Male Student Success Initiative Making a Difference in Young Lives
Bottom line…the Community College of Baltimore County focuses on the improving the success rate of their male students and some renewed funding has given the program new life! The Male Student Success Initiative (MSSI) is a network of support for students who attend the Community College of Baltimore County. The initiative consists of men of color, with approximately 90% of those being African American men from the Baltimore Metropolitan area. The primary objectives of the initiative include, but are not limited to, providing dedicated mentorship, helping men to prepare for and obtain internships, and assisting with building brotherhood and community for students. All of these principles are closely correlated with successful graduation and effective transfer. Part of the uniqueness of MSSI is that students are organized into micro-brotherhoods which are focused on their respective majors or programs of study. For example, cohorts are curated by gentlemen who wish to pursue careers in business, healthcare, and engineering. Based on interests, these aspiring men work in distinct cohorts which are led by a dedicated mentor. Additionally, these cohorts work together to create and organize MSSI sponsored events which make a positive difference in the world we live in. One of these events was sponsored by STEMulating Minds (SM). SM invited Dean Oscar Barton, Jr. (Morgan State University’s School of Engineering) to speak to their cohort, and he did so by offering an MSSI bridge to Morgan with financial support, and assistance with helping student enrolment into the School of Engineering. The SM cohort has received more than $12,000.00 in grants that will allow students to join NSBE (National Society for Black Engineers) with the purpose of building and launching rockets. YES, launch rockets! Providing students with experiential learning opportunities and launching rockets is one of the examples that give our men opportunities that they would not encounter outside of MSSI. MSSI also has an Advisory Board. One of the primary components of the Board is to assist students with internship opportunities. Students have been able to garner internships with Stanley, Black and Decker and with various charter schools. To secure these interns, students must have a certain GPA, number of credits completed, and attend an information session. To continuously engage young men, speakers and other events are geared around student registration and orientation. Additionally, opportunities are provided for male students to attend statewide and national conferences with overnight stays. Within this realm, students gain experience in professional development settings – skills that will last a lifetime. To maintain engagement with the high school community, MSSI is working with the Baltimore County and Baltimore City School Systems, as well as other entities like CollegeBound Foundation, to orient male high school male students of color to the features and promises of MSSI. MSSI is working tirelessly to support and to promote exceptional opportunities for men of color at the Community College of Baltimore County. They do this with a wide approach to engagement, quality and accomplishment. If your company or organization offers internship opportunities, we encourage you to consider CCBC’s Male Student Success Initiatives. To learn more about this amazing program: https://www.ccbcmd.edu/Campus-Life-and-Activities/Male-Student-Success.aspx.
Peloton’s Lack of Planning
Amid the height of COVID in 2020, Peloton’s stocks skyrocketed and increased by almost 440%. While many consumers were investing strongly in at-home workout machines, Peloton continued to advance its business goals by producing more, creating a wider variety of product, and making business decisions for 2021 and the years so come. Ah, the power of business planning – where did Peloton go wrong? In 2021, stocks dropped 76% and most recently in Q4 of 2021, the numbers were their lowest growth quarter ever. Now, the CEO is under fire as Peloton is halting production in 2022 to remodel their production, prices, finances, and business plans to reflect a more accurate valuation, as COVID numbers decrease and people are going back to work and have less of a need for at-home fitness equipment, especially when gyms are opening back up world-wide. Many competitors have emerged in the marketplace, most notable – Lululemon and NordicTrack. The bottom line, Peloton projected their numbers at their highest value point and quite frankly, didn’t do what we tell every client – “plan for adversity”. It seems like common sense and can be seen as naïve to think production would maintain at the momentum it was during a time where everyone was forced to stay indoors, but the mistakes were made and now their reputation is on the line. Peloton is currently laying off employees and closing stores due to their misjudgment on projections and finances. Right now, the CEO is denying that they are halting productions but gave a vague statement regarding their efforts towards increasing margins and improving costs for the company (which creates a very selfish image). Wall Street and the court of public opinion are not reacting well. What could have been done differently and what can they do in the future? Peloton failed to plan for a time in which competitors and adversity would cast a shadow on their product. The mishaps in production and projections were discovered early enough to make changes sooner, and this was a smoldering issue that the corporate offices new about and tried to do small things to change a big mistake. They began to slash prices, sacrifice quality, but then increased prices for delivery and set up; it was a complete scramble to correct margins. There was a complete disregard to consumer impact, and people began to learn the smoldering issues of Peloton very quickly. There is a trust that the court of public opinion shares with companies, especially those that align themselves with that organization and actually work for them. These very people are being laid off due to the corporate failures, and the court of public opinion is waiting to see how they will handle it. Peloton needs to be transparent, take responsibility for their miscalculations, and ultimately ensure that the corporate office, the stores, employees, and consumers are all aligned in how they are going to maintain integrity and the steps they will take to prevent this from happening in the future.
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.
8 Qualities All Crisis Leaders Share
When designating or hiring an employee to be your business’s crisis manager, there is a lot at stake. When selecting, consider one that shares these 8 characteristics.
