How to Turn a PR Disaster into a PR Victory

Group of people talking together

 

You’ve heard of the NIMBY syndrome, Not in My Back Yard. It’s never pleasant when its symptoms are first detected and it’s usually around the building of new housing that might include public housing units, or a home for the mentally challenged, a halfway house or something similar. There are plenty of examples in any city and you don’t have to look far to find them getting voted up or (usually) down.

NIMBYism showed up like the angry mob in the name your favorite angry mob-Frankenstein-like-movie-here when a client wanted to tear down a butt-ugly old and long-unoccupied bank building and build a mixed use structure that included several public housing apartments and revitalize the rest of the block with new a retail space. Said client contacted their media consultant late in the game, as they were preparing to attend their first big public meeting about the project. (As a closet screenwriter, I would offer that given the basic three-act structure of a good, well-built screenplay, we were already in the early stages of Act III and things did not look good for the home team.)

The mob had been whipped into a near frenzy about the project, with circulating flyers containing a lot of distortions and stinging calls going out to people with rant-slanted talking points and other tactics — not unlike those we’ve sadly seen slithering through the electoral process these many years. The Mob Whipper Upper (MWU) was a seasoned lobbyist at the state legislature who also had property adjacent to the site. Man, the MWU wuz good! Even one of my best friends in that ‘hood was opposed to the project based solely on the garbage put in front of him.

The big meeting featured 300-400 people from several nearby neighborhoods in a crowded church community room, and was run by a neutral third party, the League of Women Voters, who had their hands full. It was a total failure in terms of trying to win over people with our own hastily prepared materials that relied on the facts, who the owners were, and how the neighborhood would actually be better — cosmetically if nothing else — once the block was rehabbed (a city councilman who later toured the site even called it “really distressed real estate” and couldn’t see what all the fuss was about).

Nonetheless, after that first big meeting, the owners felt forced to scale back the scope of the project to just include the mixed-use building. Still, hot heads were still overheating and the MWU looked positively triumphant, as if nothing could stop the sweep of the ugly sentiment that had been purposefully generated.

The next meeting, a smaller one with the immediate neighborhood group where the new building was being proposed, also featured the city council rep from that district. Afterwards with the owners and architect and moi, who had yet to be introduced to the good gentleman, the councilman exclaimed, “This project is a PR disaster.”

“You got that right, Councilman,” I said, introducing myself as the guy in charge of the said miasma. “But we are just getting started.” He wished us well with a look that screamed, “Please don’t be seen with me in public again.”

Fast forward two months down the long and winding road: The Zoning Commission approved the project and it went forward as the NIMBY outrage faded to black once the facts got out and the public process played out. Today, the butt-ugly building is long gone. The now-attractive building has a nice real estate operation on the first floor and the apartments are all rented. The rest of the buildings on the block still look like crap, but their tawdry look just makes the new place shine so much brighter.

Here’s what we did to turn this Hindenburg flame-out into a fairly standard Space Shuttle Lift-Off — and you can do it, too:

1) We met with the editorial writers of the daily and community papers and put the facts on the table, defending the project against the MWU allegations and stressing the fact that the owners and architect all lived in the neighborhood.

Both papers’ editorial boards came out in favor of the project for all the right reasons.

2) We lined up some key interviews on public radio and a couple of commercial stations. During the public radio interview with the MWU, wherein MWU was asked about NIMBYism, the interviewer offered enough rope and MWU took it like a lunk-headed fish chasing after and biting a fancy lure. Hook!

3) We contacted daily and community reporters to cover subsequent meetings, which did not play that well in the press for the angry mob, and it quickly grew thinner and less vociferous as the drama came to a conclusion.

4) We sent out a simple direct mail piece asking people to call local government and support the project, offering the talking points that we used in our media materials.

5) The owners met with people willing to talk with them around the neighborhood. One of them, who really knew her away around the housing bureacracy and city hall, worked all her contacts and sent them our background materials when requested. In short, the client made nice ‘cuz that’s who they were.

