Liars always know. In more than 40 years of working with organizations, institutions, senior people, businesses, agencies and the news media through an extraordinarily broad spectrum of problems and serious circumstances, I have yet to meet anyone who accidentally lied.
Mr. Williams’s career, like most journalists of note, was largely built on catching perpetrators and fakers by spotting those who failed to observe or purposely avoided heeding these axioms.
Brian Williams’ toxic silence strategy is having a very predictable outcome. The process reminds me of the story of the three-legged pig.
A Contingency Mindset throughout your readiness thinking and planning acknowledges that as comprehensively and carefully as you prepare for the communication, contact, interactions and engagement that will be expected of us throughout the course of a crisis, and your forecast responses applying all of your years of experience, there will still be those off-the-wall, large and surprising situations and circumstances that blindside. Coming from nowhere these events will be extremely time and attention-consuming, and very costly to manage, mitigate, control or overcome.
This is the beginning. It is a quest. It is a personal study every communicator can participate in, will participate in, and should participate in. The result will be more powerful, effective, positive, professional speech and writing.
Somewhere in the world there must be a school where managers study apology avoidance. It is easy to imagine that perpetrator-like managers have already built an impressive array of personal apology avoidance habits and language. Here are four of the most popular strategies for avoiding apology.
Leadership language choices in difficult situations are often early indicators of the dysfunctional nature of leadership. In fact, their behaviors and language choices are often diagnostic of this dysfunction. Here are some examples to watch for.
A manifesto is generally a document that contains language to motivate, activate, energize and inspire appropriate, productive and useful action. When it comes to credibility and trust, the fundamental behavior of an organization reflects its leadership and the leadership’s commitment to trustable behavior.
Your breach response can be technically perfect, but if you fumble and bungle the customer and public response, that’s how your response will be reported, judged and remembered.
Getting ready for breach situations involves seven key levels of work to prevent, detect, deter or manage these crucial, embarrassing and the potentially game-changing nature of hacking can create.