2. Must Reads

Must Reads

“When turmoil rules, go in.” — Lao Tzu

There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?

Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.

They are listed below with the most recent articles first, and to the side, by category.

We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.

There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?

Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.

They are listed below with the most recent articles first, and to the side, by category.

We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.

Jack Welch: Fire Someone With Dignity

BloombergBusiness, April 21, 2015

Jack and Suzy Welch discuss their book “The Real-Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career” on Bloomberg Surveillance. […read more]

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Facebook is making 3 big changes to its NewsFeed algorithm, and publishers should be worried

Alyson Shontell, Business Insider, April 21, 2015

For the past year and a half, a number of publishers and Facebook page owners have benefitted from a surge of traffic sent to them by the social network. Publishers post content to Facebook with links, and thousands — or millions — of Facebook users see it and interact with it. But publishers have also known that the flood of traffic may not last, and Facebook says it’s making three big changes to its NewsFeed algorithm that could mean these traffic glory days may soon be over soon. […read more]

Google Adds ‘Mobile Friendliness’ to Its Search Criteria

Conor Dougherty, The New York Times, April 20, 2015

Many businesses around the world could wake up on Tuesday to discover their search ranking has been downgraded. After a monthslong warning period, Google will add “mobile friendliness” to the 200 or so factors it uses to list websites on its search engine. As a result, websites that don’t meet Google’s criteria will tumble in its all-important rankings. […read more]

Crisis of the Week: Ice Cream Recall Snags Blue Bell

Ben DiPietro, The Wall Street Journal’s Risk & Compliance Journal, April 14, 2015

This week we look at Blue Bell Creameries L.P. and how it is handling a recall of ice cream products linked to a listeria outbreak. Three people died in Kansas, and while health officials in Kansas say listeriosis didn’t cause the deaths, they said the tainted ice cream products might have been a contributing factor. Illnesses linked to the tainted ice cream products also were reported in Texas.

The company has issued three product recalls, temporarily shut down the plant where the products were being made, and the chief executive issued a statement apologizing and saying the company is working with federal inspectors as they conduct their investigation. The crisis experts evaluated the company’s actions and statements for how effective they were in assuring customers and telling the company’s side of the story.

Davia B. Temin, president and CEO, Temin and Co.: “From all their public actions, it does not look as if Blue Bell has sided with their customers–only themselves–breaking a cardinal rule of crisis management. Listing their errors: One, they were behind the story, not in front of it; it looks as if they were forced into action. Two, once they finally did institute a recall, it was overly complicated. Forcing customers to ‘find the SKU number’ on the bottom of the container to see if their ice cream is safe is onerous.

“Three, similarly troublesome are Blue Bell’s cascading recalls. Clearly the company limited its recalls too narrowly at the outset, and then has had to issue multiple recalls. Every time they are forced to issue a new recall, their credibility is compromised. Listeria is a serious illness; it would have been far better to issue a broad recall and then reintroduce products swiftly and with assurance.

“Four, most of their communications are bloodless, ‘corporate-eze’ and ineffective. There appears to be little remorse, or human touch. Even the letter from their CEO feels as if it were written by a lawyer. Of course lawyers must weigh in, but even if lawyers do write the CEO letter, it must not read that way. A little humanity goes a very long way in a crisis, and Blue Bell seems not to have figured that out soon enough.”

To read the full article, CLICK HERE.

Crisis of the Week: Ice Cream Recall Snags Blue Bell

Ben DiPietro, The Wall Street Journal, April 14, 2015

This week’s Crisis of the Week takes a look at Blue Bell Creameries L.P. and how it is handling a recall of ice cream products linked to a listeria outbreak. Three people died in Kansas, and while health officials in Kansas say listeriosis didn’t cause the deaths, they said the tainted ice cream products might have been a contributing factor. Illnesses linked to the tainted ice cream products also were reported in Texas.

The company has issued three product recalls, temporarily shut down the plant where the products were being made, and the chief executive issued a statement apologizing and saying the company is working with federal inspectors as they conduct their investigation. The crisis experts evaluated the company’s actions and statements for how effective they were in assuring customers and telling the company’s side of the story.

Davia B. Temin, president and CEO, Temin and Co.: “From all their public actions, it does not look as if Blue Bell has sided with their customers–only themselves–breaking a cardinal rule of crisis management.” […read more]

Lafley Pivots From Builder to Demolition Man as He Shrinks P&G

Carol Hymowitz and Lauren Coleman-Lochner, Bloomberg Business, April 14, 2015

A.G. Lafley helped turn Procter & Gamble Co. into the world’s largest consumer-products company. Now the builder has turned demolition man, shedding billions in assets because P&G is too large to compete.

Lafley, 67, interrupted his retirement in 2013 to revive P&G and telegraphed early on that he didn’t plan to stay long. Having announced plans to exit as many as 100 product lines in the past two years, he’s likely to step aside as chief executive officer by the annual meeting in October, according to people familiar with his plans. Before then, Lafley aims to divest at least $19 billion more in assets, slimming the company down to 65 leading brands, such as Tide, Crest and Pampers, which generate 86 percent of P&G’s $83 billion in revenue.

“It’s painful to dismantle something you built,” said Davia Temin, who runs Temin & Co., a crisis management consultant. “Most CEOs I’ve worked with, when faced with this, say ‘I’m a builder, let someone else shrink it,’ but Lafley’s showing he can pivot when that’s what the business demands.” […read more]

“Lafley Pivots From Builder to Demolition Man as He Shrinks P&G”

Davia Temin shares her thoughts on A.G. Lafley’s return to P&G as demolition man vs. builder. “It’s painful to dismantle something you built. Most CEOs I’ve worked with, when faced with this, say ‘I’m a builder, let someone else shrink it,’ but Lafley’s showing he can pivot when that’s what the business demands.” — Bloomberg Business […read more]