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Temin and Co.

In the News

Temin and Company is often quoted in print, broadcast and social media on topical issues as well as industry trends.

Following is a list of links to those articles, beginning with the most recent.

Forging Thought Leadership into a Titanium-Strong Marketing Tool

Dean Rotbart, Monday Morning Radio, March 23, 2015

This week on Monday Morning Radio, Davia Temin tells listeners how to forge thought leadership and reputation management into titanium-strong marketing tools – both for yourself, and for your company or products.

Davia is interviewed by Dean Rotbart, co-host of Business Unconventional, the one-hour radio newsmagazine that aired weekly on News/Talk 710 KNUS AM in Denver. [ more]

To listen to the interview, CLICK HERE.

To download the podcast from iTunes, CLICK HERE.

Staying Ahead of the Game: The Steps to Effective Crisis Communications Planning

PR Newswire, March 12, 2015

Don't wait for a crisis to hit before considering your communications strategy. Getting caught off guard can mean the difference between success and failure, especially if your competitors are quick to respond. Take action today to ensure tomorrow's stability.

View PR Newswire's on-demand webinar to obtain the tips and tools needed to craft an effective crisis plan. Davia Temin, CEO, Temin & Co. and Colleen Pizarev, VP, Communications Strategies, PR Newswire discuss: creating a crisis plan and messaging effectively; the role of boards in crisis; listening best practices and your social media response. [ more]

View the slides: 

Uber Needs A Crash Course In Crisis Management

Caroline Fairchild, LinkedIn, March 18, 2015

Uber is no stranger to PR disasters. Whether it's surge pricing during a hostage crisis in Sydney, accusations of rape by drivers in India or questions over the security of users' data, the start-up has already weathered its fair share of storms. The latest source of choppy waters? An investigation in South Korea that claims Uber drivers are breaking communication laws.

As the company ventures into new services, cities and countries, it will inevitably ruffle some feathers and make more missteps. Yet experts told LinkedIn it's puzzling the company doesn't already appear to take crisis management seriously. If the disruptive car service doesn't shape up quickly, crisis management executives and consultants tell LinkedIn, it's only a matter a time before Über gets disrupted itself.

"The arrogance with which the service is put forth just doesn't jive," said Davia Temin the founder of Temin & Co., a crisis-management firm. "They key is being able to disrupt with an attitude of humility, even kindness. If you can do that, you would be cut a huge amount of slack that Uber is just not getting right now." [ more]

The Girl Scout Cookie Indicator of Success – The Ultimate Pipeline for Women’s Leadership and Innovation

Davia Temin,, March 18, 2015

When I started my corporate marketing and communications company 17 years ago, after running corporate marketing for GE Capital, and it became quite successful quite quickly, the one person who wasn't surprised at all was my Mom. Why? "Well, dear, you sold so very many cookies," she said. "You filled up the garage and every room in the house with cookies you were selling. I knew then that you had it in you to be a truly successful entrepreneur."

And it's true – I call it the Girl Scout Cookie Indicator of Success. Just as I sold more cookies than any girl in Ohio my year, so women who sold more cookies than any other girl in their state are populating the corridors of power – in Congress, communications, executive suites, newsrooms, board rooms, science, and nonprofit organizations. Girl Scouts is, and has always been, a fast track for success for countless numbers of girls and women.

And this is the reason I started to volunteer for Girl Scouts of Greater New York and then the national organization in the first place. [ more]

Crisis of the Week: Williams, NBC Between Iraq and a Hard Place

Ben DiPietro, The Wall Street Journal's Risk and Compliance Journal, February 17, 2015

NBC News, anchorman Brian Williams and NBC parent company Comcast Corp. are the subject of this week's crisis. Mr. Williams first removed himself from the network's nightly newscast–and later was suspended without pay for six months–following his admission he may have "misremembered" whether a helicopter he was flying in during a reporting trip to Iraq was attacked by missile fire. The resulting criticism prompted the network to launch an internal investigation, still ongoing.

The experts were asked to evaluate both the statements of NBC and Mr. Williams. How effective was each in handling the crisis? Where did their statements fall short? What did they do well? What should they each do next?

