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.
Crisis of the Week: How Well Did Tesco Account for Itself?
Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, September 29, 2014
In this new feature we invite crisis management and reputation experts to dissect a story in the news and offer their views on how well the companies responded externally. This week’s post focuses on news that U.K.-based supermarket chain Tesco PLC overstated its first-half profit estimate by more than $400 million.
Since news of the shortfall was made public the company has suspended four senior executives and called in outside auditors and attorneys to investigate. It also moved up the starting date for its new chief financial officer, who was supposed to take over in December but who now is starting immediately. We asked our crisis and reputation experts if the actions taken by Chief Executive Dave Lewis—who assumed the top job just last month—are sufficient to quell the negative publicity.
Davia Temin, president and CEO, Temin and Co.: “When companies are this troubled, new issues keep bubbling up, as this latest one seemingly did. And that is in direct conflict with crisis management rule 101–get all of the bad news out right away, don’t let it trickle out–so that once it is all in the open, you can focus on the fixes.
“What is at issue, of course, is trust. The trust of investors, employees, and the public has been breached multiple times, and it will take more than assurances to rebuild that trust. Mounting an internal investigation is a start, but those investigations by lawyers and accounting firms are often ‘managed’ publicly and investors and the public know it. Therefore it will take an extraordinary leap of transparency to get all the bad news out there–the full findings of professional investigators–and then to radically clean house. The new CEO and CFO need to leave nothing buried, and to rebuild the strategy and team from the ground up.
“Will this be enough to win back investors, employees, customers? The jury is out. But no one has tolerance any more for repeated errors in judgment, strategy and fiduciary responsibility. Fairly or unfairly, in this environment, the new management team has about a month to move quickly and prove their power to right this ship.”
To read the full article, CLICK HERE.
“Crisis of the Week: How Well Did Tesco Account for Itself?”
“When companies are this troubled, new issues keep bubbling up, as this latest one seemingly did. And that is in direct conflict with crisis management rule 101–get all of the bad news out right away, don’t let it trickle out–so that once it is all in the open, you can focus on the fixes.” — The Wall Street Journal’s Risk & Compliance Journal […read more]
White Papers
“Reputation Matters” White Papers
Temin and Company’s “Reputation Matters” White Papers seek to offer deeper insight on a wide range of topics we help clients address, from marketing and social media strategy, to how best to prepare for a crisis before it happens, to handling a crisis once it has occurred. We hope you find these pieces proactive and helpful, and would appreciate your feedback.
“How the Reputation Risk of #MeToo is Forcing Businesses to Reevaluate Their Corporate Culture” —
Real #MeToo incidents in the workplace aren’t happening in a vacuum. Whether they are the most egregious examples of sexual harassment and abuse, or more subtle acts of unconscious bias, they all happen within a culture that somehow sanctions them.
That is why the reputational risks of #MeToo (we calculate that since the first Bill Cosby trial, over 670 high-profile public figures have been accused of sexual improprieties), as well as escalating global calls for gender equity, are sparking a whole new examination of corporate and organizational culture.
What elements of culture enable abuse, or create a toxic work environment, and what elements preclude them?
“A 15-Point Plan for Boards and CEOs to Eradicate Sexual Harassment in Their Organizations” —
As organizations wait for the next wave in the tsunami of sexual abuse charges that is rocking American business, board directors and C-suite executives are fixated not only on understanding their risk exposure, but on what they can do to get ahead of the issue.
Decades of sexual misbehavior in the workplace are coming to the fore with fearsome velocity. No organization can feel immune, as long-buried cases are being revived alongside current ones. And while corporate directors and CEOs, as well as nonprofit and education leaders, may be hoping for absolution, or that the waves will miss them, deep down they fear they will not.
The only solution – and the right solution of course – is for leaders of all stripes to seriously take up the challenge of quashing sexual harassment in their workplaces for good.
“What They’re Saying About You When You’re Not In The Room — And What You Can Do To Influence It” —
The biggest decisions about your career are often made when you’re not in the room.
Whether it’s a decision about if you’ll be hired, promoted or fired; whether you are put forth by a headhunter to a selection committee and then asked to join a corporate board or become a university trustee; whether you make managing director or are passed over; are awarded tenure; or offered the CEO slot, your professional fate is often determined in closed rooms where people are talking about – and evaluating – you, without the benefit of your input.
