Month: September 2012

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Crisis Management for Android in OS Wars

An android logo

Google squashes rumors of coming Apple clash

Apple’s $1 billion legal victory over Samsung didn’t just raise Apple stock, but also questions about the future of the operating system that poses a direct threat to Apple’s (thus-far) dominant iOS, Google’s Android.

After all, the Samsung devices Judge Lucy Koh determined to be intentional copies of Apple products were powered by Android, as are the vast majority of popular non-Apple phones. With industry speculators, well…speculating about the potential negative impact on the future of Android, now was no time to let the rumor and innuendo fly. So, did Google step up to the crisis management plate? Check out this quote, from a Motley Fool blog post by Rita Chattaraj:

Google has been very clear about the entire incident and said the features in dispute are not a part of the core Android operating system, thus making Android complication free. Samsung, Motorola, Sony, HTC – all players add new distinct features, widgets, apps to the Android platform and thus Samsung being accused of patent infringement does not necessarily mean trouble for others since each player offers different add-on features. Still, just the way Samsung’s product offerings were scrutinized by the jury; Google’s Android offering will be further analyzed. This, however, isn’t a matter of concern as the offering is likely to come out free from disputes. Unlike Samsung, Google has made sure that it keeps its offerings distinguishable from that of its peers. May be the reason is Google never wanted consumers to confuse its products with that from the others.

In just one paragraph, you can see both Google’s solid reputation management strategy and the fact that it has had the desired effect of convincing stakeholders that there is no cause for concern. Of course, it doesn’t hurt that if Apple does decide to go after Android in a court of law, the court of public opinion will already be tilted to Google’s side. By biting swirling rumors in the bud before they have a chance to create a crisis of reputation, Google has helped ensure the continued success of its platform as well as preventing possible financial losses.

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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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The Crisis Show Ep. 12 – Violence, Reputation, Leaks, and more

a-presenter-in-her-office

This week on The Crisis Show, hosts Jonathan Bernstein, Rich Klein, and Melissa Agnes combined talents once again to cover the biggest stories in crisis management. From shootings in Montreal and Jersey, to earthquakes in the Pacific, to a massive leak of Apple user info (via an FBI agent’s notebook, no less!) the headlines were crawling with dangerous and damaging incidents.

It wasn’t all bleak though, Sears did earn itself one of our first #CrisisWins for its impressive use of a crisis management “war room” to keep things under control as Isaac bore down on the Gulf region.

If you can’t catch The Crisis Show when it airs live on Wednesdays at 4 PST/7 EST, all past episodes are available on our YouTube channel.

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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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Poor performance, What’s the Cause?

HR-department

We spend a lot of time in business and in HR building systems and processes to accomplish goals. Whether or not we have well defined goals, we do typically have systems or processes in place in an effort to make the business work. Sometimes the systems are well defined and sometimes they are not. Regardless, these systems are often to blame when things aren’t going well, along with everything else from the employees not listening to poor management.

So what do you do when things aren’t going well? Whether a decision is made to fire everyone or do nothing at all, the reactions are often made too quickly without proper analysis. These quick reactions lead to a repeating cycle of “things not going well.” It’s a common reaction and often times it is fueled by a desperate need to get things on the right track. So companies forge ahead and begin changing things. Frequently attempting to change everything as if they are trying to hit a reset button and just start over. However, in doing this the situation often get worse without the expected better ever coming along.

What would happen if instead of trying to change the systems, we start by looking at whether or not they are currently be followed? Are they being followed in some areas and not others? Do we have better results in the areas where they are being followed? And if we find through our analysis that the system needs changed, do we have to start over or do we just need to make a few tweaks?

Regardless of the situation, do the analysis. Know the cause and then you will know how to proceed.

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For more resources, See the Human Resources library.