And that’s how a PR disaster morphed into a PR triumph, which was a win ultimately for all parties, even the ones who once opposed it.

“All’s well that ends well,” the poet says (and it’s easy for him to say, he didn’t fight battle).

“Roll the credits,” adds the closet screenwriter (including the line, “No MWUs were harmed during the writing of this blog”).

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For more resources, see the Library topic Public and Media Relations.

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Martin Keller runs Media Savant Communications Co., a Public Relations and Media Communications consulting company based in the Twin Cities. Keller has helped move client stories to media that includes The New York Times, Larry King, The CBS Evening News with Katie Couric, plus many other magazines, newspapers, trade journals and other media outlets. Contact him at mkeller@mediasavantcom.com, or 612-729-8585

Case Against Business Planning

Group of smileys drawn on a white paper

One of the hallmarks of good business planning is being open to disconfirming information. Now let’s apply that principle to the decision on whether to do business planning itself. We think it’s a good idea, but maybe we’re wrong. Maybe it’s OK to do what most business owners do all the time: just wing it, and then make adjustments as you go.

So what are the arguments against business plans?

First, let’s be honest, they’re works of fiction, predicting a future that refuses to cooperate. Admit that you have very little idea what your business will look like in a few years. Move on to the next thing on your to-do list.

Secondly, a comprehensive plan won’t help you raise money. Investors won’t read it. A few pages, sure, if you’re lucky. If you have any chance of getting startup funding – and very, very few businesses do – then it’s the strength of your idea, relationships, and track record that will wow them. Not 37 pages of dense text and hockey stick projections.

Finally, stuff happens, and success will depend on how you respond, not what you’ve written down. Business plans don’t succeed; people do.

So should you go through a business planning process? I think the answer is still yes. It forces your management team to get clarity and agreement on purpose, approach, priorities, and information gaps. That’s useful even if most of its assumptions prove to be incorrect. Even if it doesn’t help you raise any money. In contrast, the wing it model is a bit like heading on a trip without a destination, let alone directions. A good business plan provides you with a decent map with a big X on it. That will help focus your efforts on what you need to do to get there. And how you will adapt when you hit those inevitable obstacles. Do “just enough” planning to serve your purpose, but don’t skip it entirely.

Find your X on the map and head there.

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For more resources, see our Library topic Business Planning.

F is for Fun

Two yellow happy emojis

Fun at work can take many forms depending on the organization and the individual. Take my husband and me for example. This week we both had fun at work.

Outward Fun

His fun came through a quality and teambuilding conference he attended. One evening after dinner together they all went go-cart racing. He had a blast trying to defend his winning title from last year. While his fun at work was more outwardly visible – people having a good time by laughing, joking and playing together – my fun was more of what I would describe inward fun. Both ways are about feeling good!

Inward Fun

Usually when it’s nap or quiet time with my boys, I rush to the computer to get work done. This morning I decided to have fun at work. My son Garrett fell asleep in the car and instead of getting out of the car myself when I arrived home, I stayed in the car. I rolled open my sun roof to enjoy the warmth of the sun on this beautiful Minnesota summer day. I reclined my chair, shut my eyes and listened to the wisdom of one of my favorite spiritual teachers, Dr. Wayne Dwyer. I had so much fun just “being” and soaking in all the light and enlightenment into my soul. When Garrett woke up we proceeded to cool off in the backyard swinging together in the hammock. On the hammock I felt great as I reflected on all the things I was grateful for my life, smiled at my son and wrote this entry in my mind. This is the kind of work is fun to me!

Fun becomes world famous

An organization that is world famous for having fun at work is Pike Place Fish Market in Seattle. How they became world famous was the intention to be and had fun living up to it along the way. On the road of becoming world famous, the fishmongers crated a philosophy to guide them. An important part of their philosophy is to “Play” and have a good time at work. A training video company filmed this amazing, high-energy and spirited workplace and called the video Fish. Since then their company culture has become a model for other organizations. Pike Place Fish is now used as a case study in business schools and universities. There are at least four books that have been published about Pike Place Fish, one an international best-seller. They are the subject of the best selling training videos and DVDs in the world.

