Tag Archives: Leading in crisis
The first two parts of this blog series dealt with what went wrong when the National Speakers Association announced a name change and re-branding effort at its annual convention on July 2. Today we look at what went right. Continue reading
The majority of the world spent the last five days living their life. A small slice of the universe who make their living selling ideas, however, were agitating themselves into a frenzy.
In case you missed it, the National Speakers Association, an association of which I am a member, decided to re-brand itself and change its name to PLATFORM.
This is a first world problem. In the context of all of the turmoil in the world, the re-naming of this 41-year old association ranks right up there with … well almost nothing.
And yet, people on all sides of the argument lit up the blogosphere and social media channels supporting their positions … even if it meant refusing to consider that others might be equally right in their own stance (see my blog on “Is It Always Right to be Right” for more on that phenomenon.) Continue reading
There’s a quote about leaders and followers that suggests “If you’re not the lead dog, the view never changes.” For many brands, that’s certainly true. We all understand there are a limited number of spots at the top and that in each category, there can only be one market leader. It’s also true that most brands will never even sniff the position at the front of their respective pack. But that doesn’t mean you have to resign yourself, or your brand to follower status. Whether you’re in second place, third place, or last place, by adopting a challenger brand mentality and embracing three distinct “states,” you can step out of your role of follower and start creating a whole new view. Continue reading
The willingness and urgency to change are based on emotional readiness not intellectual understanding.
If intellectual understanding – knowing what we should do – was all it took to change, the gap between realizing we need to do something different and the work of implementing that change would be non-existent. But that’s not how it works. Continue reading
Why did you write a book about change?
The host of a recent radio interview was being polite and, I suspect, genuinely interested. But the question is an important one—a quick search on Amazon.com found over 150,000 book titles that have something to do with change.
Let’s assume that some of those titles are duplicates for hardcover, paperback, Kindle, etc. That still leaves thousands of books written on the subject. Aren’t those enough?
The short answer is, “No.” Continue reading
Scott Keller and Carolyn Aiken, consultants at McKinsey & Company, suggest that 80 percent of what leaders care about and talk about when trying to enlist support for change does not matter to 80 percent of the workforce.
To gain the commitment for the change that you want, you must connect with people where they are. You do that by making the change relevant and real. Continue reading
This week’s blog is a rant about the sequester that went in place in March. If you are sick and tired of the discussion, check back next week for something else. If you want to understand the impact of irresponsible leadership, read on. I promise this will step on everyone’s toes. Continue reading
he Great Depression created the environment for companies such as Texas Instruments and Hewlett-Packard. Microsoft, Genetech, and Apple were all founded in the oil shock and stock market downturn of 1973 to 1976. And, the legendary brands of the next fifty years, I believe, will be created in the crucible of today’s challenges.
The same principle applies to personal wealth, and that is why you must read Risky is the New Safe by Randy Gage. Continue reading
What if the unemployment rate is the wrong measure?
The U.S. economy added 243,000 jobs in January 2012, and the unemployment rate dropped from 8.5 percent to 8.3 percent.
That’s huge, and everyone should be excited regardless of their political affiliation. This is the type of employment gain that solidifies the economic recovery.
But, what if the right number turns out to be the wrong measure? Continue reading
So here’s a scary thought: What if the turbulence that we’ve seen in the past three years is the new normal?
This is an exciting time to be in the business of building a team, a department, and an entire organization. It is not for the faint of heart, however.
The legendary brands of the future are being created today by leaders and organizations who relish the opportunity to compete and master life in the new abnormal.