What sets an advisor apart so that they’re listened to more than you are, they have better access than you do, and they clearly have more impact than you do?

This manifesto reflects important behaviors that counteract the all too frequent failure causing decisions and actions so often taken by leaders and senior managers when trouble occurs.

Goodwill Banks only rarely overcome the damage to community core values. The larger the program, the greater the number of vulnerabilities and threats to community core values.

Q1. Why is management generally resistant and reluctant to commit to substantial levels of crisis planning?

A1: Four reasons come to mind immediately:

When caught committing an indiscretion, the excuses pour out, none of which pass the laugh test, the smell test or the straight face test:

America and Americans come out of 2018 bashed, battered and bruised from a year filled with anger, confrontation and discord. Is there anybody in charge of finding the best we have to offer? Maybe there is some value in naming the worst among us . . . America’s MVP for 2018 . . Most Vile Person. Seriously.

These are personal mandates that drive you relentlessly backward, forward and to focus on the truth. So many voices from so many directions clouds the truth. So many lies, repeated, even by the media, so often the perpetrators, prognosticators, bloviators, bellyachers and backbench complainers forget the truth.

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I’ve identified 12 largely self-inflicted leadership crisis responses failure behaviors (LCRFBs). It’s this sequence of behaviors that overpowers, preoccupies and thereby prevents prompt responsive and perfected reactions in crisis, allowing more victims to be created and fewer victims, if any that need to be helped.

Guys like Zuckerberg, and just a handful of others around the world control billions of information files on you and me believe that no one has a right to privacy, that everything you do, say, write, or communicate belongs to everyone else in the world.