Fun is the work

Leslie Yerkes, author of a couple of books about having fun at work, states that fun isn’t the prize at work, but is the work. “When fun is integrated with work instead of segmented from work, the resultant fusion creates energy; it cements relationships between coworkers and between workers and the company. When fun is integrated into work, it fosters creativity and results in improved performance.”

How will you infuse fun into your work?

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For more resources, see our Library topic Spirituality in the Workplace.

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Janae Bower is an inspirational speaker, award-winning author and training consultant. She founded Finding IT, a company that specializes in personal and professional development getting to the heart of what matters most.

Unleashing the Power of your Story-III

Plasma ball illustration

Premises that Shape Leadership Story Work

Stories and Story Work

This post is the third in a series about a breakthrough Leadership Coaching approach: Creating your Leadership Story. I have suggested that one of the most powerful ways for leaders to see how you lead, understand the reasons you lead as you do, and make significant improvements in your leadership effectiveness, is through understanding and learning to work with your deep systemic story. In the first two posts, I described the territory of stories and story work, outlined some of the key ideas that underlie the approach, and suggested ways you can begin to see your own story. In this post, I will describe the premises, or working hypotheses, that shape story coaching and mention how these premises can help guide you on your journey.

Premises Underlying Story Work

1. We each have a few core, systemic stories.

Your stories are deeply held, because you have been creating and living them out for a long time. They have identifiable plot lines and character structures, including the roles you tend to play. They are fully systemic in nature. Your core stories are systemic in that they reflect how you have learned to operate, survive, and be successful in systems. They are systemic in that they are about your relationships and interactions with other systems—key individuals, groups, and communities–and with other key forces at play in your life. One colleague suggested that we call them relationship stories.

2. We formed the basic structure of our stories—plot lines, character structure, and roles we tend to play—in the first system of which we were a part.

In that first system, which for most of you was your original family, you learned who you are, how to be, and how to behave in systems. Certainly, over your life you have, by living, embellished and expanded your story. But, you created the core plotline during your early experiences, and that core tends to remain relatively intact unless you do specific work to modify it.

3. Our systemic stories have a significant impact on our behavior in the present, especially as the stakes go up.

Your stories are not just about the past. They are part of who you are, today. (See last weeks post about reframing our model of time.) They form the lenses through which you see and interact with your world. And, the higher the stakes are for you, the more likely your systemic stories are to become engaged and play themselves out in your present day thoughts, feelings, and behavior.

Your stories are always operating to some degree. But, when the stakes are high, you tend to experience their impact much more clearly. Sometimes, in very high stakes situations, you may feel almost compelled to behave in certain ways, even though on some level you know those behaviors won’t get the results you want.

Usually, when you have this kind of experience, your deep systemic story has become fully engaged and is, metaphorically, “telling” you how to behave in order to protect yourself and deal effectively with real or imagined risks in situations you experience as high stakes.

4. Seeing your systemic story, being aware of how it influences your leadership behavior, and learning to work with it, is very high leverage for you as a leader.

You hold your stories very deeply, and you are sometimes so close to them that you can’t see them (like trying to see your own face without a mirror). But your deep stories do not have to be permanently embedded, invisible cages. In fact, they can become sources of energy and growth. You can learn to see your stories and how they both help and constrain you. As Peter Block once said, “The first step in getting out of the cage you are in is to see the cage you are in.”

And, you can learn to reframe your stories, see them anew, and use them as a source of wisdom about living in a complex world. Remember that these are the stories you have told yourself about your experiences, not just things that have happened to you. (See last week’s post about how we create our individual and social reality.) You are not a victim here. If you created the stories, you can change them. It is a learnable skill to see your story and reframe it–see it anew, as a source of grace, strength, forgiveness and wisdom rather than as a source of hurt and constraint. Then. you can modify the parts that hold you back and create a new leadership story that is more aligned with desired results and higher leadership performance.

