A Quote by Richard Edelman
In many cases, companies use the crisis moments to pivot to do better. We like to be part of that.
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So many companies today, when first confronted by a crisis, go into a bunker mentality. They either say, "No comment," or they lie as a knee-jerk reaction. Neither of these sins, I believe, is generally committed on purpose. Rather, companies often panic when first confronted with a crisis and either say nothing, which looks like they're covering something up, or they speak what they wish was the truth.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
Companies that do not actively practice, study, and plan for crisis communications - as well, of course, crisis management - are doomed to fail when a crisis befalls them. Crises are, in a word, inevitable, and those macho companies that think, "it can't happen here," or if it does, "I can handle it," will suffer the hardest failures.
In the restaurant business, there's the concept of pivot. Pivot to the stove, pivot to the refrigerator.
People that are that good at motivating and inspiring are rare. In many cases, you wish it was parents, and in many cases it is, but in a lot of cases it happens outside the family as well - or, in some cases, only.
Determining how many asbestos suits have been filed or how much companies have spent to resolve them is difficult. Cases are filed in state and federal courts, and many companies do not disclose their spending on settlements.
Bad companies are destroyed by crisis. Good companies survive them. Great individuals, like great companies, find a way to transform weakness into strength.
I think phone cases will always be novelties, but there's always so many interesting phone cases I like phone cases and I think the sillier the better - but this is a cool take on it.
One of the big aha moments is how many large companies still don't use collaboration tools and aren't using digital technologies internally. They're engaging with their customers, but they haven't invested in the infrastructure that allows their employees to telecommute.
In America, we've had people that are political hacks making the biggest deals in the world, bigger than companies. You take these big companies, these trade deals are far bigger than these companies, and yet we don't use our great leaders, many of whom back me and many of whom back Hillary Clinton, I must say. But we don't use those people.
I wouldn't use the word upset. I think it's very unfair that these really, in many cases professional, in many cases sick, protesters can put cars on a road blocking thousands of great Americans from coming to a speech and nobody says anything about that. But they'll say something about whatever.
Most cases, I would say, in a huge amount of cases, countries that have worked with us and have used our financial facilities have come out quick... more quickly and in a better shape from a crisis than would have come out otherwise.
There is something in these moments of crisis that is really extraordinary about humanity and human beings' resilience and the way in which everyone naturally comes together. I think you see the best in people in those moments for better or for worse and you find your best self.
It's super important that people use their significant buying power to pull companies like Ferrari and show them there is a market for sustainable fuel. So many other car companies would take notice if Ferrari made headway on this measure.
The diary taught me that it is in the moments of emotional crisis that human beings reveal themselves most accurately. I learned to choose the heightened moments because they are the moments of revelation.
There are exceptions of course, but most companies start with a great idea?-?not a pivot.
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