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Temin and Co.

Thought Leadership

Strategy, The One "Do" Amidst the Don'ts -- Wrapping Up "The 10 Don'ts of Corporate Social Media" Series

Reputation Matters, Forbes, August 17, 2011

#11: "Strategy, The One 'Do' Amidst the Don'ts -- Wrapping Up 'The 10 Don'ts of Corporate Social Media' Series" [...read more]

The 10 "Don'ts" of Corporate Social Media

Reputation Matters, Forbes, August 4, 2011

As social media continues to morph moment to moment – almost every corporation and enterprise knows it should be doing something to position itself, and its products and services, over social media. Yet most simply do not know what that something is, or how to do it effectively. Davia and Social Media Intern Ian Anderson write on the "10 Don'ts" of corporate social media, and give advice for some "do's" along the way.

Our 10 Don'ts Of Corporate Social Media:

#1: Don't Over-Market, Be Social
#2: Don't Act Like a Robot; Show a Human Face
#3: Don't Forget to Engage; Hold Conversations
#4:Don't Seduce and Abandon, But Know When to Leave
#5: Don't Let the Interns Handle Your [Entire] Social Media Presence
#6:Don't Be Stupid; Be a Thought Leader
#7: Don't Be Indiscreet or Illegal
#8: Don't Be Afraid to Admit Mistakes
#9: Don't Forget to Use Your Brand's Network To Create Love from "Like"
#10:Don't Forget to Leverage Your Community

[...read more]

The Board's Responsibility As Brand Guardian

Reputation Matters, Forbes, June 29, 2011

Asset value is important. Every brand has a value, to customers, potential customers, shareholders, employees, suppliers, regulators, legislators, and every key audience and key opinion leader. The board has a responsibility to maintain, protect, and enhance this value. [...read more]

Reputational Suicide: What do Weiner, Schwarzenegger, Strauss-Kahn, Woods, Stanford, Spitzer, McGreevey, Clinton and Hart have in common?

Reputation Matters, Forbes, June 8, 2011

It feels like we are all watching a soap opera written by an obsessive compulsive – the same story line, repeated over, and over, and over again. Why do these mistakes continue to occur? [...read more]

Crisis Management Tips for CEOs

Rick Otero, Global Banker, May 23, 2011

This article includes CEO Davia Temin's Crisis Management Tips for CEOs.

If you'd like to see the full article, please contact us

A Call To Action: More Women on Boards Around the World

Reputation Matters, Forbes, May 19, 2011

Harvard has released what it calls the "business case for gender equality." Study after study has proven that when more corporate boards include a higher percentage of women, shareholders, customers, employees and stakeholders benefit. [...read more]

The President's Perfect Speech

Reputation Matters, Forbes, May 2, 2011

President Obama's announcement speech for the death of Osama Bin Laden was perfect. The message wasn't hard to deliver – finally, justice has been rendered at the highest levels – but the speech and delivery were perfect too. [...read more]

BREACH...of Trust

Reputation Matters, Forbes, April 29, 2011

What occurred were two major breaches in Japan – one nuclear, the other of trust. How much radiation exposure did the average Japanese citizen receive in those desperate moments and days? Should they have evacuated more widely, sooner? What are the true parameters of the disaster? How does this breach affect the rest of the world? Should parents in North Dakota watch how much milk their babies drink? What about in Indonesia, or in Tokyo? [...read more]

Crisis: The Ultimate Refiner’s Fire

Davia Temin, Industry Today, March 3, 2011

Davia's article for Industry Today, telling us that it has become imperative that organizations learn how to think from the outside during times of crisis, and to approach crisis management and communications in a flawless and strategic manner. [...read more]

Working 25/8: More 'To Dos' Than We Can Get 'To Done'

Davia Temin, Forbes, February 2, 2011

As the founder and CEO of a boutique management consultancy, dedicated to surpassing all others, I find that eight hours a day – or more – must be devoted to exceeding the expectations of each client; eight hours a day – or more – must be devoted to running the company; and eight hours a day – or more – must be devoted to bringing in new business. Sleep, and you wake up behind. [...read more]

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