The Inner Journey of Authenticity in The Age of Resignation
During the course of my executive coaching, I assign my clients a book by Parker J. Palmer Ph.D, entitled “Let Your Life Speak: Listening for the Voice of Vocation. The significance of this reading assignment is that the author captures introspective insights that are very applicable in connecting with one’s self-awareness and authenticity, which is an essential element to one’s growth as a leader. Many of the selected insights and perspectives provided in the passages below are to be credited directly to Dr. Palmer’s book, his personal journey shared, and ever so timely in this era of self-reflection and resignation. My intention in writing this blog is to recognize this body of work for others and further expound on these selected insights, by applying them in the form of the Five Tips for Leaders to Remain Authentic. As leaders, we wield the power of casting either shadows or light into peoples’ lives… Good leadership requires reconciling our own inner shadows and light to connect with those we lead with authenticity. Leadership is a journey that is not for the faint of heart. We learn to sustain ourselves with positive thinking and seek to project confidence by doing so. Consequently, we can often fail to look introspectively inward to our own shadows and light and lose touch with our selfhood. We find comfort in believing that our efforts are always well-intended and that our power is exercised with compassion. Moreover, we can reconcile ourselves to think that the problem is with those we are trying to lead versus our inability to connect with their needs. Leaders need professional skills to manage the external world and introspective skills to journey inward toward their own shadows and light to fully embrace the human condition of the people around them. Those of us who gravitate to leadership positions tend toward extroversion, often ignoring what is occurring within us as individuals. We excel at compartmentalizing our thoughts and fears and separating them from our leadership persona. In doing so, we lose our authenticity, humanity and create shadows that distort our understanding of the needs of those we impact. We try to compensate for this darkness with the power of positive thinking. After all, that is what is expected of conventional leaders. Though this is a time where conventional styles work the best. Amid what has become defined as the resignation age, in which people are recovering from a pandemic driven survival mode and increasingly seeking to find more fulfillment in their work, it is now more than ever vital that we as leaders understand our inner shadows, find our selfhood, and project the light that is within us as leaders with authenticity. Five tips for leaders to remain authentic: Reflect on what truths you embody and what values you represent. Remain conscious and aware of your own emotional and psychological needs. Remember that you, as a leader, are not defined by the title or position you hold but gifted with the opportunity to shed light through your unique inner wisdom. Remain mindful that our selfhood and being authentic requires us to embrace what makes us different from others, recognize our unique strengths and frailties, and acknowledge our own needs and goals. Remember that we are human beings and that it is import to not lose sight of our authenticity by embracing our selfhood and thereby shed light into the life of those around us. * Citation: Palmer, Parker J. Let Your Life Speak: Listening for the Voice of Vocation. Jossey-Bass, 2000
Is Your Organization Positioned to Build Reputation, Trust and Value?
We often say having a strong reputation builds trust and trust builds value. But what is the logic behind this statement? Today’s value of a company is based on the present value of its future cash flows. To establish this value, investors are usually pouring over a business’s results and future plans to establish their view on the future cash flows and value of the company. This is fundamental to being an investor and deciding which companies offer the most opportunity to invest in. A logical question that is asked in this analysis is how certain are the future cash flows and what could go wrong to cause them to change? If you look at Boeing’s bad experience with the 737 Max, the recognition of bad news detracted from their reputation and consequently their stock price declined from a mid-2019 closing high of $380/share to $150/share by January of 2020 – more than half the company’s value was lost. This deterioration of the stock price reflects investors putting a higher risk on their future cash flows than they had been assuming before the negative events. For example, would it be likely Boeing will sell less planes than previously planned? Will there be higher legal costs? How much uncertainty is there in the future? The stock price trading is now trading at approximately $230/share. This implies investors still do not have as much confidence in future value, certainly not to the levels they did before the 737 Max events. So how do organizations build reputation to protect against negative reputation events ….by focusing on the right things. Here are four key questions leaders should ask themselves. Does my organization have the right strategic focus? Is it based on the company’s core values and capabilities? And, does it have the integrity in its business plans to deliver on that strategy? Do the key leaders in the company have the right skills to be at their most effective leadership level, both externally and internally? Is there a routine to periodically examine areas of reputation risk for the business? Have you listened to where your employees think the risk is? What are the areas of risk for your business that need to be addressed, both internally and externally? Is my company well organized and prepared to respond in an effective way to reputation events? Are the key spokespeople “60 MINUTES” ready? With the beginning of the New Year, it is an ideal time for organizations to assess if they are poised to Build, Strengthen and Defend their reputation in 2022.
