Twenty-One Point Home Healthcare Personal Protection Plan
The Fallston Group recently agreed to head to Chicago to speak to more than 2,000 healthcare professionals from the United Healthcare network. Safety and Security of home healthcare providers was the lead topic. In an effort to assist the many home healthcare professionals in the field, we’re making a few safety tips available in an effort to enhance the well-being of these hard-working men and women: Always confirm appointments with clients before your visit Make sure you have accurate directions to your client’s home Let your employer and coworkers know where you are at all times (arrival and departure times) Know the location of the nearest police or fire station – they are a safe haven in the event of an emergency Keep your car in good working condition – don’t become stranded Keep your vehicle doors and windows locked at all times Have an extra set of keys with you in the event you lose them or lock them in your car by accident Park in well-lit areas, away from large trees and shrubs; avoid parking next to cargo vans or large trucks Use the shoulder of the road or parking lot to talk on the phone or review directions – don’t text and drive Avoid leaving items visible inside the car during visits – lock equipment and personal items in the trunk out of plain view Before getting out of your vehicle, make sure no one is around that makes you feel uncomfortable – don’t be afraid to drive away and reschedule Encourage patients to put their front porch lights on prior to your arrival – always carry a flashlight with you at all times, even during the day Carry a whistle as noise will deter offenders – carry police-grade pepper spray if your policies allow (not foam as it is less effective) and get the proper training Trust your instincts – if it doesn’t feel right, it is not Don’t touch your client’s pets; animal injuries can be very harful or fatal Watch where you step to avoid injury Watch for potential signs of violence inside of the home – firearms, substance abuse, alcohol, broken furniture, etc. Maintain a visual exit and ensure the path is clear in case you need to escape the home quickly Cut your visit short if you begin to get verbally abused or the client is irrational in behavior Do your paperwork at home or in the office – not in the car or in the client’s home (distracted people become victims of crime) Take a self defense class by certified instructors as it will build skills, confidence and the proper mindset If you would like more information about the safety and security of in-home providers, please don’t hesitate to contact the Fallston Group at info@fallstongroup.com or 410.420.2001. The Fallston Group is a crisis management and communications company committed to building, strengthening and defending reputations – www.FallstonFroup.com.
Subway – Are We Paying More Dough for Less Dough?
On January 18th of 2013, a teenager in Australia ordered what he thought was a 12 inch “Footlong” sub from the international organization Subway Restaurants (Subway). The teenager proceeded to take out a tape measure and measured the sandwich at an even 11 inches. The young Australian man went home and proceeded to post his experience on Facebook and a request to Subway to “please respond.” The post instantly went viral with over 100,000 likes. Subsequent to the posting, Subway Australia immediately posted on their Facebook page that the term Footlong is a registered trademark as a descriptive name and not intended as a measurement of length. A Subway spokesperson was also quoted on ABC News that Subway strives for a 12 inch sub every time. However, contrary to the spokesperson’s statement, Subway did run a series of commercials in 2008 promoting their sandwich using a 12 inch ruler. In a short period of time, the issue grew on an international scale. People across the globe were posting on Facebook and Twitter similar experiences as those of the young man in Australia. A New York franchise owner even went to the extent of publically stating that the meat within the sub has shrunk an additional 25 percent and franchise costs for food products have increased 4-5 percent. Outside of the Subway spokesman, no other company comments were released immediately following the high-level exposure which was gaining momentum across the globe. Apparently, Subway leadership was under the impression the issue would “go away,” despite the high intensity viral exposure and the continued light on the issue. Within a few days, two New Jersey men filed a lawsuit, with a third man joining a couple days later. A man in Chicago is also filing a lawsuit in excess of $5 million and the New Jersey lawyer representing the original two men has stated that he is also filing a class action suit and moving into Pennsylvania to gather others with similar complaints. On the 25th of January, exactly one week after the posting of the young man in Australia, the filing of the lawsuits, coupled with the possibility of future lawsuits, Subway finally made a statement. The organization apologized and regrets falling short to deliver on their promises to their loyal customers. 2010 statistics show the fast food industry generates an excess of $180 billion annually, has over 300,000 stores, and employs 3.9 million people. Subway has been credited as a market leader within the industry with their relatively low start-up costs and capital expenditures. Their annual revenues exceed $6 billion, yet they have been highly exposed by not acting quickly on a major short-coming on delivering what has been their signature product. The leadership of Subway Restaurants needs to adequately address the “court of public opinion” in order to maintain brand credibility and corporate integrity as all stakeholders are watching. It is important for Subway to act swiftly, but what are the lessons learned beyond their inability recognize and respond to a difficult issue? What were the internal leadership shortfalls that impacted their ability to respond immediately? It is imperative that Subway maintain a sense of integrity and transparency in and around all of these issues because right now, consumers feel they are paying more dough for less dough.