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Man and Mom on the Moon

happy-young-family-mother-father-two-children-son-nature-having-fun.
One of the most precious stories happened recently with my two-year-old son Garrett. We were playing at the park with a favorite neighborhood family one evening. This other family’s mom was talking to another couple in the neighborhood so wasn’t at the park yet. Her two children were missing her, especially her two-year-old daughter, Milan. When their son asked where their mom is, their dad, Rich, joked and said “She’s on the moon.”
After this conversation Garrett begins to wander off, like he often does. This time I see him walking toward home and reaching his hand up. I catch up to him right before the road and ask where he is going. He is saying with tears in his eyes “Milan’s mom is on the moon.” His hands extend up toward the moon. I was in awe at his response and go along with it. “Are you looking for her?” “Yeah,” he cries, “Milan misses her.” So I bring him back to both John and Rich to share this innocent and literal story.
I say, “Garrett can you tell them who you were looking for.” He responds. “Milan’s mom on the moon.” He cries and both the guys like me are shocked by his response. He wholeheartedly believes that she was on the moon and was willing to go there. At least make the first few steps to attempt it.
This story happened the night before Neil Armstrong died. When most of us think of the moon, we think of this legend, the first man who reached the moon in 1969 and uttered one of our history’s most famous proclamations “one small step for man, one giant leap for mankind.”
The leader of our nation then, John F. Kennedy’s commitment to send a man to the moon in the 1960’s and his (and the rest of the crew) fulfilling it with the Apollo 11 spacecraft is an excellent example of great vision and faith.
This is what a couple leaders of our country have to say now about him according to this press release.
“When he and his fellow crew members lifted off aboard Apollo 11 in 1969, they carried with them the aspirations of an entire nation. They set out to show the world that the American spirit can see beyond what seems unimaginable — that with enough drive and ingenuity, anything is possible,” Obama said.
Obama’s Republican opponent Mitt Romney echoed those sentiments, calling Armstrong an American hero whose passion for space, science and discovery will inspire him for the rest of his life. “With courage unmeasured and unbounded love for his country, he walked where man had never walked before. The moon will miss its first son of earth,” Romney said.
His exploration and living out this American spirit and aspiration is in the history books forever. Few of us will be remembered in America’s history books for living out our destiny, but we will all be remembered for living out our destiny to the circle of people in which we are to influence and inspire – our family, our friends, co-workers, clients, community members etc… In fact tonight as just our family was at the same park and Garrett looked up at the moon, I said to my oldest son Gavin maybe Garrett will be an astronaut.
Just like this feat finally conquered in 1969, it all starts with an incredible vision of one. One who is not afraid to believe in and voice his aspirations. After giving voice to the vision then the small steps, which no man has ever gone before, can follow. It takes ingenuity and drive, along with the childlike faith like my son to really believe. Garrett wholeheartedly believed his friends’ mother was on the moon and took the steps to prove his faith.
When we follow our aspirations, God will help us create a path where no man has gone before. Why follow the path others have taken, when God has created a unique one for you. Like the moon’s light, He’ll guide you with enough light when you can’t see the future ahead. You’ll see how a step you to take today that will be a giant step forever marked in your destiny. Those future generations who will be honoring your legacy will be inspired by how you shine with your bold moves and your dreams leading the way.
Go ahead, take a step. Reach up for the moon and release your aspirations.

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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. She started Project GratOtude, a movement to increase gratitude in people’s lives.
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How to Make your Ideas Stick in Grant Proposals – A Book Review

Ideas concept

What is a sticky idea?
One of the most stimulating books I have read in recent years in one by Chip Heath and Dan Heath called Made to Stick: Why Some Ideas Survive and Others Die (2007). By sticky, the Heath brothers mean that “your ideas are understood and remembered, and have a lasting impact – they change your audience’s opinions or behavior.”

Sticky ideas are important in proposals. If you cannot get reviewers to understand and remember your major themes, your grant proposals are not likely to be successful. Too many grant proposals are LMO (Like Many Others). You need to find ways to stand out in a crowded pack. Sticky ideas will help you do this.

According to the Heaths, there are six basic principles at work in all sticky ideas:

Simplicity
Sticky ideas are stripped down to their essential core. Here is an example from a grant proposal: “Over the past five years, we have received “Excellent” ratings on all of our government grants.”

Unexpectedness
To get people to pay attention to your ideas, you need to challenge people’s expectations. The most basic way to get someone’s attention is to break a pattern by surprise or interest. Curiosity occurs when we feel a gap in our knowledge, and knowledge gaps create interest.

