ethical impediments to finding the truth.
From Chet’s first little note to me in 1975, complementing something I’d said that was quoted in a PRSA publication, to our last conversation in December of 2010, the power of his friendship, the insight of his thinking, and the profoundly pragmatic advice he so freely offered have guided my career and much of my personal life.