Where do we go from here?

What you can do:

In earlier posts, I have suggested that you

  • Practice observing yourself doing what you are doing, particularly in important, high stakes situations. As David Kantor says, “learn to use 15% of your mind to observe yourself and let the other 85% deal with content.”
  • Learn to pay attention to your thoughts, feelings, and behaviors in these situations.
  • Then, ask yourself, “What is the story I am telling myself about this situation?” Notice the storyline that tends to emerge

Now, add to the above:

  • Ask “is this way of thinking, behaving, and feeling a new experience for me, or have I experienced it before? Most people respond to this question with an answer like, “Oh, I’ve always done that; I’ve always been this way.” If that is your answer, you can be almost certain that you are beginning to see the plotline of your deep story.

Next Post

As I have written these posts, I realize that I have talked mostly about the model, the ideas, and the frameworks we use in story work. I have not provided real examples of people’s stories, how the stories impact them, and how people have learned to see, reframe and change their stories. Providing examples is difficult to do without violating confidentiality, because most of the examples are from people I have worked with. In the next post, I will try to accomplish both—provide a few examples that stay true to the essence of the stories and also preserve confidentiality by fictionalizing the examples so that their sources remain anonymous.

Good journey, and to be continued….

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If you would like to learn more about story work and/or consider story coaching, feel free to call or email me at:

Steven P. Ober EdD
President: Chrysalis Executive Coaching & Consulting
Partner: Systems Perspectives, LLC
Office: PO Box 278, Oakham, MA 01068
Home: 278 Crocker Nye Rd., Oakham, MA 01068
O: 508.882.1025 M: 978.590.4219
Email: Steve@ChrysalisCoaching.org
www.ChrysalisCoaching.org
http://SystemsPerspectivesLLC.com

Steve is a senior executive coach and consultant. He has developed and successfully uses a powerful approach to leadership coaching, Creating your Leadership Story, which enables leaders to make deep, lasting improvements in their leadership effectives in short periods of time.

Six Steps for Getting National Media Coverage

Fingers climbing a step stairs

Guest post by Drew Gerber

PR expert Drew Gerber has insider advice for us – quite exciting for small business owners:

National Media Coverage

Getting national media coverage in top print, broadcast or online media can boost your business in ways it is hard to imagine.

A single placement in a glossy national magazine is worth tens of thousands of dollars, sometimes a lot more, and not just in the value of ad space in the publication. Getting covered by national media lends a level of credibility, prestige and buzz that money cannot buy.

Sales Skyrocket

At Wasabi Publicity Inc., we sent out a pitch that landed author Dr. Jill Murray on Dr. Phil’s TV show less than eight hours after she had signed up as a client. Within one week, that same pitch also got her coverage with CNN Weekend News, Issues with Jane Velez Mitchell, 20/20, syndicated radio shows, and several magazine articles. Sales rankings of Dr. Jill’s newest book “But He Never Hit M” shot up to number 16 on Amazon.com and number 23 on Barnes & Noble within hours of her Dr. Phil appearance (see the exact pitch at http://www.publicityresults.com).

Despite the enormous value of national publicity, many business owners and entrepreneurs don’t understand how to go about attracting the media’s attention. It’s not complicated if you follow six basic steps:

1. Brand Your Message

Be crystal clear about who you are, what makes you unique and why the media should care. Assure you have a consistent message by having all your press materials ready before the press calls. A great way to do this is to get an online press kit. We created a technology called PressKit 24/7 (http://www.presskit247.com) which allows people to create press kits simply and easily without any special technical knowledge. More than 90 percent of journalists prefer to get their information from the Web. Having an online press kit is crucial to giving them the facts they need to cover you, your product, service or business.

