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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

Jim’s Wisdom #40: Profiles In Failure

Behavior Patterns That Precipitate and Perpetuate Trouble

Sometimes the way to prevent organizations from embarrassment, humiliating visibility, enormous litigation, and just plain stupidity is to powerfully illustrate the behaviors and attitudes that lead to catastrophic reputational damage. I call this pattern “Profiles in Failure,” easily recognized behaviors and their predictable impact. If you seek trouble, here’s the path to multitask your way into long-term difficulty.

Silence:The most toxic strategy. Makes you look like a perpetrator, whether true or not. There is no credible way to explain silence in the face of crisis. Silence is the most frequent leadership career-killer in crisis situations. It’s why the boss gets fired first.  
Stalling:Speed beats smart every time. Failure to act immediately, even incorrectly, is impossible to explain or apologize for. Doing nothing, even for what appear to be good reasons, is never explainable. #1 response criticism: failure to speak and act promptly.  
Denial:Refuse to accept the fact that something bad has happened and that there may be victims or other direct effects that require prompt public acknowledgement.  
Victim Confusion:Irritable reaction to reporters, angry neighbors, and victims’ families when they call asking for help, information, explanation, or apology. “Hey! We’re victims too.”  
Testosterosis:Look for ways to hit back, rather than to deal with the problem.  Refuse to give in, refuse to respect those who may have a difference of opinion or a legitimate issue.  
Arrogance:Reluctance to apologize, express concern or empathy, or to take appropriate responsibility because, “If we do that, we’ll be liable,” or, “We’ll look like sissies,” or, “We’ll set a precedent,” or, “There will be copycats.”  
Search for the Guilty:Shift blame anywhere you can while digging into the organization, looking for traitors, turncoats, troublemakers, those who push back, and the unconvinceables.  
Fear of the Media:As it becomes more clear that the problem is at least partly real, the media begin asking, “What did you know, and when did you know it?”, “What have you done, and when did you do it?”, and other humiliating, embarrassing, and damaging questions for which there are no really good, truthful answers anymore because you have stalled so long.  
Whining:Head down, finger in your navel, shuffling around, whining, and complaining about how bad your luck is, about being a victim of the media, zealous do-gooders, wacko-activists, or people don’t know anything; about how people you don’t respect have power; and, that you “don’t get credit” for whatever good you’ve already contributed.

Execute one, some or all of these behaviors in any order and I guarantee trouble, serious reputation problems, and brand damage. By the time you recover – if you do – look for some career-defining moments including involuntary departure, and a new team may replace you and yours. 

Wednesday’s Smart Shibboleth #10: The most toxic, reputation defining, career devastating, mistake in crisis

One word: Silence.

  • This fatal mistake is intentionally made in most crises. Management thinks it can beat the odds.
  • This is a behavior that lives forever. Once you fail to speak, your reputation will be forever tainted by the question, “Why did you wait so long to talk? To act?”
  • There is no rational, believable, sensible, or plausible explanation for silence. It is leadership run amuck in reputational quicksand. Yet the perpetrator is only 240 characters away from avoiding this permanent, toxic reputation stain.
  • A sensible, successful response strategy leads with speaking immediately. You can use my grand strategy below for responding even as the fire trucks, victims and media assemble.

Grand Crisis Response Strategic Steps (The First Two Hours In Every Crisis):

1. Stop the production of victims. Continuous victim production is what drives media coverage, public interest, emotionalization, plus commentary and criticism from 1000 different sources.


2. Manage the victim dimension. This is what leaders and senior managers should be doing rather than stalling and second-guessing the command center.


3. Communicate directly and frequently with employees, stakeholders, and those directly affected. Calm and settle people down. Help insiders and victims know what is going on.


4. Notify those indirectly affected, those who have a problem now because you have a problem; regulators, licensing authorities, neighbors, partners, collaborators, key stakeholders, those who need to know and hear from you promptly.


5. Manage the self-appointed and the self-anointed
; the new media and the legacy media, those who simply opt in, the critics, the bellyachers, the backbench bickerers, the bloviators. Management and leadership need to help all bystanders focus on resolution and caring for victims. Far too many response plans have only legacy media public relations driven tactics. Crisis communication is driven by a simple, sensible, constructive, positive, and clearly open and achievable strategy.