The Most Important Message is the Message Received
Most public speakers and performers work relentlessly to ensure they use the perfect words at the precise time and in the proper sequence to make people think, feel and act differently. Whether a media interview, keynote address, board meeting or sensitive family matter, we all find ourselves ‘on stage’ with the opportunity to impact. Most think about what they are going to say before an upcoming critical moment. And afterwards, many of us replay that critical moment in our minds, from every conceivable angle. Sometimes we celebrate victory, most times we worry about what we said and obsessively dwell on how we may have dramatically missed the mark. Our unrelenting inner voice delivers repeated gut punches for our perceived gaffes and incomprehensible botched communicative moments: ‘How could I have done that…’ ‘I wished I would have said…’ ‘I forgot to say…’ ‘That didn’t sound right…” ‘I sounded like a jerk…’ ‘I can’t believe I said…’ ‘They think I’m an idiot…’ ‘That landed wrong…’ ‘I didn’t mean it that way…’ ‘It sounded wrong…’ ‘Did you see their faces…’ ‘How come no one said anything…’ ‘You could’ve heard a pin drop…’ ‘I just want to curl up and…’ ‘I wish I didn’t say anything at all – UGH!’ WELL, IT REALLY WASN’T THAT BAD! Please show yourself some grace and realize that dizzying feeling doesn’t translate to a Southwest Airlines ‘wanna get away’ moment. In fact, during your quest to seek reassurance by those who were either there, or your trusted circle you are continuously seeking perspective from, you quickly learn it really wasn’t that bad! We are our own worst critics – snap it away and know the people you are empowering with your ‘world’s worst moment’ aren’t even talking or thinking about you. Really, they are consumed with themselves much the same way we are when we hyper-analyze each syllable. I offer a tip that has dramatically helped me. Before each speaking role, I pray that whatever I say positively impacts at least one person. Within that meditation, I ask for divine wisdom to find the right words, despite my human-doomed prepped remarks. You see, I’ve wrestled with everything I’ve described but have peacefully landed in a unique place – while my words may not have been delivered the way I rehearsed or had hoped, they may have cascaded out of my mouth in the perfect way that someone needed to hear them. You see, my sense of perfection isn’t perfect, despite my long-term belief. After all, we are supposed to be speaking in service of those listening. The beauty…we may never know if our words landed perfectly, words that may shape someone’s life. So, before you get anxious about your next speaking opportunity, realize the most important message is the message received. And that magnificent ripple effect you unwittingly create could be traveling the universe in ways you could never have imagined. Own the stage, have faith and believe in a power larger than the moment.
Smoldering Vs. Sudden
Bottom line – Protecting your company’s valuation depends on how well you are prepared to face the court of public opinion. Crisis happens to everyone. The difference is those who are prepared to address smoldering issues proactively can prevent them from erupting. When done well, you can turn short-term adversity into long-term advantage.
Reputation leads to Trust and Trust leads to Valuation… And, Not All Currency is Financial.
Successful leaders and organizations understand the value of building, strengthening, and defending their reputation. Reputation is defined as: the beliefs or opinions that are generally held about someone or something. If we take a broader look at society, we believe that consumers are morally aligned with the brands they invest in and purchase from, more than they ever have before. In fact, 92% of millennials prefer to purchase from companies they feel are ethical….and 70% of them will pay more for products and services from socially responsible companies. So, the question is…what is the real value of investing in your reputation? Our answer, priceless. It is crucial to establish a business with a healthy foundation that embraces sound leadership, strategy, and communications tenants, and enables a transparent relationship with your workforce and consumer base. The court of public opinion is interested in who you are and what you have to say as a brand – especially when crisis occurs. Remember, the court of public opinion renders judgments much more quickly than any other ‘court.’ Not too long ago, Wells Fargo was leading the headlines for creating fraudulent savings and checking account on behalf of clients without their consent. What happened? Misreported sales numbers, billions in settlements, significant stock underperformance, and a change in leadership at the top. In a different but related event with Boeing, investigators found faulty 737 Max designs and training manuals which contributed to hundreds of deaths and grounding of hundreds of aircrafts. Once the news broke, their CEO was terminated and numerous layoffs occurred. The lawsuits began to pile in, $18 billion earnings loss (2019), and again a significant drop in the stock price. We tell every client, “reputation leads to trust, and trust leads to valuation – and remember, not all currency is financial” – because it’s the truth. By creating a strong relationship with your stakeholder base, and proactively telling your story, you can maintain a brand with a healthy reputation that is essential for success in today’s world.
