Leadership, “Reputation Matters,” Forbes, April 3, 2020

In wartime they call it the fog of war.

In crisis I call it the fog of crisis — but what it really amounts to is chaos.

So as we’re surrounded by a deteriorating civic infrastructure and national political response; as our lives and businesses are put on indefinite hold; as working indefinitely from home becomes untenable in many situations and organizations; as family pressures or the pain of isolation mount when we’re all sequestered at home; as joblessness careens; as the products we need the most – in hospitals and in our own lives – continue to be unavailable; and as more people get sick and die (this time, who we know) — the result is the fog of the coronavirus crisis.

It’s murky, dense and difficult to navigate. And it probably will exceed most of our abilities to cope at one time or another.

Chaos Rules

So, here are 8 ways that might help you get through it… [read more]

Leadership, “Reputation Matters,” Forbes, March 27, 2020

As we balance on the cusp between global crisis and total chaos — and we could make the jump into full-bore chaos at any moment — it is time to explore the difference between the two.

It also is time to talk about how the rules for handling chaos differ substantially from those that govern crisis response. Because if we cling to crisis management rules in order to address chaos, it will be as ineffective as if we treat coronavirus the same way we treat the common cold. […read more]

Leadership, “Reputation Matters,” Forbes, March 4, 2020

As we enter the first full week of the global pandemic and crashing financial markets, we are all looking for who to listen to, and who to believe.

We’re looking for a trusted voice in the storm to help guide us, one that can steer us toward the truth as it unfolds, and away from lies and misstatements, be they well-meaning or malicious. This is the leaders’s task — to provide that “True North” to employees, community, customers, investors, and stakeholders.

But this is an almost impossible task in such a topsy-turvy landscape, where it can be impossible to distinguish sky from ground.

Sequestered — quarantined by choice or fiat, or simply avoiding exposure by working from home — our choices for who to listen to have changed. No more can we comfortably sit across from our boss in a group meeting and use all of our senses to tell whether he or she is telling us the whole truth. Working remotely, half of the sensors we are used to using are missing.

And while we’re incredibly lucky to have video and teleconferences, podcasts and webinars, live streaming, virtual chat rooms, and virtual galas, salons, board meetings and policy meetings — still that personal touch is missing, and with it many of the clues we use to determine integrity and truthfulness.

So who do we trust? And how can leaders establish trust? […read more]

Leadership, “Reputation Matters,” Forbes, March 4, 2020

So, it’s here. We now have a public healthcare crisis in front of us that is already disrupting global markets, businesses, and lives, and has the potential to do much more damage. Or not, depending upon who you are, and what and who you believe.

Just as with the climate crisis, while the facts are the facts, how we respond to the COVID-19 crisis says more about who we are, and how we lead, than it does about the crisis itself.

So, it’s probably a good time to begin recasting more generic crisis management rules into a specific set of rules for our current challenge. Whether the current Coronavirus crisis is ever dubbed a pandemic or not, we surely need to develop some advanced thinking on how to deal with it.

Following is a new set of 8 pandemic ‘best practices,’ for your consideration. […read more]

Leadership, “Reputation Matters,” Forbes, April 7, 2019

It’s easy to be a Monday morning quarterback, especially for huge companies facing huge problems. But too many companies, like Wells Fargo and Boeing, are getting it all wrong time and time again.

The stakes for their failure – doing the wrong things in crisis and not understanding why – are too high. And consumers, investors, partners, and stakeholders are suffering the consequences. Why the blind spots? Why the inability to get it right when crisis hits?

Why Companies Are Getting Crisis Response So Wrong

The core reason that so many big companies, who should know better, fail in crisis is because the best crisis management is counter-intuitive, sometimes even illogical, and they absolutely do not understand that.

So they listen to the wrong people, consider only partially the impact and ramifications of their actions, ignore emotion or the zeitgeist of the moment, reflexively make the wrong decisions, dig themselves into holes, and then are loathe or incapable of digging themselves out again. […read more]

Leadership, “Reputation Matters,” Forbes, November 30, 2018

Not everything that Facebook has done lately is wrong. So, let’s try to sort out the prudent from the feckless before we all jump on the “kill Facebook” bandwagon. Due Diligence vs. Opposition (Oppo) Research Organizations commission in-depth research on their competitors and perceived adversaries all the time: it’s called due diligence. In fact, it could be argued that a company or non-profit is not doing their job if they don’t seek to understand deeply those who invest in them, comment on them, compliment them, and criticize them. That is simply looking for more information, motives, ulterior motives, and doing the proper due diligence that their stockholders and stakeholders would expect them to do. Good strategy would dictate that they can not be expected to fly blind in a firestorm, if they can help it. On this level, there is absolutely nothing wrong — in my opinion as someone who has been active in creating public strategies for private and public organizations for a long time — with Facebook’s commissioning “oppo” research into George Soros after he excoriated tech companies at Davos. You know what: every good professional would, or should have, done the same thing. […read more]