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Any Crisis Calls for Constant, Candid Communication

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As the current crises at Toyota and BP highlight, how you respond to a problem or crisis is the ultimate test of your leadership character. Knowing how to step up your communications efforts to the right levels during disorder can be a powerful tool in managing a crisis. Here are seven key lessons for communicating during crises.

  • Be visible. Communicate and lead from the front. In a crisis, your key constituencies (your board, management, team, government, or the public) insist on hearing from the leader. Stay engaged and maintain consistency of purpose and action. Keep all the lines of communication open.
  • Communicate in real-time and explain your position. If you do not communicate frequently with your key constituents, somebody else will. In the absence of information, people will develop their own perceptions of the problem and its implications. Keeping your constituencies well informed diffuses many suspicions and uncertainties.
  • Be transparent and forthright right from the beginning. Face the realities of the problem and its potential consequences. Acknowledge what you know about the problem or crisis and go into detail about what steps you are taking in response. Proactive communication is reassuring and prevents perceptions of negligence and evasion from becoming realities.
  • Research thoroughly the challenges you face and your options for remedial actions. Be prepared to describe everything that matters at each moment. Carefully administer your communication plan with due consideration to possible litigations and penalties.
  • Be objective and calm. Avoid engaging in finger pointing and playing pass-the-parcel. Avoid criticizing and discrediting the victims or critics. Continuously verbalize empathy and responsibility, and announce plans for early resolutions and restitution.
  • Remember that your attitude sets the tone for the rest of your organization. If you take a defensive position, play victim or engage in finger pointing, the rest of your organization will react the same way. Through your communications, set a positive tone to build confidence within your organization and promote constructive responses.
  • As soon as the crisis dissolves, research and communicate opportunities to make fundamental changes to improve your organization. Reiterate your core values and missions. Revamp internal practices as necessary and follow through on all initiatives to rebuild your credibility. Consider organizational changes and new processes for managing future crises.

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Bereavement and Death

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The Dharma Mirror blog features Trang Tran’s touching article about the loss of his family pet dog. Trang reflects on the concept of impermanence and the virtue of compassion.

Paradoxically, [my pet dog’s] death brought to life the impermanence of our existence and how the greatest and truest love that you could ever give to anybody is in their darkest moment—the moment when they need you the most. Whether it’s your children, parents, or even a dog that you love and cherish with all your heart, you carry that love and compassion with you into your next life.

I hope that in the last moments of my life, I, too, will be surrounded by loved ones who will brush my thinning, white hair, bring in some boxes of chocolate, retell funny, familiar stories, and not part with me until I take my last breath.

Impermanence

When you were born you cried and the world rejoiced. Live your life in such a manner than when you die, the world cried and you rejoice.
* Kabir, Indian Mystic

The loss of loved ones often leads us to contemplate death—to become conscious of the fact that life is fleeting and we shall all die someday. Our education, relationships, career, possessions, belongings—none of these are stable or permanent. Reflecting on the briefness of our lives can be a powerful motivating force to help think about the purpose of life and clarify our values and priorities.

Have you reflected on the impact of your life? Have you touched others? What will be your legacy? How will you make a difference in the lives of others?

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Cherish Your Loved Ones

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Rabindranath Tagore’s ‘My Song’

Rabindranath Tagore was an influential philosopher, visual artist, playwright, novelist, and composer from Bengal, India. Popularly known as Gurudev, he won the 1913 Nobel Prize in Literature.

‘My Song’ is from ‘The Crescent Moon,’ Tagore’s translations into English of a collection of Bengali poetry.

This song of mine will wind its music around you,
my child, like the fond arms of love.

The song of mine will touch your forehead
like a kiss of blessing.

When you are alone it will sit by your side and
whisper in your ear, when you are in the crowd
it will fence you about with aloofness.

My song will be like a pair of wings to your dreams,
it will transport your heart to the verge of the unknown.

It will be like the faithful star overhead
when dark night is over your road.

My song will sit in the pupils of your eyes,
and will carry your sight into the heart of things.

And when my voice is silenced in death,
my song will speak in your living heart.