Concreteness
Being concrete helps make ideas clear and memorable. Concrete language helps people understand new concepts – especially novices and those in a hurry, like reviewers. For experts, concreteness helps construct higher, more abstract insights. Here is an example from a grant proposal: “Each year, more than a million children in developing countries die from dehydration. This problem can be prevented at a very low cost. Oral Rehydration Therapy saves children’s lives.”

Credibility
People need to test your ideas to see if they are true. A credible idea makes people believe. Here is an example from a grant proposal: “In the past year, we have successfully catered two State Department dinners at the White House.”

Emotions
People will care about ideas if they can feel something. An emotional idea makes people care. Use associations, appeals to self-interest, and appeals to identity to create empathy.

Stories
People are more likely to act on your ideas if you can tell a great story. Stories are powerful because they provide simulation (knowledge about how to act) and inspiration (motivation to act). A good story makes people act.
The Heaths’ advice has obvious applicability to the content of your grant proposals. By using sticky ideas, you can help overcome problems that commonly plague proposals. You can:
• Get reviewers to pay attention to your message.
• Get reviewers to understand and remember.
• Get reviewers to believe you or agree.
• Get reviewers to care.
• Get reviewers to act.

How Sticky Ideas help Reviewers
Most grant reviewers use fast and frugal mental processes to make decisions about your proposals. Their cognitive resources are limited and they do not have a great deal of time. Consequently, your grant proposals should be designed so that reviewers can evaluate them with as little mental effort as possible. Sticky ideas will help reviewers remember, understand, and believe your proposal, quickly and easily.

You can make your proposals stickier if you simplify your messages, make them concrete, emphasize the most telling details, use interesting and inspiring stories, and stimulate curiosity. The challenge in any proposal is to make your proposal understandable, memorable, and effective.

Made to Stick: Why Some Ideas Survive and Others Die will help you accomplish this task. I strongly recommend this book to all proposal professionals.
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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop successful proposals to government agencies.
Contact Jayme Sokolow.
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How to undo the damage a board has done? – a dilemma

Business executives in a board meeting

Peter has asked for your advice. He is a director of a not-for-profit company in the arts sector. A few months ago his organisation’s funding was increased by 40%. The board and management were ecstatic.

Shortly after the funding was announced the Chairman informed the board that he had authorised a staff member to change working arrangements and move to a part time role in other premises and reporting directly to the board.

The CEO had been informed of this decision verbally immediately before the meeting and was clearly not happy. The grant funding application had stated that this role was full time and in head office very close to the government department to allow frequent liaison.

At the end of that meeting the Chairman solicited dates for an ‘in camera’ (NED only) board meeting which Peter attended a week or so later. At that meeting the Chairman discussed ‘general staff discontent’ and a need to restructure.

Peter and a few colleagues asked why the CEO was not involved in this discussion and were told that he was too busy with day to day issues to think strategically. This seemed strange as the organisation was running well and Peter felt the CEO was capable of making a great strategic contribution.

At the meeting the NEDs resolved to restructure and split the organisation into two parts; one would be headed by the part time staff member and one by the CEO. Peter asked that the CEO and staff member both present to the board before this decision was finalised but was overruled by the majority who wanted fast progress.

Now the CEO has resigned and is taking leave. Worse, the organisation is rudderless with junior staff unable to operate either of the two new structures without the CEO’s leadership. The Department is asking for explanations and threatening to cancel the funding.

What should Peter do?

Many readers of this blog will be familiar with my newsletter The Director’s Dilemma. This newsletter features a real life case study with expert responses containing advice for the protagonist. Many readers of this blog are practicing experts and have valuable advice to offer so, again, we are posting an unpublished case study and inviting YOU to respond.

If you would like to publish your advice on this topic in a global company directors’ newsletter please respond to the dilemma above with approximately 250 words of advice for Peter. Back issues of the newsletter are available at http://www.mclellan.com.au/newsletter.html where you can check out the format and quality.

The newsletters will be compiled into a book. If your advice relates to a legal jurisdiction, the readers will be sophisticated enough to extract the underlying principles and seek detailed legal advice in their own jurisdiction.

