Must Reads
There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?
Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.
They are listed below with the most recent articles first, and to the side, by category.
We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.
There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?
Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.
They are listed below with the most recent articles first, and to the side, by category.
We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.
How to Be More Assertive, According to Research
Eric Barker, Time, September 20, 2016
“Assertiveness is about controlling your behavior, not someone else’s”
Research shows being assertive is that perfect Goldilocks balance of “just right.” It helps you get the things you need while preserving relationships over the long term. But there’s one problem… Nobody ever tells you what the hell “assertive” really means. How do you do it? How do you get what you need without being a jerk or a manipulator? Don’t worry. Research has answers. […read more]
What Not To Post on Social Media: 5 Questions You Need To Ask Yourself Before You Publish
Olsy Sorokina, Hootsuite, January 14, 2015
In the early years of social networks, we could hardly imagine a time when people would be getting fired over their social media posts. Now, a search phrase “fired over a Tweet” returns over 30 million search results on Google, all good examples of what not to post on social media. If you want to avoid getting in trouble with your boss, falling from grace in the the eyes of hundreds of fans, or costing your employer millions in legal fees, you should heed these warnings. […read more]
Developing Employees’ Strengths Boosts Sales, Profit, and Engagement
Brandon Rigoni, Ph.D. and Jim Asplund, Harvard Business Review, September 1, 2016
Should companies primarily focus on playing to the strengths of their employees or help them improve on their weaknesses? This question is particularly important today, given low workplace engagement and higher expectations from workers about what a great job entails.
Gallup has studied thousands of work teams and millions of leaders, managers, and employees for more than five decades. We’ve found that there’s significant potential in developing what is innately right with people versus trying to fix what’s wrong with them. […read more]
What a Bad Decision Looks Like in the Brain
Emily Singer, The Atlantic, August 29, 2016
Humans often make bad decisions. If you like Snickers more than Milky Way, it seems obvious which candy bar you’d pick, given a choice of the two. Traditional economic models follow this logical intuition, suggesting that people assign a value to each choice and select the top scorer. But our decision-making system is subject to glitches. Since economics hasn’t been able to explain irrational choices, this article looks to neuroscience for answers. […read more]
Crisis of the Week: Delta Grounded After Computer Crash
Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, August 22, 2016
Delta Air Lines finds itself in the crisis spotlight following a power failure that led to a crash of its computer network that prompted the cancellation of more than 1,000 flights on the first day alone, with around 1,000 more flights canceled on the second and third days of the event.
The company’s chief executive, Ed Bastian, apologized in a video statement and took full responsibility for the system meltdown, saying in a second video statement the snafu was a one-time event started by a power outage and a small fire. The company provided updates, offered travelers $200 vouchers, waived flight-change fees and put hundreds of fliers up in hotels.
Using the statements made by the airline and the comments of Mr. Bastian, the experts evaluate how well Delta handled this crisis.
“Delta did not improve its reputation for trustworthiness with its early statements about its recent computer system crash causing thousands of cancelled flights,” says Davia Temin. “Delta appeared to be more worried about minimizing its damage first, only [later] acknowledging the full severity of the situation–during which time social media was ablaze with customer rage and protest.” […read more]
Crisis of the Week: Delta Grounded After Computer Crash
Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, August 22, 2016
Delta Air Lines finds itself in the crisis spotlight following a power failure that led to a crash of its computer network that prompted the cancellation of more than 1,000 flights on the first day alone, with around 1,000 more flights canceled on the second and third days of the event.
The company’s chief executive, Ed Bastian, apologized in a video statement and took full responsibility for the system meltdown, saying in a second video statement the snafu was a one-time event started by a power outage and a small fire. “We realize we’ve let our customers down,” said Mr. Bastian. The company provided updates, offered travelers $200 vouchers, waived flight-change fees and put hundreds of fliers up in hotels.
Using the statements made by the airline and the comments of Mr. Bastian, the experts evaluate how well Delta handled this crisis.
Davia Temin, chief executive, Temin and Co.: “Delta did not improve its reputation for trustworthiness with its early statements about its recent computer system crash causing thousands of cancelled flights. First, it said it had experienced a power outage but that was rebutted by local power authorities. Then it said there was a fire, but that small fire seemed not to be the full reason for such a broad-scale failure. Delta appeared to be more worried about minimizing its damage first, only [later] acknowledging the full severity of the situation–during which time social media was ablaze with customer rage and protest.
“Had Chief Executive Ed Bastian’s second video of explanation and apology–issued two days later–been his first, Delta would have been better off. That apology felt somewhat sincere. His earlier one seemed forced, badly edited and still in denial. Yet, even his later statement–’This isn’t who we are’–immediately rang false because furious flyers saw this was exactly who Delta had just been.
“We all know a company in crisis can’t find out all the details immediately, but in this kind of predictable crisis, Delta should have been far more prepared to apologize immediately, communicate what it did know incessantly, over-compensate those disadvantaged from the outset and take full responsibility in a non-trite way–no ‘The buck stops here’ nonsense.
“It needed to stay in the pain longer and explain what it was going to change so it wouldn’t happen again. And it needed to do this in a way that the public would believe them. Delta was far too eager to control the damage of this failure before, during and after it transpired–and in so doing may have exacerbated it.”
To read the full article, CLICK HERE.
Here’s Why Being a Thought Leader Isn’t Just Fluff
Jeffrey Hayzlett, Fortune, August 18, 2016
Thought leadership has been one of the top buzzwords in business for nearly a decade. Yet many seem to write it off as just that — a buzzword, nothing more. When executed properly, thought leadership can help you build your brand. So, if you are interested in taking a thought leadership approach, this article’s author suggests a few things worth considering. […read more]
Intel Reinvents Itself to Stay King in a Changing World
Cade Metz, Wired, August 12, 2016
Intel is bigger than all but 50 other U.S. companies, and that’s because of something called the CPU. For decades, Intel has supplied a majority of the chips that sit at the heart of our personal computers, including desktops as well as laptops. When you use the Internet, you use Intel. But the chip market is now shifting in new directions. And as it shifts, Intel is remaking itself in an effort to stay on top of the heap. […read more]
How To Make Your Voice Sound Better So People Will Actually Listen To You
Laura Vanderkam, Fast Company, August 11, 2016
Listening to some people is a treat. Even if they’re just introducing other speakers, reading passages at a wedding, or addressing a meeting, you want them to keep talking.
Such vocal competence can seem like a natural gift, but talk to top voice-over artists, and you learn that sounding good out loud is a skill like any other. You can get better at it with time. This article shares some ways to improve your vocal tone and delivery so that others will find listening to you to be a pleasant experience. […read more]
You Are An Influencer. Here’s How to Become An Even More Powerful Influencer.
Bill Carmody, Inc., August 7, 2016
Every moment you come into contact with anyone, you are influencing them. How you act, what you say, how you say it and all the non-verbal cues your body throws off determine what impressions you leave on the person you’re interacting with and how they respond to you. To master influence, you need to understand the small things that make a big impact on those around you. […read more]