My Grandma

My grandma, Smt. B. S. Mahadevamma passed away two Saturdays ago, on the 24th of November, eight days before I would have seen her in Bangalore, India. As her first grandchild, I retain very fond memories of her.

Last year December, she had recollected her experiences growing up, discussed her large family and had described change during her lifetime. When I would return this year, I had promised to, among other things, watch her favorite movies with her and take her on an airplane. Frail and old, she was filled with tears as she had come to the door to bid me goodbye. Deep down in my mind, I had wondered if I would see her again. Yet, I had said, “Grandma, I will see you next year.”

Goodbye Grandma; I will miss you!

Call for Action

Cherish your loved ones everyday.

Pick-up the phone and call them. Write to them. Better yet, visit them. Be grateful for the difference they have made in your life.

There may never be a tomorrow.

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Black Friday and the Shopping Craze

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Today, the day after Thanksgiving, marks the first day of the holiday shopping season. The retailing industry terms this day ‘Black Friday’.

In theory, stores expect to switch from losses (accounted for in red color in financial statements) to profits (accounted for in black color.) Stores, big and small, offer hefty discounts and attractive promotions to lure shoppers. Consequently, Black Friday is one of the busiest shopping days of the year.

  • Stores open as early as 5:00am and publicize low-ticket items to attract shoppers. Often, stores carry limited quantities of deeply discounted items. Thus, shoppers scramble to enter the stores and fight to lay their hands on these items. See interesting news stories of shoppers fighting for bargains here, here and here.
  • Most stores offer discounts for only a few hours in the morning. For instance, today, Wal-Mart’s discounts were limited to 5a.m. to 11a.m. Shoppers transit from store to store and families split-up to reach various stores before discounts terminate.
  • Stores hope that once shoppers are tempted to start the day at their stores, they will buy less-discounted and regular merchandise. Clearly, they risk margins in an effort to boost sales numbers, one of the key metrics in the retailing industry.
  • In 2004, Wal-Mart decided to scale down on Black Friday offers in an effort to increase margins. Sales were poor; Wal-Mart stock dropped 4% the day it announced poor sales figures.
  • This year, major retailers including Wal-Mart [WMT] and Target [TGT] reported weaker-than-expected sales numbers for October. Wal-Mart announced just 0.5 percent increase in same-store sales for October; these numbers were short of the 2 to 4 percent increase that it had initially expected. Consequently, Wal-Mart announced aggressive discounts on a wide-range of goods including consumer electronics.

As I hopped from store to store hunting for bargains and gifts this morning, I ignored a few questions the investor in me had: Do Black Friday promotions pull sales from later in the shopping season? How many customers return goods they purchased on Black Friday? If a retailer fails to capitalize on the Black Friday craze, can it make up during the rest of the shopping season? Are sales numbers more important than margins?

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Overcoming the Temptation to Please

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You can close more business in two months by becoming interested in other people than you can in two years by trying to get people interested in you.
– Dale Carnegie

We desire that people around us like us; we yearn for their respect and affection. We depend on the choices these people make: be it in a job interview with a corporate recruiter, a performance review with a boss or a project delegation meeting with a team member. Clearly, the more likeable we are, the more people are ‘on our side,’ and therefore, the more likely they will make decisions in our favor.

Doing what others want to gain their approval regardless of the merit of their wants is, therefore, a temptation. Companies are tempted to pursue short-term profit-enhancing strategies to satisfy stock market expectations. Politicians are tempted to devise welfare schemes to help garner votes in an upcoming election. A professional is tempted to please the boss by agreeing to everything the boss asks.

We need to be tough-minded—we need to base our decisions and actions on facts, not personal inclinations. It takes courage and discipline to resist the lure of pleasing others. Making an objective decision that is unfavorable for a requester may disappoint him/her; however, a candid explanation of the rationale behind the choice often appeases the requestor. Being tough-minded does not mean being inflexible or insensitive. Being tough-minded involves doing what is just and right after careful consideration of procedures and people.

I encourage you to reflect on your actions and decisions by asking yourselves if you make these choices to please other people or if you make these choices based on the virtue of facts. Improving your likability should be a wish and not a goal.

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