5 Strategies for Successful Crisis Leadership
by Rob Weinhold, Chief Executive of Fallston Group When it comes to crisis, it isn’t a matter of if but of when. Having an effective crisis management strategy in place is critical not only for weathering the storm but for rebuilding as quickly as possible afterward. These five strategies will help you minimize damage and maximize recovery. Embrace and seize the moment. Short-term adversity can be a long-term advantage if you are able to meet the moment with impact. Look for ways to make your company bigger, faster and stronger than before. As a leader, you have the ability to make an immediate and valuable difference. While everyone does make mistakes, people trust those who handle crisis with the honesty, decisiveness and optimism it deserves. Yes, optimism! Follow the Resilient Moment Communications model. The underpinning of success is the ability to communicate effectively, especially in dire, unexpected circumstances. The Resilient Moment Communications model, developed by Dr. George Everly, Jr., Ph.D., one of the founding fathers of the modern era of stress management, provides an excellent communications blueprint: What happened? What caused it? What are the effects—realized and anticipated? What is being done about it? What needs to be done in the future? If you can fully answer the above questions during times of crisis or adversity, you will have answered the key questions the overwhelming majority of people have during life’s most critical times – you will provide effective leadership. Stay present. Incredible leaders emerge when the chips are down and there is seemingly no way out. The lesson that has always remained with me is the power of presence. The ability to look someone in the eye with empathy and compassion during adversity is critical. You must ensure you and your company are ready to meet the moment, no matter how uncomfortable or unpleasant. Certain life occurrences will yield themselves whether you are there or not. Be ready to meet the moment with vigor, transparency and, again, decisiveness. Be predictive with the press. When it’s time to address the media, be certain to plan for every question and eventuality. There is a tendency for CEOs to want to go on camera without fully preparing because they are used to speaking publicly and know the organization very well. Avoid this temptation and list all possible questions, answers, follow-ups and counters. Train on camera, relentlessly. An eight to fifteen-second sound bite can ruin your reputation, and career. Don’t wing it. Prepare for every interview and press conference no matter how mundane or harmless it may seem. Again, train relentlessly as in this digital age there is no such thing as a local news story any longer. Plan your work, work your plan, stay the course. Once a plan to deal with a crisis situation is put in place, remain true to your vision, conviction and the plan’s ability to perform. This is key. Staying the course is essential in any crisis, once an effective plan is defined. Mid-course correction is sometimes necessary but always have a plan that’s straightforward, easy to understand, easy to execute and scalable at a moment’s notice. During times of sensitivity, adversity or crisis, the most important thing you can do is step up, be present, and answer the tough, yet important, questions. Even better, be prepared before a crisis so you and your company will know what to do during and after – you must create organizational muscle memory – many people are depending on you to lead them through the storm. Always remember Fallston Group’s 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.” Be first. Be fast. Be accurate! Crisis isn’t a matter of if but of when, and when crisis strikes your company or organization, being a competent ambassador and leader during a crisis are critical components to you and your organization’s longevity.
Why Do You Need a Crisis Communications Plan?
Crisis Communications Plans are designed to provide guidance and easy-to-follow steps to support clients in preparation for, management of and after-effects of proper crisis communications. Reputation leads to trust, trust leads to valuation. Effective crisis prevention, identification and communication rely heavily on education, training, professional judgment and experience of an internally formed Crisis Management Team (CMT), which clients learn how to create by following instructions within the plans Fallston Group creates. The CMT’s ability to manage smoldering issues and understand ways in which issues can escalate is essential to effective crisis response and recovery. Crisis communication is integral in the protection of people, assets and brands. Organizations that wait to respond, hesitate or lack visibility of action create uncertainty and anger – it diminishes marketplace trust. Client CMT’s must efficiently and effectively communicate so others do not fill the informational gap created by silence or misinformation. Any employee who is not authorized as a spokesperson should not make statements, comments or declarations internally, externally, to vendors, media, on social media, etc. All employees should direct inquiries to the designated (and trained) primary and secondary spokespeople. When an emergency occurs, the need to factually communicate is immediate. If client operations are disrupted, all stakeholders will want to know how they will be impacted. Regulators may need to be notified, and local government officials will want to know what is going on in their community. Employees and their families will be concerned and want information. Neighbors living near the impacted area may need information—especially if they are threatened by the incident. All of these “audiences” will want information before the organization has a chance to begin communicating. Velocity and accuracy is key – the crisis communications plan facilitates speed and process – organizational muscle memory is created. A vital component of handling an incident is the crisis communications strategy. Clients must be able to respond promptly, accurately and confidently during emergent circumstances in the seconds, hours, days and weeks that follow. A diverse audience pool must be reached with information specific to their unique interests and needs. Client image will be positively or negatively impacted by public perceptions and the handling of the incident from a leadership, strategy and communications standpoint. Planning is power. With new technology, it can be the anonymous public who often “break” a crisis. Therefore, unlike earlier eras, the crisis management team cannot afford to simply “manage the media.” Remember, anyone with an internet connection and a recording device can wreak havoc on your brand. Fallston Group’s mantra is alive and well, “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.” From a leadership standpoint, you must be ready to meet the moment, the 60 MINUTES moment, if need be. Your legacy depends on it. To learn more about Fallston Group’s crisis management work, click here, or contact us to discuss a Crisis Communications Plan for your team.