When you are not in the room, discussions most often center around performance, potential, leadership ability, flaws and the all-important, if fuzzy, concept of “fit.”
While each talent review or selection committee may look for slightly different attributes, these discussions include at least five different kinds of input: 1) Your reputation; 2) Your “presence”; 3) Your track record; 4) The comments of those who support you and those who do not; and 5) The direct impressions you have made on the decision-makers in the room, in interviews, conversations, or other interactions.
But even taking into consideration all of these data points, the decisions are not always logical. So, what else can you do – in the present – to influence how you are evaluated by those in control of your professional career? These eight strategies may help you get others to see you, and judge you, in the ways you would wish.
“You Have 15 Minutes to Respond to a Crisis: A Checklist of Dos and Don’ts” —
When a crisis hits, how you respond in the first 15 minutes can make or break your organization – and your reputation.
While we all know that crisis management training is critical for leaders and boards today, much of it still tends to be shopworn, focusing on the lessons of yesterday. The new climate of ultra urgency is rarely emphasized sufficiently.
Yet we have found that in those first 15 minutes of a crisis your response must be exactly the right message, delivered in exactly the right words, to the right audiences, in just the right way – or you will have to deal with your mistakes for days, weeks, even months to come.
Immediate response and indelible accountability – that’s a tall order for any leader.
“Cybercrime is Rewriting the Rules of Crisis Management” —
Cybercrime represents a whole new order of magnitude of crisis for every organization and industry around the world. No company large or small, no bank or financial institution, hospital, insurer, university, nonprofit or government is immune.
Now that cybercrime is such big business, organized crime, global governments, and loose confederations of hacktivists attack organizations relentlessly to take over customers’ identities, finances, smart homes, cars, insurance benefits, tax returns, electrical and water supply, lives.
Stolen data is being sold not only on the dark web, but on YouTube. And everyone knows this is only the beginning. Identity will be compromised in the future in ways that neither the black nor white hats can even imagine today, using stolen retinal scans, fingerprints, fMRIs and, who knows, possibly even brain waves.
Most of the ways organizations have successfully handled crises up until now simply do not work anymore. Cybercrime is literally rewriting the crisis management rule book.
“Resilience: New Research Helps Us Bounce Back Quicker, Better from Life’s Trials and Tragedies” —
Resilience is a concept that exists in almost every culture around the world: the ability to bounce back from adversity, from whatever setbacks life deals you, in order to come back and conquer another day.
From Ernest Hemingway in A Farewell to Arms: “The world breaks everyone, and afterwards many are strong in the broken places”…
…To the concept of the Refiner’s Fire invoked by author Mark Helprin: being forged by walking through fire, and coming out finer, stronger, better, and more indomitable…
…To the Japanese Daruma doll, a version of the Buddha with no arms or legs, so he can always snap back from setbacks – “Seven times down; eight times up”…
Resilience has been the Holy Grail for those individuals or organizations that have gone through crisis and adversity and want, literally, to “get their lives back.”
But while it has always been known that some people, and some organizations, recover better than others, new brain and behavioral research is now shedding light on why. Even better, it is showing that we can cultivate resilience in ourselves before we even need it.
“Crisis Management in Food Retail” —
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 five 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 hightech 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.
Creating a comprehensive crisis preparation plan, correctly managing the event itself, and recovering in the right way can help to protect your brand as well as your organization.
Employees can be both brand ambassadors and brand detractors. They can also be an organization’s most important co-branding
opportunity over corporate social media.
Corporate co-branding and cross-branding have long been marketing staples: companies co-brand with one another; for-profits co-brand with non-profits; and all of the above co-brand with movies, music, and sports.
But, in this ever-evolving world of social media – where almost everyone is thinking about how to “brand” himself or herself personally on the web – organizations can leverage that trend into their biggest co-branding opportunity of all. In other words, since there is no stopping the personal branding efforts of employees on social media, organizations can adapt to thrive.
“Women and Power: Seven Ways Successful Women Survive” —
Two steps forward, one step back; one step forward, two steps back: for many women who have ascended the rungs of the financial industry, it seems that our progress has stalled out since 2008, despite making undeniable strides over the prior three decades. Absolute numbers have not moved or have gone backwards, doors continue to revolve, and we seem to be discussing the same issues publicly over and over again, while more compelling issues are left unaddressed.
