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Jim’s Wisdom #43 Seeking Forgiveness – Nine Steps to Rebuilding and Rehabilitating Trust

“Only the truth deserves forgiveness.”

Seeking Forgiveness is society’s requirement for relationships, trust, and credibility restoration. Adverse situations using this template are remediated faster, cost a lot less, are controversial for much shorter periods of time, suffer less litigation, and help the victims come to closure more quickly. Obtaining forgiveness involves completing the nine steps below. To achieve success in the shortest possible time, these steps should be completed as quickly as possible: like start them all today. Skip a step or be insincere and the process will be incomplete and fundamentally fail.

Step #1 Candor: Outward recognition, through promptly verbalized public
acknowledgment, that a problem exists; that people or groups of people, the environment, or the public trust are affected; and that something will be promptly done to remediate the situation.

Step #2 Extreme empathy/Apology: Verbalized or written statement of personal regret, remorse, and sorrow, acknowledging personal responsibility for having injured, insulted, failed, or wronged another, humbly asking for forgiveness in exchange for more appropriate future behavior and making amends in return.

Step #3 Explanation: (no matter how silly, stupid, or embarrassing the problem-causing error was): Promptly and briefly explain why the problem occurred and the known underlying reasons or behaviors that led to the situation (even if we have only partial early information).

Step #4 Affirmation: Talk about what you’ve learned from the situation and how it will influence your future behavior. Unconditionally commit to regularly report additional information until it is all out or until no public interest remains.

Step #5 Declaration: A public commitment and discussion of specific, positive steps to be taken to conclusively address the issues and resolve the situation.

Step #6 Contrition: The continuing verbalization of regret, empathy, sympathy, and even embarrassment. Take appropriate responsibility for having allowed the situation to occur in the first place, whether by omission, commission, accident, or negligence.

Step #7 Consultation: Promptly ask for help and counsel from “victims,” the government, the community of origin, independent observers, and even from your opponents. Directly involve and request the participation of those most directly affected to help develop more permanent solutions and more acceptable behaviors, and to design principles and approaches that will preclude similar problems from re-occurring.

Step #8 Commitment: Publicly set your goals at zero. Zero errors, zero defects, zero dumb decisions, and zero problems. Publicly promise that, to the best of your ability, situations like this will be permanently prevented.

Step #9 Restitution: Find a way to quickly pay the price. Make or require restitution. Go beyond community and victim expectations, and what would be required under normal circumstances to remediate the problem.

Liars may be forgiven but they always know and fear that they will be found out.

Concise Advice #16: The Tools and Playbooks of Decency’s Enemies

Unconscionable actions, decisions, and behaviors

that are intentional, premeditated, injurious, degrading…

unethical…and some tend to be evil.

Decency’s enemies are obvious, expansive, and culturally corrosive. as are the playbooks of bullies, misbehaved buggers, and bad people. These tools and plays are intended to hurt, harm, and harass. Evil targets the innocent.  

Your first response:

Start Naming and blaming the predators and perpetrators.

  1. Arrogance
  2. Beyond the Boundaries of Decency, Civility, and Integrity
  3. Bullying
  4. Defaming
  5. Demeaning
  6. Dismissiveness
  7. Disparaging
  8. Disrespectfulness
  9. Evil
  10. False Suspiciousness
  11. Humiliation
  12. Intentional Embarrassment
  13. Intentionally Injurious
  14. Intentionally Irritating
  15. Intentionally Painful
  16. Intentionally Victimizing
  17. Meanness
  18. Negative Surprise
  19. Overbearing
  20. Overzealousness
  21. Punishing
  22. Ridicule
  23. Sarcasm
  24. Tone Deafness
  25. Unfounded Accusations
  26. Vengeance
  27. Victimization
  28. Vilification

Your second response:

  • If the perpetrator is someone you know, find someone else to know.
  • If the source is from someone you buy something from, find another source.
  • If it’s from someone in public life, disavow and shout them out.
  • If it comes from your local pulpit, find another pulpit.
  • Spend your energy on building a better life, expectations, and circumstances for yourself and those you care about.
  • Stop trying to change or reform the perpetrators and predators. They are always toxic and worthless.
  • Perpetrators, predators, evil public figures, and leaders will never really change.
  • Your efforts are far better spent on new endeavors and new approaches where you can clearly make a difference and others will benefit more than you.
  • Predators and perpetrators are superb slimy liars and con artists.

Wednesday’s Smart Shibboleth #15: Insidious Unethical Behaviors

WARNING, The DOJ calls these “predicate behaviors.” Less apparent, more insidious kinds of unethical behaviors that lead to crime. These behaviors are patterns prosecutors look for. Find even one of these behaviors in your vicinity, trouble is ahead. Two, get an attorney. Act promptly to eradicate (and report?) these situations.