The Power of Crisis Leadership
The importance and value of crisis leadership has perhaps never been more apparent than it has been in 2021. Companies across the globe have been bombarded by one societal crisis after another. Every time a leader delivers a message—be it at a board meeting, media interview, keynote, all-staff meeting, community event, or on a social platform—the reputational piggy bank realizes a light deposit or heavy withdrawal. During times of crisis, it is critical for leaders to think strategically about what the right message is and how it will resonate with many micro, diverse communities. Doing so will help assure the firm’s reputational and cash balances pay incremental dividends over time. On the other end of the spectrum, mishandled crises can cost leaders time, money, stakeholder confidence and their careers. Bottom line, you don’t spin your way through crisis, you lead your way through. Over the past decade, Fallston Group has had the privilege of advising leaders in the auditing, accounting, legal and professional consulting verticals, along with many public, private, government and nonprofit entities who are fighting for marketplace trust, and their futures. The key is to understand each organization’s navigational fix—where’d they like to be—and then chart the path forward using a deep well of instinct and experience. Crisis leadership is an art, not a science. It’s laden in nuance—a predictive mindset is not negotiable. The right messageSome firms are quick to put their CEO at the center of the management of their public response. In tandem, decisions need to be made rapidly to clarify who the public spokesperson will be, starting with initial response and continuing as the story evolves. Messaging decisions and options must be carefully considered every step of the way. Sometimes a simple statement strategically detailed makes sense, especially in cases that may involve legal pursuits. In other situations, it makes more sense to arm the media with more detail and perspective. Sometimes that involves taking responsibility and proactively addressing what steps the organization will take to move forward. Much like a sprinter’s start, effective crisis leadership is about quickly getting out of the starting block and saying the right things for the right reasons at the right time. Winning comes down to sustaining the intense messaging tempo and making the proper leadership, strategy, and operating decisions that turn adversity into advantage. Leading through crisisBelow are a few best practices to bear in mind from a crisis leadership standpoint: Never erode your integrity. There can be immense pressure to “make your organization look good.” Do not cave-in to others who would like you to lie, distort the truth, or leave vital facts behind which alter messaging and perception—this is tantamount to a lie. Once it’s lost, you will never fully restore your integrity. Be responsive. These days, many leaders seem less inclined to return a reporter’s call, or otherwise seek to delay the release of information. By sticking their heads in the sand and not responding, businesses make themselves irrelevant and ineffective. If you don’t tell your story, someone else will. When someone else tells your story, it certainly won’t be the story you want told. Know the facts: Too many professionals jump on camera or in front of an audience with no substantive information or an unwillingness to engage with questions. Not knowing the facts or relying on the “no comment” phrase is unacceptable. Know your position, know your craft: it’s your legacy. Be predictive. When preparing to deliver a message, be certain to plan for every question and eventuality. There is often a tendency for people to want to go on camera without fully preparing because they are used to speaking publicly or know the organization very well. Push back and demand ample preparation. Don’t wing it; prepare for every interview no matter how mundane or harmless it may seem. Build media relationships. You want to get the benefit of the doubt when journalists tell your story. It’s not about an unfair advantage, but simply balance. When managing the media, gather intelligence from reporters and news organizations—ask them what angle they plan to cover, who they are speaking with and what their position is. You’d be amazed at what they will tell you, particularly if there is an existing relationship or future mutual need. Video doesn’t tell the whole story. A video account of what happened does not factor many variables—what each party said, body language from all angles, and what transpired before and after the footage. In today’s digital world, more is recorded and shared than at any other point in history. The emergence of video has changed all professions, but treat video for what it is: another tool in the search for the truth. Practice, practice, practice. It is essential to practice interviewing and public speaking. Know yourself, know your audience. Seek advice from colleagues. Take a look at how others have responded during times of crisis and leverage their lessons learned to your advantage. Your colleagues, peers and competitors are invaluable pools of knowledge and can serve as the single most important case study resource. Think about what you don’t know yet. During a crisis, it often takes time to know the exact fact pattern that is developing. These events often have many related stakeholders, and other third parties, that may have relevant information. One should try to clearly understand what is known with certainty and what is still not completely clear. This perspective should inform your public statements with the goal of maintaining integrity and marketplace trust. There two benchmarks of success which allow leaders to quickly maintain control and weather the storm. First, they put their hand in the air and recognize they are in trouble. Second, they ask for help from their trusted circle. Recognition of trouble and decisiveness in action will preserve your reputation and help you turn short-term adversity into long-term advantage. Author: Robert Weinhold, Chief Executive
“No Comment”
We’ve all heard an interviewee answer a difficult question with “no comment”. The question is, what is the message received when using this phrase? Kathleen Cairns, Fallston Group’s Communications Strategist, shares her insights on how effective “no comment” really is.
