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Dear
Reader
Welcome to this
week's edition of the Communiqué. In our lead article we
look at the challenges companies (and football clubs) face in managing
a change of leaderhip. We also examine some of the ways in which
the modern media is being used by consumers to influence large multi-national
firms, and the tools they need to use to combat these threats.
Please keep
sending your feedback, both good and bad as we are keen to make
this communiqué as relevant as possible to our readers. Email
me at andy.jarosz@docleaf.com
Thanks as always,
Andy Jarosz. Editor
| Change
at the Top
Replacing
senior executives is something quite common. In every organization,
there have been, are, or will be situations when the boss
decides to leave his or her post, either because of age, weariness
or unhappiness. There are also situations when the corporate
board of directors decides to do without the CEO’s services.
Even when the dismissal is announced in advance, there is
always a sense of nervousness and crisis when a new leader
takes over.
Santiago
Barba Vera suggests a recipe for successful leadership change
in this article from the Wharton school, and describes how
these challenges apply equally to the boardroom and the football
dressing room.
Read the
full report here
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Psychiatrists
fear media interviews
If you worry that
facing the press is an intimidating experience, spare a thought
for psychiatrists. Media training for psychiatrists is considered
more challenging than for company executives because reporting
of issues related to mental health is so often distorted and
stigmatizing, says John Illman who has run programmes for
the Royal College of Psychiatrists.
“Although media coverage of women’s rights, black
civil rights and disability has changed markedly, mental health
coverage has yet to come in from the cold. Psychiatrists are
better placed than anyone else to change the climate, but
some fear being ineffectual or misrepresented"
- read
the full article here:
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Chinese
Bloggers send Starbucks packing
Starbucks
is the latest company to feel the wrath of China’s online
millions. It has lost a fight to keep open its café
inside China’s Forbidden City in Beijing after a blog
posted by China Central Television (CCTV) host Rui Chenggang
complained that it was an erosion of the nation’s culture.
According
to the state run China Internet Laboratory the nation has
132 million internet users half of which are bloggers who
are having a dramatic impact on corporate crisis management
for many leading international brands, forcing the hand of
names such as P&G, Wrigley and KFC.
Read
the full story here:
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A
21st Century Crisis Tools Glossary
Thanks to robust new technologies, there’s no longer
any reason for organizations to claim they had no way of notifying
their affected stakeholders of impending or immediate disaster.
Because new technologies breed new words at an ever-accelerating
rate, we thought we would provide a glossary of terms for
directors who may need help speaking and understanding the
new language of technocrats. This list was produced by Anna
Sceia Klein, and published in the Bernstein Crisis Management
newsletter.
Read
more here:
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Crisis
Briefs
- News
of a crisis of a welcome kind. A leading expert on midges
has said their numbers have slumped this summer due to the
heavy rain meaning they cannot get a frequent supply of
blood. Earlier
this year, Dr Alison Blackwell, of Edinburgh University,
said it could be a bumper year for the Highland Biting Midge
- culicoides impunctatus. However,
she has now said that all of the 30 official midge traps
throughout Scotland were well down on last year. Dr Blackwell
warned a warm and dry end to the summer could reverse the
trend.
- And
finally.. evidence that lightning can strike twice. Ask
Don Frick. Frick said he survived his second lightning strike
on Friday - 27 years to the day of his first and emerged
a bit shaken, with only burned flies and a hole in the back
of his jeans. "I'm lucky I'm alive," Frick, of
Hamlin, Pennsylvania, said.
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A
collection of past eNews articles can be found at
here:
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