But evolving research is shedding new light on power, gender differences regarding the use of power, and how powerful women can succeed in complex organizations.
Some of these insights are not positive or politically correct, but they do help explain gender gaps in finance and other industries.
“Reputation Agenda for Directors: A 20-Point Plan for Boards to Address Reputational Risk” —
Reputation is a hard concept to circle, especially at the governance level.
Some try to quantify it by share price, business process metrics, or a complex algorithm of risk factors. Others equate it directly to brand equity. Still others, to fulfilling a social contract of trust with the public. And on Wall Street trading floors, traders will often yell out, at the beginning of a trade, “What kind of a name does it have?” as a way of encapsulating a company’s gestalt – the conventional wisdom of just how investible it is.
But no matter how you define it, corporate reputation has become one of the biggest, albeit intangible, assets or liabilities a company has, and thus an important consideration for the board of directors.
Customers buy; new employees join; vendors extend credit; shareholders are influenced; potential partners commit; referrers recommend; goodwill is extended in crisis; legislators demand testimony; and regulators pounce on an organization, its products and services, based upon its reputation.
Even Alan Greenspan has been quoted as saying that “In a market system based on trust, reputation has a significant economic value.”
Or, as Warren Buffet has said – “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”
So, how should corporate board members “think about” it? How should they monitor, assess and govern corporate reputation? Even more, how do corporate boards create their companies’ reputation?
We would like to submit that corporate boards are indeed an important engine of reputation, not just its monitors.
“College and University Crisis Watchlist” —
Colleges and universities have come under enormous pressure and scrutiny over the past few years due to issues ranging from campus shootings, to violence against women, to divestment, to race relations, to data breaches. And it doesn’t appear as if these issues will abate any time soon. In fact, it’s likely pressure will continue to mount.
Temin and Company has significant experience with almost every kind of crisis situation in higher education, and we are committed to helping colleges and universities weather the inevitable challenges that come their way.
In order to prepare college and university Presidents, Chancellors, Trustees, and their staffs, we have developed a “College and University Crisis Watchlist” of thirteen of the most volatile issues – both nascent and continuing – on campuses nationwide
“What Boards Must Know About Social Media” —
In this age of social media, companies of all kinds find themselves at the end of the “command and control” model of leadership. Top-down communications, including those from the C-suite and the boardroom, have lost their primacy.
Today, with blogs, vlogs, podcasts, Twitter, Facebook, YouTube, Tumblr, Instagram, and social media of all kinds, everyone has a voice. More to the point, anyone can move markets if his or her voice catches on with the public.
Employees have a voice—including the employee that management fired yesterday. Your “likers” have a voice; your dislikers have a voice too (including all of the “I hate xx company” websites, and Facebook-facilitated boycotts). Your competitors have a voice, your shareholders have a voice, and you, as board members, have a voice as well. However, amid the cacophony, it is now exponentially more difficult to make the messages you and your company wish to convey heard.
Especially for the board, knowing how to communicate in social media (and when it is or is not appropriate) is crucial.
“The Role of Boards in Crisis: 10 Steps for Directors Before, During and After Crisis” —
We see it every day in our headlines: as crisis has become a new global norm, the board’s responsibility in crisis is changing rapidly.
No longer is plausible deniability acceptable, either for boards or for management. Corporate and nonprofit boards alike are expected to know of problems that are brewing deep within their organizations. And they are expected to act upon that knowledge swiftly.
The public, shareholders, and media are holding boards responsible for corporate missteps as never before, and therefore the role of governance leading up to, during, and after crisis is transforming as we speak.
So, what are boards to do in order to prepare for, possibly prevent, respond to, and recover from the inevitable crises that will befall their institutions? Based on our 25 years’ experience helping almost every kind of board imaginable through crisis, we have compiled a list of 10 steps for directors before, during and after crisis.
“10 Leadership Blind Spots That Can Trigger Business Crises in 2017” —
When you look closely at what triggers crises in organizations, you often see that there is a major leadership oversight or blind spot that has allowed the crisis to exist in the first place – and then grow, unrecognized, until it’s too late.