The Crisis Guru’s Truisms of Crises Response

  1. Bad news always ripens badly, it gets worse before it gets better.
  2. Every moment of indecision creates unseen but avoidable collateral damage.
  3. There is no such thing as 20-20 hindsight because there is no such thing as 20-20 foresight.
  4. Silence is the most toxic strategy and the greatest permanent response mistake.
  5. Critics and victims accumulate.
  6. There will always be bellyachers, bloviators, gripers, second guessers, and backbench complainers.
  7. Once a critic, enemy, or victim, always a critic, enemy, or victim.
  8. Speed beats smart every time. Act now, fix now, change now, stop now, decide now. Perfect fixing mistakes quickly. There will be many. That’s what crisis is.
  9. Lead by wishful thinking and cohort led guesswork, the Boss gets big bonus on exiting.

Wednesday Smart Shibboleth#9: Lukaszewski’s Civility and Decency Manifesto: 39 Paths to Decency

39 Paths to Decency

The true test of civility is a commitment to verbal, written communication, deeds, and actions that benefit a recipient more than the sender. Here are 39 possible paths that can get you to civility, decency, integrity, and trust. Always pick as many as you can, as frequently as you can.

1. Accountability
2. Apology
3. Calmness
4. Candor
5. Character
6. Charitability
7. Chivalry
8. Civility
9. Compassion
10. Constructiveness
11. Courtesy
12. Decency
13. Dignity
14. Empathy: positive deeds that always speak louder than words
15. Engagement
16. Forgiveness
17. Gratitude
18. Helpfulness
19. Honesty
20. Honor
21. Humility
22. Integrity
23. Listening: the greatest decency
24. Openness
25. Peacefulness
26. Pleasantness
27. Politeness
28. Positivity
29. Principle
30. Respect
31. Responsiveness
32. Sensibility
33. Sensitivity
34. Simplicity
35. Softness
36. Tact
37. Thoughtfulness
38. Transparency
39. Truthfulness

Use this shibboleth as a personal and organizational decency accomplishment checklist.

  • Make other additions to this list of things you have already been doing
  • Make this list become a living instrument to help you and those you know, and organizations you belong to commit to a broad array of decent behaviors and higher levels of civility.
  • Develop examples and illustrations of each of these and the ones you add from your own experience.
  • Keep a log.
  • Find opportunities to talk about these activities, beliefs, and ideas where they will motivate others to emulate what you’ve learned to take such pleasure in doing.

Remember, the reverse of any of these words, ideas, or behaviors only lead to trouble, problems, and delayed mitigation and resolution; plus revictimizing those who have been injured.

Let’s talk about it. I’m always interested in helping colleagues perfect their own personal decency pathways. Reach out to me at 203-948-7029 or jel@e911.com.

James E. Lukaszewski
Americas Crisis Guru®

ABC, Fellow IABC, APR, Fellow PRSA, BEPS Emeritus (2015) 


Mainstreet Village, 7601 Lyndale Ave S, STE 32, Richfield MN 
jel@e911.com 
203-948-7029 

Jim’s Wisdom #39: Communicate Intentionally

Over the years, I’ve developed, taught, coached, and advocated a very powerful and helpful communication philosophy. At the same time, this approach defines my ethical approach to life, to work and to trouble. I call these “intentions” because this is how I seek to operate my life, intentionally, every day, teach others to do the same. These intentions build trust, respect, and confidence.

1. Candor – Truth with an attitude, delivered now (the foundation blocks of trust).

  • Disclose, announce early.
  • Explain reasoning and reasons.
  • Discuss options, alternatives considered.
  • Provide unsolicited helpful information.

2. Openness, accessibility – Be available for the disasters as well as the ribbon cuttings.

  • Be available.
  • Be willing to respond.
  • Get out front fast.