The first volume of newsletters is published and available at http://www.amazon.com/Dilemmas-Practical-Studies-Company-Directors/dp/1449921965/ref=sr_1_1?ie=UTF8&qid=1321912637&sr=8-1

Julie Garland-McLellan has been internationally acclaimed as a leading expert on board governance. See her website at www.mclellan.com.au or visit her author page

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Thalidomide: a 50-Year Crisis

a-man-writing-in-his-office-desk

When lawyers write the corporate apology

Editor’s Note: The following guest article by crisis management pro Tony Jaques is the perfect companion to Jerry Brown’s post, “Skip the Spin,” which you can find on the Bernstein Crisis Management blog. Combined, they present a powerful statement on the dangers that emerge when we indulge the temptation to spin the truth.

It was another one of those “what were they thinking” moments. For more than 50 years the German makers of Thalidomide, Greunenthal, remained silent about the ten thousand plus babies born with severe deformities after their mothers took the morning-sickness drug.

In an extraordinary move, Harald Stock, CEO of Greunenthal, then rather bizarrely chose the unveiling of a statue symbolising a child born without limbs erected at the company’s German headquarters to issue what the BBC called the drug-maker’s first apology in 50 years.

It was a critical moment in a prolonged crisis. But the company statement showed every sign of having been carefully crafted by lawyers concerned more with legal liability than compassion.

“We ask for forgiveness that for nearly 50 years we didn’t find a way of reaching out to you from human being to human being,” Mr Stock said.

“We ask that you regard our long silence as a sign of the shock that your fate caused in us.

“We wish that the thalidomide tragedy had never happened. We see both the physical hardship and the emotional stress that the affected, their families and particularly their mothers, had to suffer because of thalidomide and still have to endure day by day.”

It was statement sure to annoy and certain not to satisfy, especially when the company restated its long-held position that damage to unborn fetuses could not be detected by tests carried out before thalidomide was marketed from 1953 to 1961.

British Thalidomide campaigners called the statement insulting and insincere, and declared that an apology should also admit wrongdoing. And from a strategic perspective one obvious question is why the company made the statement at all.

The most telling response probably came from Australian mother Wendy Rowe, whose daughter Lynne recently received a multi-million payout from distributor Diageo.

“It’s the sort of apology you give when you’re not really sorry,” she said.

“I suspect he (Mr. Stock) might not know what shock is. Shock is having your precious child born without arms and legs. It’s accepting that your child is not going to have the life that you wanted for her.”

“Our family couldn’t have gone into silent shock. We had to get up and face each and every day and cope with the incredible damage that Gruenenthal had done to Lynne and our family.”

Mrs Rowe’s eloquent statement should stand as a reminder to corporate communicators and lawyers that apologies should actually be apologetic.

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For more resources, see the Free Management Library topic: Crisis Management
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Tony Jaques manages an Australian-based issue and crisis management consultancy and writes the regular newsletter Managing Outcomes

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Why Is Employee Engagement Important?

a-group-of-coleagues-jubilating-in-an-office.

Do you manage by walking around? What do you see? People excited about their job or people just going through the motions?

When employees care about their work and their company —when they are engaged—they use discretionary effort. This means the engaged computer programmer works overtime when needed, without being asked. This means the engaged retail clerk picks up the trash on the store floor, even if the boss isn’t watching. This means the nurse comes into your room to see how you’re doing in addition to just giving you your meds.

So how do you, as a manager or supervisor turn “it’s just a job” employees into engaged, energized employees?

Here are seven actions, that do not cost much if anything, yet have great impact. Which ones will work with your workforce?

1. Spend time out in the field.
Ask your employees how you can help make their jobs easier. Work alongside them and even let them teach you what they do. Southwest Airlines has a mandate that every manager must spend 1/3 of his or her time in direct contact with employees and customers to create a stronger feeling of teamwork.

2. Celebrate everything you can.
For example, meeting of short term goals, the end of the budget process, winning grants or new customers, extraordinary work, safety successes.

3. Hold informal “grapevine sessions” to control the flow of the rumor mill.
Managers must be prepared to listen and to be completely truthful and open. Even when they can’t share specific information, they can honestly explain why and when it will be available.

4. Let people know what they do is important.
Help your workers focus not on only a job description but also on how they fit into the big picture. That new sense of purpose will boost their self-esteem and motivation.

