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.
The Steak not the Sizzle — Women and Power; Women and Communications
CommPRO, March 7, 2016
As we all honor International Women’s Day in our own way, I’d like to turn for a moment to the topic of the growing power of women around the world, especially as communications becomes a core component of leadership, not just an add-on.
For so long, women both in the US and globally, if they chose to or had to work, only found jobs in “women-acceptable” professions, such as teaching, nursing, assisting, events, HR, PR, and communications. Far from being at the nexus of power, acclaim and remuneration, women were related to supporting, or decorative, roles.
Women have always been seen as strong — and academic research bears this out — in communications skills. Thus women have entered the field in large numbers. But unfortunately communications historically has been seen as one of those ancillary professions that supported power, but did not exert it. […read more]
People Can Finally Tweet Their Tech Problems Directly to Apple
Bryan Lufkin, Gizmodo, March 3, 2016
Apple launched a tech support Twitter account. And people are already taking Apple up on its offer in droves. In between the warm welcomes and suspicious lack of jerks, Apple users are taking the opportunity to dump all tech questions and photos of frayed charging cables—with thousands of new followers by the hour. […read more]
Crisis management in food retail
Food Marketing Institute and Oliver Wyman, Boardroom, March 2016
Anticipated or not, when a crisis strikes a company, CEOs must be prepared to respond immediately in order to lead their organizations through a potentially catastrophic event. Within the last 5 years alone, the food industry has been at risk for a wide spectrum of crises, including E. coli and norovirus outbreaks in fresh food, cybercrime such as high-tech SQL injection attacks aimed to steal customer data, natural disasters, and traditional and social media public relations disasters. While there are certainly aspects of a crisis response that can be planned in advance, each incident inevitably requires a unique approach.
In many crisis situations, the reputation of a company hangs in the balance and can literally vanish overnight if the crisis is not addressed immediately and correctly. The expansion of social media in recent years has exacerbated this trend, bringing widespread, factually incorrect, and damaging attention to issues such “pink slime” and the presence of horse meat in beef products. These issues have gone viral and, in some cases, pushed companies to the brink of bankruptcy. Interestingly, reputation is rarely the top priority identified by a crisis incident response team. However, given how quickly exaggerations and mistruths spread, reputation does need to remain top-of-mind for every executive in a crisis. […read more]
Why Dressing for Success Leads to Success
Ray A. Smith, The Wall Street Journal, February 21, 2016
A number of recent studies suggest that dressing up for work in a suit or blazer could do wonders for an employee’s productivity, whether going into a negotiation, making a sales call or even participating in a videoconference with business associates. Using a number of measures, including simulated business meetings at which subjects wore formal and more casual clothing, the studies offer indications that wearing nicer clothes may raise one’s confidence level, affect how others perceive the wearer, and in some cases even boost the level of one’s abstract thinking, the type in which leaders and executives engage. […read more]
Doing These 4 Things Will Make You Happier, According to Neuroscience
Eric Barker, Motto, February 16, 2016
You get all kinds of happiness advice on the Internet from people who don’t know what they’re talking about. Don’t trust them. Trust neuroscientists. They study that gray blob in your head all day and have learned a lot about what truly will make you happy. […read more]
Crisis of the Week: OSI Fights Back In China
Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, February 8, 2016
Food processor OSI Group is this week’s crisis candidate, as it has taken an aggressive stance to fight a court ruling in China finding the company sold “inferior products” to fast-food chains. U.S.-based OSI called the ruling inconsistent and said the charges against it were part of a “smear campaign” by the Chinese authorities. OSI, by going public with its criticism of the Chinese justice system, is going against the norm for how western companies solve disputes in China.
Saying it can “no longer accept injustices against our people and our reputation,” the company said in a statement it is considering an appeal of the verdict. The company also is considering legal action against Dragon TV, which it said made “false and incomplete accusations” against the company.
Using only the statements made by OSI since the verdict was announced, the crisis experts evaluated the decision to challenge the government publicly—is it one they would have advised the company to take? Did the company’s response strike the right tone? If not, how could it have been better? What are the next steps you would advise the company to take?
Davia Temin, president and chief executive, Temin and Co.: “Occasionally you have to fight back. That is where OSI finds itself–and with good reason. There is a formula that has emerged among non-Chinese companies accused of wrongdoing in China, whether with or without reason: First you apologize, then you negotiate, then you make reparations, you make some changes and then come back gingerly from the brink. Companies privately bridle at needing to give in to what they see as blackmail to retain operations in the country but they do it anyway.