Naomi Osaka – Authenticity
The French Open (FO) is one of the most prestigious Grand Slam tournaments on the ATP tour. The FO is played on clay courts, and players from all over the globe take great pride in participating. Serena Williams, Sofia Kenin, Novak Djokovic, Rafael Nadal, Roger Federer were participating, but where was Naomi Osaka a few weeks ago? Who is Naomi Osaka and why isn’t she continuing to participate in one of the most famous tournaments in the world? Naomi Osaka is the highest-paid female athlete in sports history. Osaka now dominates the WTA as she sits #2 in the world. She is well known for her flawless tennis play on court, but Osaka’s stance as a civil rights activist while discussing issues of racism, social consciousness and mental health has shaped her reputation. Osaka brands herself as an athlete who uses her platform and global following to deliver messages about her beliefs. Philosophically, she aligns closely with other athletes who vowed to do the same thing, including Lebron James, Colin Kaepernick and Megan Rapinoe. When the news broke that Osaka would not conduct any post-match interviews with the media to draw awareness to mental health, and more specifically mental health issues amongst athletes that are directly triggered by the media, it was nothing new. And the league knew they had to respond to enforce their rules and regulations. The WTA decided to fine Osaka $15,000 for not participating in the post-game interviews. Shortly thereafter, Osaka withdrew from the tournament and tweeted she was “taking some time away from the court now.” This created a wave of concern across the sports world and many athletes responded to Osaka with sympathy and support. Osaka did what many big brands often don’t do – embrace authenticity. Osaka may have lost money from not participating in the FO, but not all currency is financial – Osaka gained tremendous personal and professional reputational equity by taking this stance. Osaka made a very impactful decision that she did out of pure genuineness and passion. She stayed true to herself and her brand. Osaka’s mission to shed light on mental health amongst athletes enabled her to further establish her own identity; and, many prominent leaders commended for her braveness. Big brands like Adidas, Nike, Beats by Dre, GoDaddy, Nissan and others supported Osaka. They realized the importance of her authenticity and the issues at hand. We always tell our clients to be authentic and follow your North star – integrity is paramount. Corporate social responsibility is alive and well, this includes personal brands, like Osaka. Consumers want to align with brands with similar values. You can be certain the court of public opinion will vote with their voices, their feet, and their wallets. We commend Osaka for taking a bold, needed stance and hope that all involved with professional and amateur sports recognize the pressures athletes feel both on and off ‘the court.’ That said, recognizing is not enough. Those who support athletes at all levels must do everything possible to protect each athlete’s mental health. This includes managing the court of public opinion, whether on a television network or social media platform. For more information about managing the court of public opinion, contact Fallston Group at info@fallstongroup.com.
Turning Adversity into Advantage, Hon!