2. Develop Your Pitch

Pretend you are in an elevator with Oprah and have 30 seconds to tell her why she should have you on her show. Your pitch should be concise, reflect your passion and stress what makes you unique. As PR professionals we have found that short pitches are often more effective for getting the media’s attention than long press releases.

3. Find the Media

The Internet provides countless ways to research media that may be interested in you. Pitchrate.com (http://www.pitchrate.com) is a free service we created to connect media and sources. You can also research media list sites such as http://www.usnpl.com. Watch your favorite show and find out the producer’s name from the credits, or read your favorite newspapers and magazines to find out who covers your topic area. When you contact reporters, compliment their work to let them know you have taken the time to research.

4. Respond Immediately

When the media calls or emails expressing interest in covering you, respond immediately. Reporters usually work on very tight deadlines, so the sources that respond fastest with the most concise and useful information are most likely to get covered.

5. Be Prepared

Thoroughly prepare for your interview. Decide what you want to say and practice saying it in short, concise sound bites. This is where professional media coaching can be valuable, since many people have had little experience in front of cameras and microphones.

6. Keep it Simple

Try practicing what you plan to say in front of an 8-year-old. Really! If you do this and the child can repeat back to you what you have said, you know that you’re communicating in a way that’s easy to understand.

So remember: brand your message, hone your pitch, find your media and give them what they need to make interviewing you interesting and rewarding. That brings us to a final piece of most important advice: Focus on what the reporter needs and how you can provide content that is useful to the audience, rather than hard-selling yourself or your product. Remember, you are getting great publicity for free, and pay it forward!

Have you garnered great free publicity? Share your story with us.

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For more resources, see our Library topics Marketing and Social Networking.

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About the Author:

L. Drew Gerber is CEO of www.PublicityResults.com and creator of www.PitchRate.com, a free media connection service for journalists, experts, and publicists. Sign up now for free publicity advice including a free online marketing course. Gerber’s business practices and staffing innovations have been revered by PR Week, Good Morning America and the Christian Science Monitor. His companies handle international PR campaigns and his staff develops online press kits for authors, speakers and companies with Online PressKit 24/7, a technology he developed (www.PressKit247.com). Contact L. Drew Gerber at: AskDrew@PublicityResults.com or call him at 828-749-3548.

How Do I Get My Board to Do What They’re Supposed to Do For Our Event?

a-solicitor-trying-to-convince-board-members-on-what-to-do-for-an-event.

To be sure that all board members will do all that’s required of them, the Planning Committee meets with them to outline the board’s role and emphasize that a visible demonstration of the board’s support is essential to “set the example” for potential leaders and donors.

And, as the planning process proceeds, it’s part of the Planning Committee’s job to ensure that the board members make their contributions to the event.

The Planning Committee has ultimate responsibility for the success of an event, as they are the people with the connections who “fill the seats” and “fill the coffers.” In that role, they have the clout (in so much as anyone does) to get the Board members to do what they need to do.

Board member contributions include their dollar support and their participation in the outreach process. That participation can be as minimal as generation of (realistic) lists of names of potential attendees and donors, or as supportive as making substantive contact with likely leaders and major donors.

Board members who made a major gift to the organization earlier in the year can still contribute to the event, but it depends on how you (and they) want to structure their giving, and how open you are about it from the beginning. Springing an event on a board and expecting them to pony up another $5,000, $10,000 or $20,000 will not serve you well.

Frequently board members will make their (pardon the use of the term) “annual gift” early in the fiscal year. Then, they can have their companies match their gifts and have those matches support the event. That way, both the board members and their firms get the much-deserved recognition – the recognition that will make it more likely that they will (want to) participate the next time.

Board Members will do what’s needed when they’re motivated to do so.

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Have a question about creating or expanding your special event? Email me at Info@NatalieShear.com. With over 30 years in conference and event planning, we can help you turn your vision into reality.
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Have you seen Natalie’s ebook on Special Events ??

