Fallston Group

Building Strengthening & Defending reputations

One Crisis Espresso, Please!

Starbucks-Crisis

by Rob Weinhold, Chief Executive of Fallston Group Social media attack, bad press, investigation, litigation, data breach, sex scandal, economic downturn, discrimination, mismanagement and, tragically occurring with greater frequency, active shooter situations…the list goes on and on. Life comes at you fast, and there’s one irrefutable certainty: the issue isn’t “if,” but “when” crisis will come knocking on your door. Crisis came pounding on Starbucks’ door recently, with sonic, viral velocity. When two black men were arrested in a Philadelphia Starbucks, chief executive officer Kevin Johnson didn’t pass the buck or glide over the incident as an unfortunate misstep. He promptly said, “I own it. This is a management issue, and I am accountable.” He went on to call the arrests “reprehensible.” But what does being accountable mean? After observing hundreds of organizations in crisis over the years, many opt to provide lip service and simply make it through the next day’s news cycle until some other company assumes the daily crisis crown. In fact, many leaders say and do nothing…a spiraling disaster. Note 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!” Johnson is choosing to tell the organization’s story, and often. Starbucks has given a strong response since the start of their crisis. Leadership is visible, on message, on many media platforms and passionate – their primary and secondary spokespeople are believable and appear staunchly committed to long-term change. Both Johnson and founder and chief executive, Howard Schultz, are withdrawing huge sums from their reputational piggy bank. By the way, Starbucks is a $22 billion company and so far, stocks have remained steady. This is a function of true leadership and aligned marketplace confidence. I firmly believe reputation equals trust, trust equals valuation. Starbucks’ leadership announced the closure of all 8,000 company-owned stores in the U.S. on May 29 to train 175,000 employees about racial bias. The best decision was engaging training guidance from former Attorney General Eric Holder and a key member of the NAACP. Even though Starbucks already has a very capable, diverse board, leveraging its outside network is a critical, effective strategy – inclusion enhances credibility. However, training is just the first step. The initial training should be followed by routine assessment, policy development, rigorous ongoing training and modeled behavior. All these elements must be coupled with inclusionary leadership development and decision-making. It’s about long-term organizational change. Crises cost time, money, customers and ultimately, your career. After decades helping people during life’s most critical times, I’ve come to realize that crisis is not to be feared. In fact, crisis can be a growth strategy. And growth doesn’t always show up in a stock price…in this case, this incident will be the springboard for a more equitable corporate setting and inclusionary customer experience. Once stabilized, crisis should not be relegated to the rear-view mirror with an exhale of relief. It is an opportunity to continue to climb the chairlift; this is where real substantive change is created. Remember: reputation equals trust, and trust equals valuation. When you understand this key component of leadership, crisis is no longer just something to “get through.” It is a unique opportunity for you to guide your company to a more brilliant and prosperous future. Everyone will be watching, Starbucks…so far, you are doing the right thing. But, don’t fall off the chairlift! To learn more about crisis & issue leadership offerings at Fallston Group, click here or contact us at 410-420-2001.

From QB to CEO: Leadership Qualities ft. David Morris

Building Strengthening & Defending reputations

Former quarterback at Ole Miss and founder of national quarterback training program QB Country, David Morris joins Rob Weinhold in this sports-driven installment of Fallston Group’s 15-Minute Leadership Quick Hit. Much like presidents and executives of organizations and companies, quarterbacks are tasked with leading and motivating an entire football team to foster success and get the W. Tune in for Morris’ take on leadership qualities and attributes that can also be applied to business success. About QB Country Based in Mobile, Alabama with eight locations nationwide, QB Country specializes in year-round quarterback training and development for middle school, high school, college and NFL quarterbacks. Founded by a former Ole Miss quarterback, David Morris, QB Country offers specific quarterback training focused on proper footwork, throwing and body mechanics, as well as the physical and mental aspects of playing the hardest position in all of sports. Our goal is to educate quarterbacks on how to play the quarterback position the correct way at game speed. To learn more, visit www.qbcountry.com, like QB Country on Facebook, or follow QB Country on Twitter.