  • Lax control: Careless enforcement, education about, and monitoring of ethical standards.
  • Lack of tough, appropriate, centralized compliance.
  • No one assigned responsibility for teaching, enforcing, and disciplining breaches of ethics.
  • Leadership that allows supervisors to overlook bad behavior.
  • Leadership that allows employees to explore methods and tactics outside established guidelines.
  • Emphasis on “doing whatever it takes” to achieve appropriate business and financial goals.
  • Managers and supervisors who minimize the importance of oversight and compliance.
  • Structuring incentives that compromise ethical behavior, the quality of products and services delivered, and shortcuts for questionable reasons.
  • Failure to confront managers who chronically misbehave or chronically overlook misbehavior.
  • Operating “on the edge,” always pushing for more than is appropriate.
  • Ignoring the signs of or failing to question rogue behavior.
  • Management tolerateing inappropriate behavior by individuals who are “critical to the organization’s mission.” Folks like super salespeople, the high achievers who are allowed to break the rules to maintain the altitude of their performance.
  • Belittling or humiliating those who suggest or seek ethical standards.
  • Dismissing or destroying the careers of employees who report bad or outright wrong behavior.
  • Demeaning the internal or external credibility of whistleblowers, those who report lapses in ethics.

*Source The Federal Sentencing Guidelines of 1991

Jim Wisdom #42: The Boss’ Most Crucial Roles in Crisis

The Boss’ Most Crucial Roles in Crisis

Few problems are crises. But all crises are serious management problems. Preplanning executive actions can avoid career-defining moments. Include specific executive expectation instructions in all plans and response scenarios.


One of the more powerful weaknesses in crisis response is the lack of specific roles and assignments for top management. The result of this crucial gap in crisis management planning is the mismanagement, lack of management, or paralysis that afflicts crisis response efforts. This defect occurs all too frequently in plans I review, responses I analyze, and scenarios I explore
with client companies.


In the course of directing a client’s crisis response, analyzing past responses to crisis, or developing powerful response strategies, it’s clear to me that crisis response promptness and effectiveness depends on having five essential responsibilities spelled out carefully in your crisis plans for the CEO (or surviving leaders):

  1. Assert the moral authority expected of ethical leadership. No matter how devastating or catastrophic the crisis is, in most cultures’ forgiveness is possible provided the organization, through its early behaviors and leadership, takes appropriate and expected steps to learn from and deal with the issues. The behaviors, briefly and in order, are:
  • Candor and disclosure (acknowledgement that something adverse has happened or is happening) Share response strategy.
  • Explanation and revelation about the nature of the problem (some early analysis)
  • Commitment to communicate throughout the process (even if there are lots of
    critics)
  • Empathy (intentional acts of helpfulness, kindness, and compassion)
  • Oversight (inviting outsiders, even victims, to look over your shoulders)
  • Commitment to zero (finding ways to prevent similar events from occurring
    again)
  • Restitution or penance (paying the price – generally doing more than would be
    expected, asked for, or required)

Jim Lukaszewski – Snap Wisdom #1

Snap Wisdom #1: Truth

  • 15% Facts and Data
  • 50% Emotion
  • 35% Point of Reference (where you or the victim were when it
    happened).
  • Too many facts and too much data humiliate victims, makes
    them angry, deaf, and search for an attorney.
  • A single victim tear, especially in front of a jury or on television,
    can wipe out more data, and smart experts than you can possibly
    assemble.

Wednesday’s Smart Shibboleth #14: The Exception to the Loyalty Rule

If your leadership or management is asking you to make recommendations regarding something they are doing that you know is irregular, immoral, monumentally stupid, perhaps dangerous, and even a touch illegal, this is a signal for you to leave. Now.


Too many of our colleagues, perhaps you, have stuck around working for people they like but behave badly, hoping that you can have enough impact on them to move them to a more reasonable course. Almost never happens. In my experience, it never happens. Bad leaders and managers stay bad.


If you are one of those hanging around waiting to be effective again, just look around. Be honest with yourself. Actually look for the last time you made significant changes in their direction or their intentions. What likely comes to mind are lots of promises, stumbling starts, but never specific, concrete, permanent change. It’s just not there. It never will be. Head for the door.


Once you recognize that you’re involved, you have become complicit in everything they are doing. Your loyalty needs to stop. Leave that day. It will be one of the best decisions you ever make in your life, for those you care about and, those who care about you.

Wednesday’s Smart Shibboleth #13: Words that agitate

The Leader’s and the Spokesperson’s Greatest Vulnerabilities

The activist, the agitator and reporter often intentionally use verbal agitation tools to provoke or inflict consternation, fear, doubt, terror, errors, confusion, and uncertainty. Learn to accommodate, absorb, ignore, or deflect to avoid that crashing and burning feeling. Respond with positive declarative words. These are only words until you succumb. If you take them personally you will crash or be crushed.