Old Enough to Know, Not Old Enough to Understand – Children and Newtown
On the morning of December 14th, a 20 year-old suspect who later killed himself wreaked havoc on a nation by callously taking the lives of twenty precious children and six celebrated school administrators at Sandy Hook Elementary School in Newtown, Connecticut. By all accounts, the suspect (we won’t mention his name) carried-out this violent act with his mother’s Bushmaster AR-15 rifle and two handguns – a Glock 10 mm and a Sig Sauer 9 mm. Sadly, the suspect’s mother, who apparently cared for and loved her suspect son as much as each victim’s mother cared for their child, was also executed in her home prior to the school shooting. This horrific crime immediately takes all of us to a confused place where we simultaneously feel pain, anger, sadness, helplessness, empathy and a strong desire to learn more with hopes of preventing a future tragedy. Candidly, we will never truly know or understand what ultimately made a young, disturbed man travel to the depths life led him. The Newtown tragedy is a watershed event for our nation. It will continue to evoke emotional conversation about school safety, gun control and mental health issues among many. It makes many of us question the world we live in and, for a period of time, will bring all of us together to remember and honor the lives of those who embraced the very innocence and sanctity of an elementary school classroom and all that is good about it. Our classrooms provide the traditional, wholesome experiences that must be preserved and protected at any cost. Many heroes revealed themselves that fateful morning; many of them no longer with us. All of us are devastated and share the pain of the Newtown community. But, what we just can’t get over is how someone could hurt such young, trusting, innocent children whose only concern in the world during this time of year was what they might receive during the holiday season…from a loved one on a special day or wrapped under the tree on Christmas morning. As adults we struggle and as kids, well, we must be sensitive to each child’s unique needs as we strike the balance between their desire to know and ability to comprehend. After quite a bit of research on this topic, we thought we’d share this article from CNN – http://www.cnn.com/2012/12/17/living/talk-kids-newtown/index.html. Yes, many children are old enough to know, but too young to understand. Please take a moment to read the article as we all work to continue to protect our children, both physically and emotionally. The Fallston Group is a crisis management and communications firm working to help leaders prepare for, navigate through and recover from issues of adversity and crisis.
Crisis Plans Must be Executed to be Effective
The professional sports world has not been lacking in controversial behavior patterns by their athletes in recent years. Personal issues can dramatically hurt the career and brand of individual athletes; examples of this include Mike Tyson and Kobe Bryant, who was acquitted in a sexual assault case. Confirmed bad behavior or a perception of such behavior can dramatically hinder the reputation and brand of those involved, their teams, leagues, sponsors, endorsement stakeholders, and entire industries. In a business context, according to studies, 63% of marketplace valuation is attributed to reputation. This past Saturday, just after 2 am in the morning, Dallas Cowboy Josh Brent was driving at reported high speeds which resulted in an accident that killed is best friend and teammate Jerry Brown. With the complexities that exist in today’s business climate, which includes ever-changing resiliency dynamics, the issue of crisis planning and management is a must within an organization’s structure at every level. The changing environmental landscape and the immediate needs of stakeholders necessitates that today’s organizations have encompassing contingencies via crisis management planning, training and execution. The Washington Post addressed the issue of crisis management and the Cowboy’s in the context of their new billion dollar plus facility and the implications of the team losing games. What is the crisis management plan involving an issue directly related to their team that literally involves life and death? Moreover, this is not the first instance of a situation like this recent tragedy within the Cowboys organization; former Dallas Cowboy, Dwayne Goodrich was involved in a hit and run accident in 2003 that ended the lives of two men and injured another. These events, and many others like them, are extremely tragic at every level. The most forward thinking leaders do everything they can to protect their people, secure their assets, and strengthen their brand. However, even with the most comprehensive plans and training in place, people have to utilize the plan during the most critical times of need. According to the NFL, there are designated driver programs in place for athletes, but they must be used in order to be effective. Now, everyone is left wondering what can be done differently with hopes of avoiding a future tragedy. Let’s hope everyone learns a valuable lesson as a result of the Jerry Brown tragedy – use the resources that are in-place, whether a professional athlete using a confidential car service or drunken teen who asks for a ride home from a weekend party. The truth is, a plan and its resources are only as good as those who are willing to execute it because at the end of the day, none of us escape personal and professional accountability.
Aftershock Event to Help Leaders Prepare for an Uncertain 2013
As we near the close of 2012, CEOs and business owners look to a future clouded with uncertainty on many fronts—most notably the domestic and world economy. While there are no sure roadmaps to guide leaders through what could be shaping-up to be a very challenging 2013, an important upcoming December summit event will seek to provide some answers, including a forecast of what may be looming on the horizon for companies, as well as actionable steps that leaders can take to prepare and protect their organizations.
Slight Communication Misstep Will Cost Election
Leaders in the private, public and nonprofit arenas should take heed and realize that all can learn how to be more effective leaders through observing this election process. Analyzing the good, bad and ugly is important as both leaders, and those that aspire to be, take the lessons learned and apply them to their own leadership lives; remembering, of course, that credibility above all else, is paramount.