“OSI is different in several ways. First, it is private and thus has more financial latitude. Second, 10 of its people have been jailed or sentenced to jail, some for up to 17 months, with more jail time to go. This can be life-threatening. Third, it tried the formula and it hasn’t worked, so what option is left when the company feels it was set up, unfairly accused and unfairly judged? Either capitulating totally or fighting back. They have, courageously, chosen to fight.
“Its press statement is very well done–strong, clear, unequivocal. OSI doesn’t repeat the allegation, nor does it seem unreasonable or overly emotive. It just will not accept proceedings they find seriously wanting. In so doing, it is raising an issue that really must be raised. OSI is doing every company doing business in China a favor–it is taking on the fight, publicly. And the timing may just be right to see some kind of positive result.
“While there are some crisis counselors who believe that an organization’s first response in crisis should always be to fight back, that is not my belief. I believe response needs to be based on the circumstance. In this one, OSI has shown it will no longer be backed into a corner, docilely. It is doing the right thing, and in the right way.”
To read the full article, CLICK HERE.
Crisis of the Week: OSI Fights Back In China
Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, February 8, 2016
Food processor OSI Group is this week’s crisis candidate, as it has taken an aggressive stance to fight a court ruling in China finding the company sold “inferior products” to fast-food chains. U.S.-based OSI called the ruling inconsistent and said the charges against it were part of a “smear campaign” by the Chinese authorities. OSI, by going public with its criticism of the Chinese justice system, is going against the norm for how western companies solve disputes in China.
Using only the statements made by OSI since the verdict was announced, the crisis experts evaluated the decision to challenge the government publicly—is it one they would have advised the company to take? Did the company’s response strike the right tone? If not, how could it have been better? What are the next steps you would advise the company to take?
Says Davia Temin, “While there are some crisis counselors who believe that an organization’s first response in crisis should always be to fight back, that is not my belief. I believe response needs to be based on the circumstance. In this one, OSI has shown it will no longer be backed into a corner, docilely. It is doing the right thing, and in the right way.” […read more]
Advice To Martin Shkreli: 9 Ways To Stop Being The Most Hated Man On The Planet
Leadership, “Reputation Matters” Forbes, February 8, 2016
We all have a little Martin Shkreli in us. That unrepentant 2-year-old voice we’ve spent a lifetime burying deep within, every so often comes screeching out: I won’t be good; I don’t want to do what everyone tells me to do; Nobody understands me; I won’t be quiet or go to my room, I’m just going to wail – so there.
And we all, occasionally, wish we could let our worst natures out at work: Congress, you’re imbeciles; Boss, you’re wrong – and a jerk – and I quit; Colleagues, stop pandering to the boss and get a life; Shareholders, you are SO gullible…
Perhaps this is why we are so fascinated by Shkreli’s shenanigans – if you can call moves to raise a life-saving drug from $13.50 a pill to $750 a shenanigan. But he’s young and a little cute, and we keep feeling that, unlike Donald Trump, there may be some hope left for this guy if he can just get his head on straight. […read more]
For Interim CEOs, a Job Full of Pitfalls
Rachel Feintzeig and Joann S. Lublin, The Wall Street Journal, January 7, 2016
It’s hard being the in-between boss. The temporary chief executives of Valeant Pharmaceuticals International Inc. and United Continental Holdings Inc. are currently getting a taste of the challenge while the firms’ full-time leaders are undergoing medical treatment.
Few management assignments hold as many pitfalls as that of the interim boss, say those who advise and research such leaders. Temporary leaders must show strength and rally the troops during uncertain times, but they also can’t make bold changes or act like they will run the place long-term.
“It’s a short runway,” says Davia Temin, CEO of Temin & Co. “An interim CEO will rarely be able to change the culture.” […read more]
How can directors address reputational risks?
Elizabeth Judd, Corporate Secretary, April 21, 2015
With three-quarters of companies naming reputational risk as a top risk concern, directors are increasingly seeking methods of risk oversight that are independent of management.
Reputational risk can come in many guises, from cyber-security to environmental, human rights, regulatory compliance, product recalls, fraud, succession planning, quality and even cultural risks. Beyond known risks, there are the ‘known unknowns’, sometimes called ‘black swan’ events.
‘It’s very hard for directors of any organization to get a full handle on what the reputational risks are,’ says Davia Temin, CEO and founder of Manhattan- based reputation consultant Temin and Company. ‘While there are always predictable risks – airlines will have crashes, for example, while consumer goods companies will have fraud or security breaches – some of the worst crises are the ones that come from left field.’ […read more]