Are your employees ready to succeed?

A-group-of-motivated-employees-holding-hands

One of my favorite reads is the Fistful of Talent blog. The blog hosts a number of talented HR folks who focus on moving the profession forward. The perspective of this group is fresh and I highly recommend adding this to your reader.

In a recent article posted on the blog, author Tim Sackett discusses the workforce readiness of college grads (or should I say the lack of). He further provides insight on how the parenting of these graduates fails to prepare them for the skills needed to be successful in the workplace. His list is right on the mark and I encourage you to review it here

So, what do we do if we find one these ill prepared college grads on our work team? For many of us, we continue the training of the workforce just like the well-meaning parents did before us.

  1. Problem solving: “I don’t know what to do, I am going to have my manager handle this.” Managers if you are always solving the problems, you are doing nothing for the development of your team or for yourself. If you have time to solve all the problems, them keep solving them!
  2. Collaboration: Do any of you have “chain of command” rules in your organization? Or do you find yourself saying, “Next time, you need to ask me.”
  3. Agility/Adaptability: Anyone use those checklists with time frames for each and every task that is completed during the day?
  4. Entrepreneurialism: Do you employees know how their work contributes to the bottom line? Do they know what factors control the department budget? Do they know you have a department budget? Have you ever asked for input in the budget?
  5. Oral and Written Communication: What are your doing with your poor communicators. Do you just keep them away from clients/customers and find them a job that doesn’t require much. Are you modeling solid communication skills?
  6. Accessing and Analyzing information: If you are always solving their problems and giving them the answers, how will they develop these skills?
  7. Curiosity and Imagination: This is probably the most stifled skill of all. Our employees can’t think on their own. “We do things this way because it works or because that is how we have always done it this way.” Have you ever heard the saying, “keep doing what you’ve always done and you’ll get what you always get?”

If you want to succeed in business, your people have to succeed. Develop their skills and keep them engaged. That just makes good business sense. And remember, like parenting, management isn’t for cowards!

As always, your comments are encouraged.

For more resources, See the Human Resources library.

You can also follow me on twitter @Sherimaz

Control and Equity

Equity letterings with scrabble tiles

The popular press, and sometimes even the business press, will refer to founding CEOs as if they remained the sole equity holders when, as the business grew, outside equity has been used to fund the growth and the founding CEO has retained only a small minority stake. This illusion of ownership persists after listing, the creation of an ‘independent’ board of directors, and recruitment of a professional management team.

Dangerously, the illusion may persist also in the mind of the founding CEO. This can cause many conflicts between the desires of the founding CEO and the expectations of the equity providers. In worst cases founding CEOs are ousted from ‘their own’ companies leaving behind an organisation divided into factions and reeling from the aftermath of the trauma such internal conflict always generates, or are found to regard the company’s property as their own, awarding themselves generous benefits or ‘investing’ in unnecessary such as penthouses for the CEO to reside in when visiting town, or corporate jets, boats and helicopters.

In the best cases the founding CEO provides guidance, keeping the company on track as it grows to fulfil the promises made when inviting investment. This delights investors and CEO alike.

What are the critical differences between the two cases?

Perhaps the greatest difference is the respect that the CEO has for the providers of the outside equity. This is most easily gauged when the first equity injection from beyond the founding CEO and his or her direct family occurs. At this point the company is generally not listed and a shareholders’ agreement is drafted to protect the interests of the outside equity providers. If this first agreement is balanced and respects the need of the external shareholders to have some control of their shareholding then the likelihood is that the CEO will perform well as subsequent shareholders join the organisation and introduce greater complexity into the investor relationship management.

A well written shareholders’ agreement will provide for the CEO to undertake management of the company, for some group to take the big strategic decisions using consensual decision-making, and for shareholders to vote their stock at AGMs and EGMs, or at certain crucial points such as a sale of equity above 15%, disposal of assets, mergers, acquisitions, sales and purchase of shareholdings, etc. Devices such as preferential shares or casting votes for the founding CEO are a bad sign. They work in practice but they subvert the fundamental rule that all shareholders are equal.