3. Truthfulness – Truth is 15% facts and data, 85% emotion and point-of-reference.

  • Point of reference matters more than facts.
  • Factual overload victimizes people and makes them feel stupid, angrier.
  • Too many facts irritate and revictimize.
  • Unconditional honesty, from the start.
  • Get good at reducing emotionally negative situations, subjects, and people behaviors.
  • Emotions always outweigh facts.

4. Empathy – Actions that illustrate concern, sensitivity, and compassion.

  • Actions always speak louder than words.
  • Act as though it was happening to you or someone you care about.
  • Putting yourself in someone else’s shoes in any way is literally impossible, from the victim’s perspective. Avoid it.

5. Responsiveness – Answering questions relentlessly in every situation validates your integrity and preserves your reputation.

  • Every concern or question, regardless of the source, is legitimate and must be addressed.
  • Answer every question; avoid judging the questioner.
  • Answer questions as many times as they are asked.
  • Avoid taking any question personally.
  • Remain calm, wage peace, build followers and be nice, even in the face of anger or aggressive negativity. You anger and arrogance create plaintiffs.
  • Answer questions patiently and repetitively until questions stop being asked.

6. Transparency – End the secrets (because important things and stupid stuff always come out).

  • Our behavior, our attitude, our plans, even our strategic discussions are unchallengeable, positive, and explainable.
  • Our families would be comfortable reading about our actions, decisions, and discussions on the web or the front page of tomorrow’s newspaper.

7. Engagement – Face-to-face is the communications approach desired by just about everyone and every victim.

  • Take aggressive positive interaction with those who challenge us.
  • Our base and those who give us permission to operate expect us to deal with unconvinceables and victims.
  • Prompt direct interactive response, even negotiation, empowers the initiator.

8. Small Decencies

  • Small, voluntary, freely offered acts of courage, kindness, helpfulness.
  • Given, provided, or done without expectation of reward or acknowledgement.
  • A life pattern of simple, spontaneous, utterly decent actions.

9. Destiny Management – It’s your destiny, which only you can manage in your own best interest.

  • Manage your own destiny, or you’ll find someone waiting on the sidelines to do it for you.
  • Relentlessly correct and clarify the record.
  • Prompt, positive, constructive elaboration of the facts preempts critics and empowers employees, supporters and those who give us permission to operate.

10. Apology – The atomic energy of empathy. Apologies stop bad things, and bad things from starting.

  • Acknowledge personal responsibility for having injured, insulted, failed, or wronged another.
  • Explain what happened and the known reasons for the circumstance.
  • Talk about what you and your organization have learned that will help prevent a recurrence.
  • Humbly ask for forgiveness in exchange for more appropriate future behavior and to make amends.
  • Make restitution.

You can call this anything you like: communications policy, guidelines, or manifesto. I like the word intentions because it signifies that we are fully engaged in communicating in the most effective, honest, empathetic, and open manner possible, all the time.

By publicly professing these intentions you will set a standard to which you can be held accountable. This behavior can lead to an extraordinarily interesting, useful, and trustworthy life, and besides, you sleep better at night.

Let’s talk about it. I’m always interested in helping colleagues develop their own personal principles. Reach out to me at 203-948-7029 or jel@e911.com.

James E. Lukaszewski
Americas Crisis Guru®

ABC, Fellow IABC, APR, Fellow PRSA, BEPS Emeritus (2015) 


Mainstreet Village, 7601 Lyndale Ave S, STE 32, Richfield MN 
jel@e911.com 
203-948-7029 

Wednesday Smart Shibboleth #8: Lukaszewski’s Civility and Decency Manifesto: Stopping Incivility In Its Tracks

16 Ways to STOP Incivility Before or After It Starts

The true test of civility is a commitment to verbal and written communication that are predominantly positive and declarative and behaviors that are simple, sensitive, sensible, constructive, positive, helpful, humble, empathetic, and always benefit the recipient more than the giver. Any other pathways lead only to trouble, prolong problems and delay mitigation and resolution. Empathy means positive deeds that speak louder and more constructively than words.