Failed Leadership Eroding NFL Shield
Brand erosion is rapidly occurring in the NFL and its leadership continues to stand on the sidelines…not even having the professional judgment to communicate with the very stakeholders that drive the business (the fans). Remember, crisis costs time, money, customers and ultimately careers. Times like this call for affirmative leadership, not absenteeism and alleged apathy. While the NFL may “win” its labor dispute in mediation, it will “lose” its value in the court of public opinion. Yes, the replacement referees are having an impact on the outcome of games and stakeholder confidence – players, coaches and fans. Yes, both sides in the labor dispute need to make concessions for the larger good of the brand. Unfortunately, it seems the only outcome that will work is if the fans “vote with their feet.” There are many who are starting to believe that if the NFL continues to put an inferior officiating product on the field, then they themselves will go on strike and not attend games. Yes, this will cut into the very core of the issue – money. That’s right, no money for merchandise, food & beverage, unsold tickets and parking. By the way, corporate sponsors will also go ballistic as their core target market (the fans) will not be sitting in sports venues being exposed to their highly invested and activated upon messaging. It’s always amazing how leaders see the proverbial “train coming down the tracks” and choose to stand in the way vs. taking swift action to prevent a glancing or fatal blow. This issue isn’t now about football, it’s about leadership…perhaps they are the folks that need to be replaced.
NFL Replacement Refs Causing Brand Damage
As the NFL completes the second week of its 2012 regular season schedule, the labor dispute between the League and its official referee contingent continues. At the heart of the matter is a dispute over 401(k) benefits; however, while the absent referees and League officials continue to grapple over benefits, everyone else continues to lose. Repeated bad calls, lack of rulebook knowledge, poor penalty administration and unnecessary game delays are killing the flow and spirit in what is the most watched and celebrated weekly sports experience in America. Not a play goes by where everyone now looks for the yellow flag to hit the ground, a “quick-draw”action which is dramatically impacting the course of the games. Players are upset, coaches are arguing and fans are increasingly impatient and frustrated. The brand of the NFL is now both officially and very negatively impacted. Adding to the embarrassment is a replacement sideline official who was pulled by the NFL from the Saints game for being a very public, adamant fan of the New Orleans Saints. In fact, the replacement official’s Facebook page allegedly contained photos of the official in dressed Saints gear during a preseason game. That’s right, in full regalia touting his pride for the team he was chosen to be objective about! All deserve better which is why it is imperative that each side involved in this dispute settle their issues and return the NFL sports experience to what it should be and return the replacement officials to the stands.
Police Should Be Police, Not Personal Service Agents
As more details emerge in the Anne Arundel County (MD) Executive misconduct allegations, it is becoming alarmingly clear that the members of John Leopold’s police security detail were allegedly used for much more than protecting people. In fact, during a recent news story reported by Baltimore’s CBS affiliate, WJZ-TV, many embarrassing details are now coming to light – http://baltimore.cbslocal.com/2012/08/10/officers-leopold-ordered-firing-of-county-worker/. The concept of elected officials using members of their sworn security teams for personal errands is nothing new; many sworn officers have been asked to make dry cleaning pick-ups, bank deposits, grocery store runs, etc. during their normal tours of duty. This is a huge gray area in public service that must be addressed and appropriately codified at the highest levels. Quite candidly, officers don’t want to complain because they don’t want to lose their positions or run the risk of being on the “outs” with administration officials. Law enforcement leadership has the obligation to weigh-in and make certain sworn members of police agencies are doing what they were trained to do, not run menial errands for those they are sworn to protect. As a citizen, I don’t want officers running personal errands, posting campaign signs or building investigative dossiers of those that may run against the elected officials they are sworn to protect. Police should be police, not personal service agents; police officers should be investigating criminals, not political foes. Bottom line – when our nation’s police officers take an oath to “serve and protect,” the term “serve” doesn’t apply to elected officials who choose to inappropriately utilize the highly-trained, scarce resources of our nation’s public safety entities.
Penn State a Lesson in Leadership, Not Communications
Most leaders do an excellent job of leading the organizations for which they’re responsible. However, while they’re focused on developing vision, motivating people and driving results, there are many issues which routinely threaten their people, assets and brands. And, a disruption in business continuity can result in a loss of brand integrity, a diminished personal reputation, an undermining of stakeholder confidence, a reduction in profitability and in the most serious of cases, loss of life. The recent release of the Freeh Report highlights the abysmal failure of the most senior Penn State officials as they apparently did nothing to protect the children who were tragically victimized by systemic abuse. These circumstances represent the most egregious violations of trust; the implicit trust children have in those expected to care for and protect them. The Penn State crisis continues to cause instability, confusion and intense outrage among many stakeholders. Chief executives must understand that the strengths and shortcomings of leaders are perhaps never more magnified than during times of adversity. That is, making the proper ethical decision, no matter how painful, at the right time for the right reasons. It appears the institution of Penn State football was more powerful than that of a child’s safety and well-being. Yes, personal and institutional brands became more influential than the intimidated victims. Sadly, there are many honest, hard-working people who are aligned with Penn State, people who would’ve handled the Sandusky situation much differently. Unfortunately, those people were not in the proper leadership roles. Many continue to talk about the Penn State situation in terms of failed crisis communications. To me, the Penn State derailing is not a matter of failed communication, but a monumental failure in integrity-based, decisive leadership.