5. Don’t let respect slip under the radar screen.
If you treat your employees with respect you will earn their respect. For example, if you pay attention to and take care of your front-line people, they will in turn pay attention to and take care of the customer. Start with daily greetings. Remember their birthdays or other important dates. Take an interest in their interests. Say thank you for a job well done.

6. Take them serious.
There’s incredible brainpower all around you, so why not put it to work? You hired your employees because you thought they could make a valuable contribution. Ask for their suggestions to problems. Include them in decisions that affect their work. Give them enough authority that goes with their responsibility.

7. Work for your people.
Listen and act quickly on their questions. Clear the way so they can do their jobs well. Once people see their leader as acting for them, or on their behalf, they develop a personal loyalty that energizes their performance.

Management Success Tip:

So why is employee engagement so important? Here’s one way to answer that question: An employee that not only sees the glass half full but wants to contribute to the filling of the glass. That’s important because engaged employees lead to higher service, quality and productivity; which leads to higher customer satisfaction; which leads to increased sales (repeat business and referrals) which leads to better business outcomes.

Do you want to develop your Management Smarts?

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Q Part 2: Q is for Questions—and your Great Answers

Question mark on a chalk board

Now what about handling questions when they come your way? Some of us love questions and answers. Others freeze or get defensive.

Here are three tips for preparing to answer questions from your audience, whether they are easy or challenging.

  1. Think ahead. The worst questions are the ones we didn’t see coming. Take time during your preparation to consider your audience and what they are likely to ask you. If you aren’t sure, ask someone else to help you dream up the tough questions. Then prepare a great response.
  2. Stay calm. When you get the tough question, the one you really didn’t want to hear, take a breath. Relax your body. Open your hands. Put an interested, neutral look on your face. Tell yourself you will be able to handle it. You will!
  3. Handle with care. Take your time, even though adrenaline is coursing through your body. Rephrase the question using a neutral bridge, such as “the question in about _____________.” Answer if you can. Or say you don’t know and you will get the information for the audience. Then move on to the next question.

By planning, practicing and keeping your cool, you will be able to handle even the toughest questions that come your way. Get started today.

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Getting A New Boss: How To Make It Work!

A group of managers talking business in an office

Your old boss is leaving and a new boss is arriving to take his or her place. So, what’s going to happen now? Does this mean that you’ll also have to change your job? Or is this an opportunity to make a great first impression and potentially change the direction of your career?

Some people in this situation may think things will continue as they were. However, a new boss will likely have different opinions, different policies and even a different management style. The situation has now changed: if you simply keep doing what you did before, you’re not facing reality.

It’s up to you to build a relationship with your new boss. Things will likely be different, so expect to change the way you work; and expect to experience a three-month adjustment period, during which you’ll both “settle in” and get used to each other.

Necessary Conversations with Your New Boss

Here’s a checklist of what you and your new boss should understand and agree upon as you get to know each other. These conversations can range from informal chats at the coffee machine to formal meetings in your boss’s office or elsewhere. Here’s what you want to accomplish.

1. Determine how your boss views the current situation.
Find out how your new boss sees things. For example, does your new boss think that the objective is to maintain a currently strong position or turn around declining performance? You may not agree on every point, but at least you’ll know.
2. Learn what your boss’s expectations are.
What does your new boss want from you now and in the longer-term future? How will your success be measured? If you understand what will help your new boss succeed (see above), this will help you relate to his or her expectations, while making sure that what’s asked of you is still realistic.
3. Figure out your boss’s working style.
What you do is important, but so is how you do it. You have your preferred way of working, and so does your new boss. Find out how your boss likes to operate, and show him or her how you like to operate. This will lead to a better chance of achieving more together – and a better chance that both of your careers will benefit.
4. Determine what resources are available.
If you need more resources or need to keep what you have now, let your new boss know.
5. Find out what’s important to your boss.
Your new boss will likely target several goals during the early weeks and months because this will help confirm to upper management that they made the right hiring choice. figure out how to help him or her succeed.

Career Success Tip:

In some cases, your new boss may be the ‘new hire’. However, you are also a ‘new hire’ to your new boss. In many ways, it’s similar to when you first started your current job – you have to work to make a positive impression, to prove yourself and to be perceived as making a valuable contribution. Also See Manage Your Boss.

Do you want to develop Career Smarts?