Podcast appearances and mentions of Tony Hayward

Send us a textThe rise of long-form interviews has created a new challenge for executives trying to balance authenticity with strategic messaging. Communications expert Janie Jordan joins us to unpack why these seemingly relaxed conversations can actually be the most difficult media format to navigate successfully.We also examine the rapid evolution of crisis communications through recent airline incidents, exploring how companies like American Airlines and Southwest Airlines have established new standards with CEO video responses issued within hours of an incident. But how 'out front' should your CEO be in a crisis? Our host, Tom Mueller, was a PIO for bp during the Deepwater Horizon oil spill response, and relates his experience with CEO Tony Hayward during that incident. It's a reminder of how even well-intentioned executives can mishandle their communication role.Listen now to gain valuable insights on preparing executives for both planned long-form interviews and unexpected crisis situations in today's unforgiving media landscape. You can reach Janie Jordan at https://www.janejordan.com.au/We'd love to hear from you. Email the show at Tom@leadinginacrisis.com.

La gestión estratégica de los voceros – Karen PiñerosVideopodcast: https://youtu.be/LSUmhos5HqALa gestión estratégica de los voceros es crucial para construir y proteger la reputación de una organización. Los voceros actúan como la voz oficial de una empresa, tanto para las buenas noticas como las malas noticias. Las características y el papel de los voceros en este episodio con la experta Karen Piñeros. La gestión estratégica de los voceros: claves del éxito y errores comunesCuando se hace correctamente una gestión estratégica de los voceros, se fortalece la imagen pública de una empresa y se genera confianza entre los públicos de interés. Pero, una mala gestión puede llevar a confusión, malentendidos y hasta escándalos. Compartimos dos casos que ilustran los efectos de una buena y una mala gestión estratégica de los voceros.Caso de éxito: Satya Nadella y MicrosoftUno de los ejemplos más exitosos de gestión estratégica de los voceros es el de Satya Nadella, CEO de Microsoft. Desde que asumió el liderazgo en 2014, Nadella ha transformado la imagen de Microsoft, pasando de ser una empresa de software enfocada en sus productos de Windows a una empresa con una fuerte presencia en la nube y en la inteligencia artificial. Nadella, como vocero principal, ha logrado comunicar esta nueva visión de Microsoft de manera clara y consistente, generando una mayor aceptación de la compañía en el mercado y mejorando su reputación.Una de sus claves como vocero ha sido su tono accesible y humano. Ha mostrado empatía y ha sabido conectarse emocionalmente con los empleados, clientes y demás públicos de interés, transmitiendo los valores de inclusión y colaboración de la empresa. Además, su estrategia de comunicación está alineada con las acciones de la empresa, lo que refuerza la credibilidad de su mensaje. Gracias a esta gestión estratégica, Microsoft ha recuperado su relevancia en el mercado y ha ganado la confianza entre sus audiencias. Caso de error: Tony Hayward y el desastre de BPUn ejemplo de mala gestión estratégica de los voceros se dio en 2010, durante el desastre de la plataforma Deepwater Horizon, operada por British Petroleum (BP). El entonces CEO de BP, Tony Hayward, se convirtió en el vocero principal de la compañía tras el derrame de petróleo en el Golfo de México, uno de los peores desastres ambientales de la historia. Sin embargo, la estrategia de comunicación de Hayward fue un fracaso, principalmente por su falta de empatía y de sensibilidad hacia el impacto del desastre.Hayward hizo varios comentarios que fueron interpretados como insensibles y egoístas. Uno de los momentos más recordados fue cuando dijo: “Yo también quiero volver a tener una vida”, mientras miles de personas se veían afectadas por el derrame y BP enfrentaba un fuerte rechazo público. Este comentario mostró una desconexión con el sufrimiento de las comunidades afectadas y con el daño ambiental, y fue percibido como una muestra de falta de responsabilidad por parte de BP.Este error de comunicación no solo perjudicó la imagen de Tony Hayward como líder, sino que también afectó gravemente la reputación de BP. La compañía enfrentó protestas, pérdidas económicas y una crisis de confianza que tardó años en superar. La falta de una gestión estratégica de su vocero exacerbó los efectos negativos del desastre y aumentó las críticas hacia BP.La gestión estratégica de los voceros para cuidar la reputaciónLa gestión estratégica de los voceros puede hacer una gran diferencia en la percepción pública de una empresa. Contar con voceros preparados y con una estrategia de comunicación clara permite a las organizaciones enfrentar mejor tanto las oportunidades como las crisis. Karen Piñeros nos cuenta qué es la gestión estratégica de los voceros Karen es cofundadora de Black, agencia de comunicaciones y experta en vocería corporativa.Tiene más de 10 años de experiencia trabajando en pro de la visibilidad y construcción de reputación de marcas en Latam.Es consultora de comunicaciones. Aplica con sus clientes lo que ella llama la perfecta mezcla entre el trabajo de marca y la vocería experta, desde los frentes de la publicidad, las comunicaciones, el manejo de crisis y el posicionamiento digital.Escuchar el podcast con Karen Piñeros donde comparte su conocimiento y experiencia sobre la gestión estratégica de los voceros. ¡No te lo pierdas!La Gestión Estratégica De Los Voceros, Voceros, Líderes De Opinión, Crisis De Comunicación, Reputación, podcast, Podcast Corporativo, Comunicación Organizacional, Recursos Humanos, Desarrollo Profesional, Desarrollo Personal, Comunicación Efectiva, Santiago Ríos, Mil PalabrasRecuerda por favor escucharnos y suscribirte en la plataforma que más te guste:Apple Podcast Spotify Google Podcast SpreakerDeezerPara participar, escríbeme tus comentarios a santiagorios@milpalabras.com.coRecursos recomendados en este PodcastLinkedIN: https://www.linkedin.com/in/karenpinerosSitio Web: https://bck.com.co/Suscríbete al Podcast de Mil Palabras enwww.milpalabras.comDescarga GRATIS el ebook “Cómo Crear un Podcast Corporativo”https://milpalabras.com.co/ Otros podcasts recomendados de nuestra redExperiencia Tech.Las voces de los líderes que hacen posible la evolución y la transformación digital. Casos de éxito, innovación, nuevos modelos de negocio y soluciones tecnológicas prácticas para crecer las empresas.https://open.spotify.com/show/77wLRAuRqZMuIiPcaBNHsJHistorias que NutrenConversaciones con profesionales que tienen algo para nutrir tu vida en lo personal, lo profesional, lo espiritual y lo físico.bit.ly/historiasquenutrenSomos CancionesEntrevistas e historias divertidas y personales con Gente que ama la música y sabe de música. (suenan canciones completas al lado de las historias).spoti.fi/3hWr020Logística que Trasciende Aquí encuentras las voces del sector logístico con las mejores prácticas e historias que han contribuido al crecimiento económico de industrias, negocios y naciones.https://bit.ly/logisticaquetrasciendeConviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/mil-palabras--4898895/support.