Davia Temin, chief executive, Temin & Co.: "NBC/Comcast was swift and perfectly on-point in their crisis response to Williams' admission of lying. [NBCUniversal Chief Executive] Stephen Burke's comments were textbook, and the six-month suspension without pay and Williams' name taken off the program have demonstrated that NBC shares the public's sense of outrage. This is only mitigated by the possibility that they knew of the lie beforehand." [ more]

Reputation and Crisis Expert Davia Temin Named One of "Top 100 Thought Leaders in Trustworthy Business" by Trust Across America for Third Year

T&C Press Release, Yahoo! Finance, February 4, 2015

Marketing, reputation, and crisis strategist Davia Temin has been named for a third consecutive year to the Top 100 Thought Leaders in Trustworthy Business by Trust Across America-Trust Around the World (TAA-TAW). The annual list honors "professionals who are transforming the way organizations do business."

"Trust may be intangible, but its presence or absence moves markets, products, careers, and countries. It is an asset that cannot be overvalued by any company or not-for-profit institution," says Temin, CEO of Temin and Company, a management consultancy focused on marketing strategy, reputation and crisis management, and leadership coaching. "The capital you work so hard to build as an organization is severely diminished when your stakeholders – whether they are a company's customers or a country's populace – lose trust in your leadership and your vision." [ more]

American Apparel Executives Call for Charney’s Return

Matt Townsend, Bloomberg, December 17, 2014

Paula Schneider, American Apparel Inc. incoming chief executive officer, hasn't even started work yet and she's already facing a group of disgruntled managers. More than 30 executives asked the board to reconsider their decision to fire former CEO and company founder Dov Charney, according to a letter obtained by Bloomberg News. Charney should be a part of the retailer's future by helping the next CEO improve the chain because he is what "makes this thing tick," the managers said.

Charney's loyalists bring an additional headache to a new CEO already coping with red ink and sluggish sales. The chain has racked up more than $300 million in net losses since 2010, forcing it to raise capital to make ends meet -- most recently in July. Schneider also has to contend with image problems at a company that's been criticized for its racy advertising and sexually charged culture.

Bringing in a woman with a lot of experience may help repair American Apparel's public image, said Davia Temin, founder of Temin & Co., a New York crisis-management firm. "From a reputation point of view, it's a good choice," Temin said. "It's probably the only choice they had, doing something drastic." [ more]

Crisis of the Week: Sometimes You Feel Like a Nut

Ben DiPietro, The Wall Street Journal's Risk & Compliance Journal, December 15, 2014

This week's crisis assignment is nuts—literally. We asked our experts to look into how Korean Air Lines Co. handled the incident in which Cho Hyun-ah, a company executive vice president—and daughter of the airline's chairman—ordered a plane that was set to take off back to the terminal after one of the flight attendants failed to follow the airline's protocol for serving macadamia nuts.

The incident, which required the plane to return to the terminal and delayed takeoff by 20 minutes, led to extensive criticism of the airline, the resignation of the woman and an apology by the airline's chairman, Cho Yang-ho, who said the incident reflected on his failures as a father. It also led to a sharp increase in sales of macadamia nuts.

Davia Temin, president and chief executive, Temin and Co.: "Mixed messaging rarely works when issuing an institutional apology. And since, these days, perception usually trumps reality, it really doesn't matter much whether the mistake made was nuanced–the apology can not be. To assuage rampant public outrage on social media, and this new 'mean age' we are all living in, a public apology must be clear, seemingly heartfelt, and unequivocal. That is exactly what Korean Airlines did not do." [ more]

The CEO apology, in 14 tweets

Jena McGregor, The Washington Post, November 21, 2014

When Uber CEO Travis Kalanick rattled off a series of 14 tweets Tuesday afternoon, most of the attention was on what he said rather than how he said it. While Kalanick may have intended to apologize for the controversy that erupted after one of Uber's executives suggested digging into the personal lives of journalists, he was chided for the sorry-not-sorry nature of his remarks.

Yet his decision to issue that apology via a "tweetstorm" — a series of tweets on a single subject — was also a head scratcher. Using a series of tweets, rather than a single one that links to a blog post or press release for more information, has become an increasingly popular vehicle for corporate communications. But that might be misguided.

Davia Temin says she generally likes the idea of executives using a tweetstorm: It has a feel of spontaneity and authenticity, and the flood of comments can prompt greater visibility for the CEO's remarks. If an executive is using it to lay out a position or discuss an industry issue, it can be "a brilliant use of the medium," she says. "People report on a tweetstorm more than a blog." [ more]

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