Gleaned from hundreds of crashed and burned interviews or confrontations by leaders and spokespersons who failed to prepare for these totally predictable tactics. Be prepared to instantly bridge away from these provocations with simple, sensible, appropriate, empathetic responses, usually beginning with, “Here’s how I would describe that…,” or, ”My view is different . . . ,” or, “A more accurate, helpful view is . . . ,”

Remain calm, Practice, practice, practice.

Afraid
Agitated
Aggravate
Alarmed
Alleged
Anger
Angry
Anguish
Antagonize
Anxious
Apathetic
Appalled
Apprehensive
Argue
Arrogant
Ashamed
Assassinate
Attack
Awful
Bad
Betrayed
Blame
Blasted
Bored
Botched
Brainwashed
Bungled
Buried
Capitulate
Catastrophic
Collusion
Conceal
Confused
Conspire
Contempt
Corrosive
Cover-up
Cringe
Critical
Crooked
Curious
Damaging
Danger
Deadly
Deceitful
Defeated
Defective
Defensive
Delinquent
Demean
Deny
Despair
Desperation
Despicable
Destroy
Destructive
Deteriorate
Disappointed
Disarray
Discontented
Discouraged
Discriminate
Disdain
Disgusted
Dismiss
Disrespect
Distorted
Distraught
Disturbed
Dopey
Doubtful
Dumb
Duplicity
Ecotage
Embarrassed
Embattled
Endanger
Enraged
Evil
Eviscerate
Excessive
Exaggerate
Exposed
Face-saving
Fat
Fearful
Fight
Foolish
Frightened
Frustrating
Furious
Goofy
Gratuitous
Greedy
Guilty
Harassed
Harmful
Hateful
Hopeless
Hostile
Humiliated
Hurt
Icky
Idiot
Ignorant
Immature
Incompetent
Inept
Inappropriate
Irritated
Lies
Litigate
Lousy
Mad
Mangled
Mangy
Manipulate
Mean
Meek
Messy
Minimize
Miserable
Monopoly
Nag
Negligent
Out-of-touch
Overwhelmed
Overzealous
Outrageous
Painful
Panicky
Petrified
Pitiful
Poisonous
Profiteering
Questionable
Racist
Regret
Repudiate
Resentful
Resigned
Rip-off
Rotten
Sabotage
Sad
Sarcastic
Scared
Scum
Self-pity
Selfish
Sellout
Sham
Shame
Shameful
Shatter
Sick
Silly
Sissy
Skunk
Slander
Slash
Sloppy
Stinky
Struggle
Stupid
Surrender
Tampering
Tarnish
Tense
Terrible
Terrified
Terror-stricken
Terrorized
Threatened
Toxic
Tragic
Traitor
Tumultuous
Ugly
Unbelievable
Uncomfortable
Underhanded
Undermine
Uneasy
Unhappy
Unimportant
Unlucky
Unnecessary
Unreal
Unsure
Weird
Worried

Reporters learn that the toughest truths may only come through upsetting, irritating, and provocative questioning techniques. I have never understood how using a technique that is upsetting, insulting, and usually only partially truthful helps get to the truth. The resulting confusion or anger allows the antagonist to use these spontaneous outburst responses as validation of whatever insinuations or conclusions are created, supposed, or proposed.

Be ready. Tough questions and questioning comes with the leadership
territory these days.


Jim Wisdom #41: 12 Axioms of Crisis Survival

The Key to Crisis Management is Pattern Recognition.

Managing emergencies, crises, and disasters successfully means recognizing patterns of success and avoiding patterns of failure, and defeat. Understanding these patterns enables us to coach and prepare management’s actions, emotions, and expectations before and during emergency situations. Here’s what I’ve learned:

  1. Neither the media, your toughest opponents, smartest critics, nor the government knows enough to defeat you. Defeat is almost always the work of uninformed or overconfident, overly optimistic bosses, co-workers, and associates; well-meaning but uninformed friends, relatives, or from dysfunction in an organization.
  2. All crises are local, at the beginning. Keeping the issues and focus tight and small will help you solve your problems and move forward. Your “industry,” outsiders, or the media cannot solve your problems (they don’t care), nor can you solve theirs. You must solve your own. It’s your destiny. Manage it or someone else will.
  3. Disasters and problems rarely kill products, brands, or companies unless you let them. It is your silence, negative communication, and attitude that cause tough questions, bad stories, and real damage. Silence is the most toxic strategy of all.
  4. Colorful and memorable language creates headlines that last forever, are impossible to live down, and are among the most frequent causes of top executive dismissal during a crisis. Bad news always ripens badly, especially for those at the helm.
  5. Twenty-five percent of your resources and fifty percent of your energy during
    emergencies go toward fixing yesterday’s mistakes. Crises are messy, sloppy, imprecise situations. Everything gets worse before most anything gets better.
  6. Positive, aggressive, assertive communication limits follow-up questions, focuses on the most important aspects of the problem, and moves the entire process forward to resolution despite a negative environment, antagonistic news media or contentious social media, angry victims and survivors. Positive, constructive, compassionate actions always speak louder than words.
  7. There is no question you can be asked about your situation that will surprise you. You may get irritated, agitated, or humiliated because a really tough or touchy subject is raised, but you aren’t surprised. Promptly answering every question is your ongoing opportunity to get your messages out, and calm things down.
  8. Preparation, rehearsal, and a certain amount of luck will keep you going and help you win.
  9. Luck is limited.
  10. The general public does not care about your problems until you make them care. Fifty percent have no reason to care:
    Twenty-five percent probably have troubles worse than yours, from their perspective, anyway; and If you get the attention of those remaining, they will probably be glad you have the trouble you have.
  11. Leadership that shows compassion, community sensitivity, humility, civility, and ethical response strategies moves companies to victory and out of harm’s way. Timidity, hesitation, confusion, and arrogance bring defeat and long-term trust damage. Keep the positive pressure on to win.
  12. Destructive management communication behavior and language often lead to similar troubling behavior at many levels within an organization. Leadership has three principal responsibilities in crisis: Stopping the production of victims, managing the victim dimension, and setting the moral tone for the response.

Wednesday’s Smart Shibboleth #12: What I Believe and You Should Too

  1. All questionable, uncivil, indecent, inappropriate, unethical,
    unconscionable, immoral, predatory, improper, victim-producing,
    and criminal behaviors are intentional. Adults always knowingly
    decide to do these things.
  2. All ethical, moral, civil, decent, compassionate, and lawful
    behaviors are also intentional. The choice is always clearly yours.
  3. Workplaces with integrity, civility, respect, and decency are safer
    and more ethical.
  4. Those who lead with integrity, civility, respect, and decency are
    likely more ethical and trustworthy.
  5. Unconscionable intentions, behaviors, actions, and decisions, those
    that vilify, damage, demean, dismiss, diminish, humiliate, cause needless intentional pain, express anger and irritation, demand, or bully, are mean, negative, insulting, disrespectful, disparaging, tone deaf, without empathy, intentionally injure, accuse, overbear, punish, harmfully restrict, exceed decency’s, civility’s and integrity’s boundaries are all unethical.
  6. Evil is human behavior and actions that intentionally harm the
    innocent, people, animals, and living systems.
  7. Apology is the atomic energy of empathy. Apologies can stop bad
    things from starting and start stopping bad things.
  8. Empathy is positive, constructive, decent, and civil deeds that
    demonstrate integrity and speak for themselves louder than words
    ever can.
  9. Ethics is seeking ideal behavior. (According to American
    Philosopher Will Durant in The Story of Philosophy, pocketbook
    division of Simon and Schuster © 1926)
  10. Only truth can earn forgiveness. Liars may seem forgiven but
    they always know they don’t deserve it.
  11. Dump, distance yourself, and don’t look back from those
    who behave unethically, without empathy, unconscionably,
    uncivilly, indecently, and with evil intentions. They will always be
    this way. Life will be happier immediately.

Wednesday’s Smart Shibboleth #11: Lukaszewski’s Crisis Realities

Crisis Definition

A people-stopping, show-stopping, product-stopping, Trust busting, reputationally redefining event that creates victims and/or explosive visibility.

Grand Crisis Response Strategy

  • Stop the production of victims
  • Manage the victim dimension
  • Communicate internally
  • Notify those indirectly affected
  • Manage the new media, legacy media, bloggers, guessers, and
    people smarter than you

Crisis Truisms

  • Bad news always ripens badly
  • Crisis management is fixing mistakes faster than you make them
  • Critics and victims accumulate
  • Every moment of indecision creates unseen but avoidable
    collateral damage
  • Failing to talk promptly is the death of any effective response
  • Failing to talk to your critics rots your internal credibility
  • Failing to talk to your critics triggers people to make things up that
    you end up owning
  • Negative aggressive responses empower your opponents, aggravate the victims, and give all media bad headlines you will live with forever.
  • Once a critic, enemy, or victim, always a critic enemy or victim
  • Silence is the most toxic, top executive career-busting strategy
  • Speed beats smart every time, when in doubt do something . . .
  • Talking to your critics builds your credibility and silences or invalidates key adverse audiences.
  • There is no such thing as 2020 hindsight because there is no such thing as 2020 foresight
  • There will always be bellyachers, bloviators, gripers, secondguessers, and backbench complainers

See also:
OUR MANIFESTO FOR COMMUNICATIONS SUCCESS

LUKASZEWSKI’S CONTENTION SURVIVAL MANIFESTO – Keeping Yourself and the Things That Matter Under Control