Just as many leaders want to be perceived as trustworthy in a rapidly changing environment, leaders themselves need to be aware of who and what they are trusting. Misplaced trust is a clear precursor to trouble.
As businesses look toward the coming year, we take a deeper dive into common crisis triggers, so that management teams and boards can recognize hidden risks and danger zones within their organizations.
“The 9 Worst Ways to Brand Yourself” —
Are you getting tired of all the content-less “content marketing” that pervades the internet in order to “brand” professionals as thought leaders? Most of the HR heads and CEOs we work with are.
They see this explosion of self-branding “lite” as insubstantial and overly self-promotional. And while the internet does afford everyone a platform to air their thoughts, when done poorly it can backfire and actually take away from your professional reputation and brand equity, instead of building it up.
True content marketing is leveraging the unique ideas, expertise, opinions, and insight of employees not for the employees’ sake, but to raise the reputation of their organizations.
It is possible for corporate or non-profit professionals to successfully position themselves in public as thought leaders, but not for everyone and not in the wrong ways.
So, to help you avoid some of the pitfalls of over-self-promotion and under-delivery, here is our list of the nine worst ways to brand yourself in 2017.
“Announcing CEO Illness: Best Practices from Buffett to Benmosche” —
Announcing a CEO’s illness is never easy. All sorts of public and private speculation can follow even the most carefully choreographed announcements. The situation is often complicated by the level of severity of the illness and the personal style of the CEO affected – and exacerbated by the very human fear we all experience in the face of catastrophic illness.
Must a CEO announce his or her health problems immediately? Is the health of the leader of a public company material information? How best should the information be announced, by the board, the CEO him- or herself, the interim CEO, or an institutional message?
The timing and tenor of announcements often are determined by the type of illness or condition; how much of a surprise it was; how badly the CEO is incapacitated; and the feasibility of treatment and recovery.
Companies must strike a complicated balance among issues of transparency, privacy, sensitivity to family requests, and disclosure imperatives when a CEO falls ill.
Featured
Featured
A continuation from the Temin and Company home page of articles and events that feature Temin team members.
“In NFL Probe, Even FBI Chiefs Risk ‘Motivated Blindness’” —
The National Football League’s decision to hire former FBI Director Robert Mueller to examine its handling of a player’s domestic violence case mimics companies such as General Motors Co. and BP Plc in hiring high-profile outsiders to blunt criticism by airing their dirty laundry. Corporations are caught between the dueling risks of doing nothing and facing criticism that they are tone-deaf to the public demand for information or having even worse offenses come to light that risk the financial future of the firm. “It’s always a challenge when you’re trying to shine bright lights on what’s going on in dark rooms,” said Davia Temin, head of the New York-based crisis management firm Temin & Co. “The question always is, how far does the public blood-letting go?” — Bloomberg […read more]
“Roger Goodell has gone to ground” —
Roger Goodell has disappeared. In the NFL’s hour of greatest need, its leader has decided to remain silent and invisible. His retreat from the public realm gives the impression of a boss who is not only inaccessible, but incapable. In times of crisis — and make no mistake, this is a crisis — leaders step forward. “There’s nothing worse than when it looks like you are being forced to act,” Temin says. “The really wise leader — to use an overused term — leans into it and takes what’s been given.” — ESPN […read more]
“How Entrepreneurship is Changing the Game for Women” —
Credit Suisse Prime Services and The Americas Women’s Network (AWN) hosted an exclusive breakfast panel on September 16th, in which Davia Temin was a panelist, to discuss how entrepreneurship is changing the game for women and how to leverage the Stiletto Network to gain success. The event was moderated by Pamela Ryckman, author of the nationwide acclaimed book, Stiletto Network.
“Today’s Professional Woman Report” —
On September 10th, Davia Temin joined panelists from Citi, LinkedIn and Davis Polk to respond to the results of the recent Citi/LinkedIn national survey which explored career and financial concerns for women in the workplace. The survey revealed a “career peak paradox,” which suggests that professionals believe success is a moving target. […read more]
“In wake of Target, Home Depot tight with info in breach response” —
Home Depot is being tight-lipped about its possible credit card breach, the opposite approach to the one Target Corp took nearly a year ago. In its minimalist communication strategy, Home Depot likely is drawing lessons from Target, avoiding an incremental approach that risks giving the impression that it does not have a complete grasp of the problem. “When you have criminal behavior, you don’t know right away what all the ramifications are,” said Davia Temin. “It’s really hard when you are trying to overcommunicate not to misstate reality.” — Reuters […read more]
“Building the Pipeline–Advancing Women in Financial Services to the Next Level” —
The Women’s Bond Club hosted a panel, sponsored jointly by Citi and EY, on September 8th, moderated by Davia Temin on “Building the Pipeline–Advancing Women in Financial Services to the Next Level.”
