One of the most difficult challenges leaders and their communicators face is what to do, what to say, how to behave, and what decisions to make when someone is killed. This problem does arise, all too frequently. Here are some useful guidelines for both operators and communicators.
Key takeaways from Paul Johnson’s book, Churchill.
Among the most frequent questions I’m asked by both professionals in our field and those they advise (CEOs and other operating officials) is, “Can you tell me what, in your experience, are the greatest crisis preventers?”
The latest Toyota ad, “Our Pledge to You,” is out and does show signs that the company is making progress in understanding what it has to do to be forgiven. But, the approach is still too austere and fails to go far enough to make the customer-focused commitment that’s needed.
Of the relatively few dumb statements published about Toyota’s current recall troubles—one by Maryann Keller quoted in a Bloomberg story, “People aren’t going to buy Toyotas…their image is finished… ”—is premature, but silly enough to get a reporter to bite.
I know you’re tired of hearing this stuff, but I couldn’t resist. Tiger and his troubles fit an unmistakable pattern.
Perhaps the way to approach the state of Tiger Wood’s affairs is to ask the question, “What would his dad, the architect of his life, do?”
He Can putt 50 Yards but stumbles, fumbles, mumbles, and bumbles a simple direct apology. What should Tiger Woods really have done?
The decision by US Atty. Gen. Eric Holder, cheered on by New York Mayor Mike Bloomberg and members of the media to stage terrorist trials in New York City reflects the present culture of leadership training our society fosters in its government leaders, business leaders, even legal and religious leadership.
For some time now, I’ve been conducting my own completely unscientific “poll” of senior advisors, asking them, from their experience, to provide up to 10 attributes of executives with integrity. Here’s what they said…