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from the Untangle Doctor®
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How to Build a Culture of Fear in 3 Easy Steps
Leaders, follow these three easy steps if you want to ensure that tough issues are never raised, that you don't receive early warning signs, and that employees are seen and not heard. If you follow these steps faithfully, you and your executive team will hold all the power. You will be secure in your conference room, knowing that no outside influences sway your decisions. You will be assured that you are right, and all others are wrong! But beware; pursuing this path could result in a totally avoidable train wreck. What if Merrill’s Board of Directors hadn’t turned a blind eye to internal risk managers who saw the dangers of collateralized debt obligations? What if AIG’s Board had recognized the folly of not holding its executives accountable for unsavory business practices?
What’s Divorce Got to Do with It?
Tina Turner made a singing comeback in 1984 with her hit song, "What's Love Got to Do with It?" My husband, a family law specialist in San Francisco has recently worked with some male clients, who I call alpha males, struggling through their respective divorces. Tina Turner claims that "love is a second-hand emotion." However, from what I am hearing, anger, blame, and transference are first-hand emotions and reactions. Going through a divorce at any time is a trying and emotionally draining experience. However, the stress and tension is now exacerbated by the economic decline. Individuals who have enjoyed unfettered economic success, and the ability to buy and demand whatever they desired, are now finding their world crumbling beneath them.
More on Untangling Leadership Fears
"Courage is not the absence of fear, but rather the judgment that something else is more important than fear." –Ambrose Redmon
Three Ways to Thrive In Volatile Times?
My corporate clients are in a panic. Their business reality, as they knew it before mid-September 2008, has shifted. Companies with strong cash reserves are holding back on spending. Companies without strong cash reserves are shedding employees and cutting capital expenditures. The rules of the game have changed. Yet, we all know that some firms will not only survive, but thrive during these shifting times. What will make the difference?