“Malala’s Wisdom: 14 Quotes From This Inspiring 17-Year-Old Leader” —
Malala Yousafzai, a role model for girls, women, boys and men, shared her inspirational story at the Hudson Union Society in August. “We must help girls fight all the obstacles in their lives, and stand up and speak bravely and overcome the fear they have in their hearts,” she said. — Forbes Reputation Matters […read more]
“Greek Recovery Spurred by Innovation and Entrepreneurship” —
Davia Temin shares her thoughts on Greece’s economic recovery. “Greece was the cradle of civilization once – today, I see that it’s on its way to becoming the cradle of entrepreneurship.” — ThinkAdvisor […read more]
“Target CEO Ouster Shows New Board Focus on Cyber Attacks” —
“This is a sea change, right here, right now,” said Davia Temin. “The risk now goes right smack to the CEO and to the board.” — Bloomberg […read more]
“U.S. Department of State Announces New York City Marketing and Reputation Strategist Davia Temin as Delegate to Greece” —
Davia Temin has been tapped by the U.S. Department of State to serve as a Delegate in the GEP’s Entrepreneurship Delegation to Greece.” — Press Release on Reuters […read more]
“GM Faces More Tests as Documents Show Culture of Denial” —
“Barra has to be ready for a marathon crisis and shouldn’t expect any relief, soon. What the CEO has to learn in a crisis of this magnitude is that it just keeps on coming, barrage after barrage. The best analogy is probably to war. People do win wars, but they also get battle fatigue.” — Bloomberg […read more]
“Barra’s review, from those who’ve been on hot seat” —
Davia Temin shares her thoughts on GM CEO Mary Barra’s handling of the crisis: “Unless you’ve been in front of Congress, you don’t now how grueling it can be… The most seasoned CEOs quake at something like this. In that light, I think she did a spectacular job.” — Crain’s Detroit Business […read more]
“Mary Barra’s Defining Moment: Can GM Become The Next Tylenol?” —
Only three months into her CEO stint at General Motors, Maria Barra’s defining issue has found her; and it is a crisis that she most certainly did not choose. — Forbes Reputation Matters […read more]
“Barra Seeks to Distance GM From Old Cost-First Culture” —
“It wasn’t surprising that lawmakers wanted to know how Barra was unaware of the safety issues. And that it’s the $1 billion question. Who did know? Who didn’t know?” — Bloomberg […read more]
“GM’s Barra Saying Sorry Seeks to Limit Fallout on Recall” —
“She doesn’t have to take the blame — she can be the fixer,” said Davia Temin. “Saying you’re sorry is the first 5 percent of it. She will be judged on how she handles the next 95 percent of it.” — Bloomberg […read more]
“The Crisis of Trust and Rebuilding Trust After Crisis” —
In this live broadcast, Davia Temin and Charlie Green discussed reputation and trust, disaster recovery and disaster prevention, crisis response and the crisis of trust. — Trust Across America […read more]
“Target CEO opens up about data breach” —
Davia Temin weighs in on Target CEO Gregg Steinhafel’s interview with CNBC in which he discusses the massive security breach that happened last December. “He stayed on message, he took responsibility, he said he was sorry, he said they would make it right, he lauded his team, he repeated his message over and over and over again. That’s the playbook.” — The Washington Post […read more]
“Target’s Worst PR Nightmare: 7 Lessons From Target’s Well-Meant But Flawed Crisis Response” —
Target has become the newest case of how not to respond in a crisis. — Forbes Reputation Matters […read more]
“Don’t Kill Off Your Website — Use It As The Hub For Your Social Media Presence: #6 Of ’10 More Don’ts Of Corporate Social Media'” —
There aren’t many places left where organizations can have total control over what is said about them. But corporate websites can still provide a center of control, continuity and clarity of message. — Forbes Reputation Matters. […read more]
“Corporate Social Media Savvy: Temin And Company Launches Series Of ’10 MORE Don’ts Of Corporate Social Media’ On Forbes.com” —
“All corporations, organizations, CEOs and boards I know are struggling to define their optimal presence on social media,” says Davia Temin. Each article in this series answers the question, “How do organizations think about communicating to the public now that the public communicates back?” from a different focus. […read more]
