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.
Stop Believing that Everything Is Urgent
“The Management Tip,” Harvard Business Review, April 8, 2014
In an ever-accelerating business culture, where smaller teams are taking on increasing workloads, it’s impossible to get everything done as fast as we’d like. This article suggests that figuring out the difference between trifles and true priorities and responding accordingly will help create the bandwidth you need to tackle those truly urgent projects. […read more]
Barra’s review, from those who’ve been on hot seat
Amy Haimerl, Crain’s Detroit Business, April 6, 2014
As General Motors Co. CEO Mary Barra faced congressional panels last week, she may well have felt like it was a firing squad.
The members of the House Energy and Commerce Committee‘s oversight panel grilled her, demanding answers — now! — about why it took the automaker more than a decade to recall 2.6 million vehicles over a faulty ignition switch that has been linked to 13 deaths.
“Unless you’ve been in front of Congress, you don’t now how grueling it can be,” said Davia Temin, who owns New York City-based crisis management firm Temin and Co. Inc. “It is a spectacle beyond all spectacles. You might as well be in a Roman coliseum.” […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]
Poll Results: Should Banks Monitor Social Media Sites?
“Bank Technology News,” American Banker, April 4, 2014
The poll results are in, responding to the question of whether banks should adopt a Wells Fargo-style “war room” strategy of monitoring and responding to social media. […read more]
Barra Seeks to Distance GM From Old Cost-First Culture
Tim Higgins, Jeff Green and Jeff Plungis, Bloomberg, April 2, 2014
General Motors Co. Chief Executive Officer Mary Barra pushed yesterday to separate herself from an old GM that weighed the costs of improved safety, insisting she’s the face of a new GM that puts customers first.
In more than two hours of testimony that was long on apologies and short on detailed answers, Barra assured members of the House Energy and Commerce Committee she’d find out why the automaker took more than a decade to recall 2.6 million cars for faulty ignition switches linked to 13 deaths.
Davia Temin is quoted regarding Barra’s lack of awareness of the safety issues. […read more]
How Much Board Turnover Is Best?
George M. Anderson and David Chun, Harvard Business Review, April 2014
Some criticize boards for leaving the evolution of their composition to chance, allowing director retirements to dictate the pace of change. Support for annual director elections and for increased transparency around director nominations suggests that some shareholders would like to see more turnover. Is there evidence that companies and shareholders actually benefit when boards add fresh blood? If so, how much change is desirable? The analysis done by this article’s authors to find answers to these questions has revealed some intriguing patterns. […read more]
Mary Barra’s Defining Moment: Can GM Become The Next Tylenol?
Leadership, “Reputation Matters” Forbes, April 2, 2014
Leaders rarely get to choose their defining moments. The issues that will eventually define their reputations are most often thrust upon them…and usually those issues are far, far different from what the leaders would have chosen if it were up to them.
And so it is with Mary Barra. Only three months into her CEO stint at General Motors, her defining issue has found her; and it is a crisis that she most certainly did not choose.
When departing CEO Dan Akerson announced why he had recommended Ms. Barra for CEO, he said that she had an uncanny ability to “make order out of chaos.” Today we surely wonder if he had any inkling of just how much chaos there would be in her first 100 days. Let’s hope he did not. […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]
Who Can You Trust?
David DeSteno, Harvard Business Review, March 2014
Success in business unquestionably requires some willingness to cooperate with and have faith in others. The question is, how much faith and in whom? This article draws on emerging research to show how trustworthiness works and offers four points to keep in mind the next time you’re deciding whether or not to do business with a new partner. […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]