How to STOP Incivility in Its Track

1. When your words, deeds, actions, or intentions turn to vilification, STOP.

2. When you use sarcasm to ridicule and damage, demean, dismiss, diminish. or humiliate, STOP.

3. When your words are arrogant, causing needless but intentional pain and suffering, STOP.

4. When your words clearly express anger and irritation, STOP.

5. When your words, deeds or actions are demanding and bullying, STOP.

6. When your words are just plain mean, STOP.

7. When your words insult, STOP.

8. When your words become corrosive and disrespectful, STOP.

9. When your words become disparaging and tone deaf, STOP.

10. When you speak and behave without empathy, STOP, reconsider.

11. When your words mindlessly injure, STOP.

12. When your words, deeds or actions intentionally injure, STOP.

13. When your words spread accusations and suspicion, STOP.

14. When your words exhibit overbearing and overzealousness, STOP.

15. When what you propose is negative, punitive, defensive. and harmfully restrictive on others, STOP, choose another pathway.

16. When your words exceed the boundaries of decency, civility. and integrity, just simply STOP. Choose another path.

There are so many pathways to civility, decency, and integrity, pick as many as you can.

Start with Powerful Civilities & Simple Decencies: Actions That Defeat Indecency.

– How can I help you?– Please let me help you.
– How nice of you.– Please forgive me.
– I can do that.– Thank you. What can I do for you?
– I’m sorry.– What would be more helpful?
– My pleasure.– Yes.
– Please ask me, I’m ready to help.– You’re welcome.

Let’s talk about it. I’m always interested in helping colleagues develop their own personal principles. Reach out to me at 203-948-7029 or jel@e911.com.

Coming up in Shibboleth #9: “39 Pathways to Decency”.

James E. Lukaszewski
Americas Crisis Guru®

ABC, Fellow IABC, APR, Fellow PRSA, BEPS Emeritus (2015) 


Mainstreet Village, 7601 Lyndale Ave S, STE 32, Richfield MN 
jel@e911.com 
203-948-7029 

Wednesday’s Smart Shibboleths #7: The Platinum Rule: Provide the Help Others Need to Achieve Their Goals and Aspirations

The Platinum Rule is a big step beyond the Golden Rule. The Golden Rule gives you a better today. The Platinum Rule helps you move someone else into their tomorrow. The Ethical and Practical principles I follow support both rules. Share your own version of this approach with others who work with you and people you’d like to work with. Find ways to discuss these ideas, explain them, and ask and answer questions about them. Everyone you care about or those who care about you should be aware of ideas like these. Help them live and learn from their own principles.

The Ethical and Practical Principles That Guide Jim’s Practice

1. Act ethically, promptly, and urgently.

a. Ask better questions than anyone else.
b. Be 15 minutes early.
c. Consistently challenge the standard assumptions and practices of our profession, build its importance, and enhance the ability of all practitioners to better serve others from their perspective. Raise your hand.

2. Do the doable; know the knowable; get the getable; arrange the arrangeable.

a. Expect to be helpful and useful.
b. Focus on what really matters. Apply your ethics audit analysis.
c. Go beyond what those you work with already know or believe.
d. Intend to make a constructive ethical difference every day.

3. Intentionally look at every situation and circumstance from different helpful perspectives

a. Look out for the real victims.
b. Remember, it’s your boss’s “bus.” They get to drive it wherever they want. If you don’t like it, or can’t deal with it, hop off and go to somebody else’s bus, or drive your own.
c. Clarification: Your role on “the bus” is to help the driver drive better. Taking the wheel is out of the question. If you want to take the wheel, get your own bus.

4. Remember that every issue, question, concern or problem is a management or leadership issue, question, concern, or problem before it is any other kind of issue, question, concern or problem. Always start where management and leadership are. Starting somewhere else only leads to trouble, confusion, and failure.

Let’s talk about it. I’m always interested in helping colleagues develop their own personal principles. Reach out to me at 203-948-7029 or jel@e911.com

James E. Lukaszewski
Americas Crisis Guru®

ABC, Fellow IABC, APR, Fellow PRSA, BEPS Emeritus (2015) 


Mainstreet Village, 7601 Lyndale Ave S, STE 32, Richfield MN 
jel@e911.com 
203-948-7029