“Don’t Think You’re Anonymous – Unless You’re Really Anonymous: #4 Of ’10 More Don’ts Of Corporate Social Media'” —
We all suspect that there is almost no such thing as privacy anymore, or real anonymity on the Internet. What does this mean for corporations and other organizations? — Forbes Reputation Matters […read more]
“Don’t Waste Your Time(line) – Maximizing Your Own Viral Potential For Thought Leadership: #3 Of ’10 More Don’ts Of Corporate Social Media'” —
Social media’s increasing influence is changing the entire game, compelling profound changes in content and sharing. — Forbes Reputation Matters […read more]
“Don’t Confuse ‘Thought Leadership’ With ‘Branded Content’ or ‘Native Advertising’: #2 Of ’10 More Don’ts Of Corporate Social Media'” —
Is the content your company produces, and posts on social media, thought leadership, branded content, content marketing or native advertising? It is getting awfully hard for the public – and even some marketers – to tell the difference. — Forbes Reputation Matters […read more]
“Don’t Ignore Your Best Co-Branding Opportunity – Your Employees: #1 Of ’10 More Don’ts Of Corporate Social Media'” —
We all know employees can be both brand ambassadors and brand detractors. But what we haven’t wrapped our heads around is that they are also our most important co-branding opportunity. — Forbes Reputation Matters […read more]
“Introducing ’10 More Don’ts Of Corporate Social Media'” —
In this new series by Davia Temin and Ian Anderson on what not to do in order to make the very best of corporate social media, they tackle a whole new set of issues – from co-branding to content, from anonymity to advertising, and from websites to worlds full of many Davids taking aim at the Goliaths. — Forbes Reputation Matters […read more]
“The $8 Trillion Voice of WomenCorporateDirectors” —
This infographic demonstrates the powerful influence of WCD as the organization attracts new members each day and opens new chapters around the world each month. — WCD Infographic […read more]
“Should Hedge Funds Advertise?” —
New Law Lifts 80-Year Ad Ban for Hedge Funds, Private Equity Funds and Venture Capital Funds – But Will It Help Repair Public Image/Reputations? — HedgeWeek […read more]
“How NOT To Handle A Crisis: XO Communications’ Monumental Fail” —
How XO Communications is breaking every crisis management rule in the book. — Forbes Reputation Matters […read more]
“Getting Out Of The Heat: 10 Ways For Leaders To Deal With An Angry Public” —
Ten crisis tips on how to deal with an angry public. — Forbes Reputation Matters […read more]
“Your Foundation in Crisis: Will You Be Ready?” —
Davia Temin writes about the recent “crisis case” seminar she led for foundation executives. — Philanthropy New York […read more]
“Boards Coming Up Short on Crisis Management” —
Corporate boards are facing crises of a magnitude never before seen, with even the most experienced board directors finding themselves ill-prepared for crisis. Davia Temin – along with co-author Marcy Syms, former CEO of Syms Corporation – outline several steps boards can take to set the right tone for management and help mitigate risk when crisis hits. — Financial Times’ Agenda […read more]
“The IRS Crisis” —
Davia Temin speaks about the damage to the IRS’ reputation, and what it can do to repair its image over time on Federal News Radio’s The Federal Drive hosted by Tom Temin and Emily Kopp. — Federal News Radio […read more]
“How A CEO Can Wreck A Brand In One Interview: Lessons From Abercrombie & Fitch Vs. Dove” —
The power of a CEO to make – or break – a brand can never be overestimated – even in an interview that took place 7 years ago. That is just what has happened in the case of Abercrombie & Fitch. — Forbes Reputation Matters […read more]
“Trust Across America Names Top 100 Thought Leaders” —
Trust Across America named Davia Temin a Top 100 Thought Leader in Trustworthy Business Behavior for “an extensive and positive contribution to building trust in business.” — Trust Across America Press Release […read more]
“Reputation Trumps All — Define Your Brand and Live It in the New Year, and Beyond” —
Suggestions for how to start the New Year off right. — Forbes Reputation Matters […read more]
“10 Tips to Manage Crisis” —