An independent board of directors, properly structured and constituted, is can assist in making the transition from entrepreneurial stages to corporate reality. It is important that the founding CEO selects directors who will not be “yes men”; in particular a skilled chairman with experience in taking a company from the current phase of activity to an investment-worthy stage. In selecting the board it is important that the founder recognize that this activity is be done under the guise of his or her shareholding rather than under the guise of their CEO role. Shareholders select the directors; CEOs manage the daily activity of the organisation.

Having a properly constituted board of directors will give confidence to investors and may prevent them from requesting a seat on the board of their own. A board charter, that defines the role of the board as representing the interests of all of the shareholders, will assist in this. The charter should make clear that even if a new investor is given the opportunity to appoint a director to the board that director will be bound by the terms of the charter and must represent the interests of all the shareholders, not just their nominator.

As the company grows the skills required of the CEO will change. At some stage the founder must consider relinquishing the CEO role whilst retaining the ability to influence progress through their board position. If this succession is not well planned there is a real risk that the board will remove the CEO. It is important that the founding CEO be aware of the needs of the company as it develops and recruit viable alternatives to him or herself. At this point, if the CEO has assumed well the role of a board member, it is not uncommon to the CEO to assume the chairman role.

This is an orderly and equitable way for a CEO to remain influential in the destiny of the company that they have founded without subverting the rights of the investors who had made that destiny possible. The other ethical alternative is to grow more slowly, using only the CEO’s own equity and the cashflow generated from operations and perhaps a combination of joint ventures, alliances and outsourcing arrangements that allow the founding CEO to retain absolute control over a part of the operations.

What do you think?

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Julie Garland-McLellan has been internationally acclaimed as a leading expert on board governance. See her website and LinkedIn profiles, and get her book Dilemmas, Dilemmas: Practical Case Studies for Company Directors.

Sick and tired – two ways to reduce short-term sickness

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Take a peek around your office, who’s got bags under their eyes? A recent poll revealed that lack of sleep is the biggest health concern for 42% of the population, with another 34% experiencing low-level general fatigue.

Have you ever fallen asleep at work?
Have you ever fallen asleep at work?

Our relationship to tiredness is paradoxical, a source of shame, indicating our inability to cope; but also a badge of honour, signifying the importance of our work, for some its become an ‘affordable’ status symbol.

In reality tiredness leads to irritability, either bad decision making or worse, procrastination, poor concentration and reduced creativity. Fatigue also reduces our immunity leading very quickly to ill health. Continue reading “Sick and tired – two ways to reduce short-term sickness”

Dell Has a New Crisis

A Dell laptop on a desk

In the past couple of weeks Dell has been the focus of a newly revealed crisis as a recently-unsealed 2007 lawsuit charging the company with knowingly selling millions of faulty computers made headlines. PC Magazine has the details:

Advanced Internet Technologies (AIT) sued Dell in 2007 over charges that Dell sold AIT more than 2,000 OptiPlex desktops in 2003 and 2004, despite knowing that there were significant problems with the devices.

Dell on Wednesday dismissed the issue as “old news” and said that the problem originated with a capacitor manufacturer, not with Dell.

Dell “knew long before AIT’s purchase of the Dell OptiPlex computers that it had significant problems with the Dell OptiPlex computers, including but not limited to, the motherboard, power supply, and the CPU fan failures that caused overheating, crashes, and lost data from these computers,” AIT wrote in its original complaint.

For the time being, Dell’s crisis management strategy is holding strong as it focuses on redirecting blame to the manufacturer of the capacitor, a part of the computer’s internals, and communicating its dedication to customers and quality. Let’s see if AIT can “out-message” them in the long run.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Keeping the Wolves at Bay – Media Training.]