A Fallston Group Case Study. Cafe Hon has been a popular fixture on the 36th Street main drag in Baltimore’s kitschy Hampden neighborhood since its 1992 opening. With a two-story tall pink flamingo perched over its doorway, the restaurant is a local landmark. Owner Denise Whiting sells “Hon” t-shirts and other merchandise and founded an annual HONfest that attracts attendees from all over the Baltimore metro area to celebrate the neighborhood’s wonderful quirks and creativity. At the advice of her legal counsel to protect her business interests in opening a Hon-themed giftshop, in late 2010 Whiting trademarked the word “Hon.” The term of endearment has long had a close association with working-class Charm City and was even popularized in the 1988 John Waters film Hairspray as referring to a certain type of 1960s Baltimore woman with a beehive and cat-eye glasses. Because of these things, Whiting experienced an immediate backlash as soon as news of her new trademark spread. The Crisis: People Hated That Whiting Owned “Hon” Although her trademark did not preclude people from using “hon” in conversation, Whiting rapidly drew bad press from the free, tabloid-sized City Paper to the Baltimore Sun. The local community began to slander her name and boycott her restaurant and the HONfest. Protestors gathered outside Cafe Hon to hold signs reading “HONicide: Life on 36th Street” and “You Can’t Trademark Our Culture, Hon.” One former patron took to popping his head into the restaurant during business hours to scream, “NO ONE OWNS ‘HON’!” Even her fellow merchants on “The Avenue” turned against her over her acquisition of “Hon” rights. Meanwhile, Whiting’s business was suffering, and she had to withdraw tens of thousands of dollars from her own retirement account to make payroll. The intense personal and emotional toll these events took on Whiting cannot be quantified. No question, Whiting was an amazingly strong successful woman who was now challenged like she had never been before. The Solutions: How Fallston Group Helped Whiting Restore Her Brand Tell Your Story. Our mantra, “If you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told.” To regain the local community’s trust, having consistent and transparent messages were crucial. Fallston Group helped Whiting gain confidence while developing a core messaging and media plan. This focused on message points that Whiting could embrace as her own when talking with reporters, fellow business owners and customers. We encouraged and coached her so she would have confidence in telling her story to those who had an interest. Critically important were the varying audiences, messages, timing, platforms utilized and adaptations. Deal Head-on with Obstacles to Business as Usual. Fallston Group counseled Whiting about obtaining a peace order or filing criminal charges against anyone who was shouting into her restaurant, harassing her patrons, and threatening violence. Although people threatened to boycott the summer’s HONfest, we encouraged Whiting to continue her annual tradition. In our view, bulling and violence is not for free and those who believe they can victimize should be held accountable. Whiting proceeded with business as usual which was key to her success. It’s easy to be influenced by detractors, but that’s what they want you to do – quit. Whiting did not. Be Realistic. The crisis was personally hard on Whiting, enough to jeopardize running her business and leading her life. Fallston Group helped her see that success should be measured by her continued ability to do what she had always done – own a well-run restaurant. This meant bringing people from negative to neutral about her and Cafe Hon rather than making them advocates out of the gate. To take the first step, we accompanied her to many meetings, including merchant association meetings attended by other business owners, managers, and elected officials. Remember, this was a game of chess, not checkers – a long-term strategy where victory results in one small move after another. Know Which Battles to Fight. Although Whiting was solidly equipped legally about how trademarking “Hon”was something any sound business would do to protect its brand, in the end Whiting would win in the court of law but not in the court of public opinion. If you lose the latter, you don’t have a business. Again, Fallston Group routinely encouraged Whiting to look at the big picture. So, when she was contacted by celebrity chef Gordon Ramsay’s Kitchen Nightmares show, Whiting was eager to appear on national TV to tell people she was sorry and relinquish the term “Hon.” We felt this was the perfect opportunity to make a bold move and change the rules of engagement – move from defense to offense. The Result: Returning “Hon” Back to Baltimore After shooting her Kitchen Nightmares episode, Chef Ramsay joined Whiting for a press conference at the sparkling, new Cafe Hon, renovated with even bolder, leopard-print decor than before. During the press event, a relieved and hopeful-sounding Whiting returned “Hon”to the city – she also communicated this via a local radio station. Later that evening, Denise got a good night’s sleep – the first time in a year. Today, more than a decade later and despite the pandemic, Whiting is still dishing up her Hon’s hot crab dip. As you can imagine, we’re huge Denise Whiting fans – she showed true character, compassion, and discipline while in the belly of the beast.
Crisis Chat: How to Use Soundbites to Deliver YOUR Message
Did you know the optimal soundbite for a media interview is between 5 and 10 seconds? In this Crisis Chat, Kathleen Cairns, Fallston Group’s Communications Strategists offers tips to help ensure the messages you want your audience to hear are the ones you deliver.