In this interview, Davia Temin shares 10 tips to manage crisis. — WCBS Radio […read more]
“What Directors Need to Know About Reputational Risk” —
How should directors and boards approach the touchy topic of reputational risk, what should they look out for, and how they should handle its aftermath, if necessary? Boards can’t prevent outright fraud in every case, but are there processes or actions directors can rely on to minimize damage to reputational risk? In this webinar, Bob Holland, Sarah Stewart and Davia Temin discuss these questions for board members and more. — Directors & Boards […read more]
“How CEOs and Boards Should Handle Crisis” —
Davia Temin offered her thoughts in this interview on how boards should handle crisis. — WCBS Radio […read more]
Condi Rice on her friendship with Apple’s HR chief
Michal Lev-Ram, Fortune, September 26, 2014
Condoleezza Rice, the former U.S. Secretary of State, is staying mum on whether or not she’d seriously consider taking on the top job at the troubled National Football League. But she had plenty to say about Denise Young Smith, her long-time friend and the Apple exec recently profiled in Fortune’s Most Powerful Women issue. […read more]
Three Questions with the CEO of D-Wave
Tom Simonite, MIT Technology Review, September 26, 2014
The CEO of quantum computing startup D-Wave, Vern Brownell, says its machines are helping companies analyze Wall Street data and search for new cancer drugs. […read more]
Signaling Post-Snowden Era, New iPhone Locks Out N.S.A.
David E. Sanger and Brian X. Chen, The New York Times, September 26, 2014
The National Security Agency and the nation’s law enforcement agencies are concerned that Apple’s new iPhone 6 smartphone is the first of a post-Snowden generation of equipment that will disrupt their investigative abilities. The phone encrypts emails, photos and contacts based on a complex mathematical algorithm that uses a code created by, and unique to, the phone’s user — and that Apple says it will not possess. […read more]
For a New Way to Manage Risk, Look to the Past
Gretchen Gavett, “The Shortlist,” HBR Blog Network, September 26, 2014
This final edition of “The Shortlist” – which shares the articles HBR Blog Network’s editors have found to be important, controversial, useful, and sometimes downright entertaining – highlights five articles that offer guidance on how to manage risk: NPR’s “Ebola Battlers Can Learn from Venice’s Response to Black Death,” Knowledge@Wharton’s “When Fewer Choices Are Worth More,” The New Yorker’s “The Solace of Oblivion,” New York Times Magazine’s “Larry Ellison Bought an Island in Hawaii. Now What?” and Bloomberg View’s “Occupational Hazards of Working on Wall Street.” […read more]
The Psychology of Cryptomnesia: How We Unconsciously Plagiarize Existing Ideas
Maria Popova, Brain Pickings, September 26, 2014
This article’s author discusses the ideas presented in cognitive psychologist Ronald T. Kellogg’s out-of-print novel The Psychology of Writing which exampines how cryptomnesia – “the belief that a thought is novel when in fact it is a memory” – arises and why it is important. […read more]
In NFL Probe, Even FBI Chiefs Risk ‘Motivated Blindness’
Jeff Green, Bloomberg, September 24, 2014
It’s becoming a time-worn script. Company gets in trouble. Public gets upset. Company hires former head of three-letter agency or former prosecutor to get to the bottom of said trouble in thick report. Public forgives.
The National Football League’s decision to hire former FBI Director Robert Mueller to examine its handling of a player’s domestic violence case mimics companies such as General Motors Co. and BP Plc in hiring high-profile outsiders to blunt criticism by airing their dirty laundry. Demand for such investigations has spawned a multi-million business as 55 percent of companies last year said they had at least one internal investigation requiring the assistance of outside counsel, according to an April report on litigation trends by Norton Rose Fulbright.
The question is how impartial these investigation can really be — or, more broadly, how much truth do they want to find?
“It’s always a challenge when you’re trying to shine bright lights on what’s going on in dark rooms,” said Davia Temin, head of the New York-based crisis management firm Temin & Co. “The question always is, how far does the public blood-letting go?” […read more]