Relentless Training: Key to Success

Building Strengthening & Defending reputations

Fallston Group’s Frank Barile instructs cadets during a recent training exercise. Recently, Fallston Group’s Frank Barile and associate Buddy Johnson helped tactically ​train cadets from West Point Military Academy. It is clear that under duress, all of us react in the manner with which we were trained. This is incredibly true for the many brave men and women who risk their lives to protect ours, both domestically and internationally. Whether a member of the military, law enforcement or first responder community, in the absence of relentless training to standard, organizations in all sectors are doomed for failure.   ​ There is an old saying in the training circles; it goes, “Amateurs train until they get it right. Professionals train until they cannot get it wrong​.” Regardless of who takes credit for this terrific insight, it is true. Crisis costs time, money, stakeholder confidence, careers, and in the worst case scenarios, lives. Don’t delay as you never know when your team will need to meet the moment. If you’d like to know more about​ safety and security assessments, policy development and training programs​​,​ please ​contact Fallston Group at info@fallstongroup.com or by phone at 410.420.2001.

In Remembering 9/11…

Building Strengthening & Defending reputations

The devastating attacks of 9/11 are a moment in time that every American will always remember. The Fallston Group joins America in remembering and honoring the innocent lives taken from us that day, the brave souls of rescuers and responders, and the courageous men and women who continue to protect our nation from outside threat. Although we can only plan for so much, it is important that business owners recognize the possibility of crisis at any moment. The Fallston Group offers the following steps in building and implementing your workplace violence policies.

Workplace Violence Advice

Building Strengthening & Defending reputations

by Rob Weinhold A safe work environment is paramount to everyone in the workplace and should be the first priority of leadership. The recent workplace shooting at the Emcore Corporation in New Mexico highlights the pervasive dangers faced by all business owners and their employees each day. This tragic situation left ten people shot and three dead, including the gunman who is suspected of targeting a domestic partner. Workplace violence is defined as physical violence, threats of physical violence, harassment, intimidation, and other disruptive behaviors which occur in the workplace. Attacks in the workplace often seem unpredictable, sudden, devastating, life-altering and public for many stakeholders – physically, emotionally and financially. Unfortunately, many leaders do not pay attention to the prevention side of workplace violence until it is too late. Top-Line Advice In an effort to provide some top-line advice regarding prevention, the Fallston Group offers the following: 1. Install a controlled access security system complete with designated entry points 2. Monitor access security cameras and badge identification systems which are controlled by a receptionist or security personnel – includes monitoring of hallways, stairwells, ingress and egress to executive suites, etc. 3. Implement one-way exit strategies which allow employees to vacate buildings quickly from multiple areas during an emergency – points of exit which cannot be penetrated from the exterior of the building 4. Limit access to certain areas of property based on job description and authorization 5. Offer workplace violence awareness training for supervisors and managers (educate workforce about the early warning signs of workplace violence) 6. Require detailed documentation of behavior/performance and implement reporting policies – be certain assessments, policies and training strategies are reviewed and implemented on a routine basis 7. Provide employee access to counseling services and Alternative Dispute Resolution (ADR) programs – pay close attention to the culture of the business as problems often creep into the workplace from the personal lives of employees. If practical, offer family life programs to relieve some of the work-life balance pressures some employees may feel 8. Involve law enforcement in the documentation process if behavior is deemed threatening 9. Request law enforcement visits with stop, walk and talk details (free of charge) 10. Form a threat assessment/crisis team who regularly plan for and evaluate issues. In addition to the tactics described above, sound pre-employment screening procedures, prior to offers of employment, is critical. Searching for backgrounds in criminal behavior, domestic violence, weapons charges and crimes of violence are often early indicators of future problems. To learn more about protecting your employees and reducing the exposure points of your business, contact the Fallston Group at 443.690.0765 or log onto fallstongroup.com. It is the ethical thing to do as a leader.

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