Guest post by David Ross is an international corporate peacemaker, strategist, and author of Confronting the Storm: Regenerating Leadership and Hope in the Age of Uncertainty Who would want to be the CEO of a large company, when finding yourself knee-deep in a highly visible corporate scandal? Imagine the pressure trying to remove your organization as quickly as possible from being a front-of-mind concern for your teams, the media, regulators, shareholders, affected communities, and politicians. Confronting the Storm: Regenerating Leadership Maybe that pressure explains the all-too common tactics CEOs employ to get off the front pages such as doubling down on their beliefs that their organization is innocent, that that the harm caused is less than perceived and ridiculing those who have highlighted the organization's toxic practices. And the most obvious tactic of them all, relying on an expensive communications firm to help ride out the scandal. So how does this usually work out? Responsibility is Yours There are numerous high-profile examples of notable corporate scandals, and it is hard to think of one where the CEO has come out of it with their reputation intact or rebuilt Take Enron's CEO, Kenneth Lay, who was convicted of six counts of securities and wire fraud and after the Deep Horizon oil spill scandal, BP's CEO, Tony Hayward, was dismissed. Similarly, Volkswagen CEO, Martin Winterkorn, resigned from his post and is about to go on trial for his part in the "emissionsgate" scandal. However, it is possible for leaders to "unfail," rebuild trust and get things back on track provided they are fully prepared to really confront the issue. From Outrage to Integrity: The Big Picture Scandals, if managed proactively and sensitively, can be an opportunity for organizations. But leaders shouldn't expect them to be resolved quickly, as they often occur because stakeholders feel that something adverse has been imposed on them, or that there has been a collision where the values and goals of the affected are adversely at odds with those of the organization. Something must give. The sooner CEOs appreciate that the affected are, generally, reasonable people with important insights, the better. They should never underestimate their stakeholders. Five Steps to UnFail Stem the bleeding It is critical to reduce the intensity of the outrage directed at your organization: listen deeply - to representatives of the affected on their turf, not yours don't be defensive or disagreeable no matter how hard that feels set expectations that you and your organization take the concerns raised seriously. Intend to do something about it and maintain lines of communication. Understand the 'why' and act Appreciate that there may be a myriad of concerns raised by the affected, search for patterns in the data. Plan your response and strategy, accordingly: identify which concerns are legitimate and should be responded to, and which are illegitimate, those that violate human needs, and should not be progressed any further reflect, as an organisation and personally, on what you are hearing - particularly what needs to be confronted about obvious problems, past behaviours or practices. develop a strategy embedded with dignity, valuing the worth of those affected, their groups or communities, and where relevant, the natural environment. Proactively and sensitively communicate Managing perceptions, outside and inside your organization, from the get-go is critical: Sincerely acknowledging the pain caused or poor behaviour exhibited on the part of the organization is essential. Don't ever blame someone else. don't underplay the impact. keep the affected updated. Vacuums, otherwise, will be filled with misinformation. communicate how seriously the organization takes the issue, and how it will, humbly, start to improve the situation (hint: with the help of the affected). Be disciplined in following through Conflict doesn't disappear after carrying out the above s...

Jeffrey Pfeffer teaches the single most popular (and somewhat controversial) class at Stanford's Graduate School of Business: The Paths to Power. He's also the author of 16 books, including 7 Rules of Power: Surprising—But True—Advice on How to Get Things Done and Advance Your Career. He has taught at Harvard, the London Business School, and IESE and has written for publications like Fortune and the Washington Post. Recognized by the Academy of Management and listed in the Thinkers50 Hall of Fame, Jeffrey also serves on several corporate and nonprofit boards, bringing his expertise to global audiences through seminars and executive education. In our conversation, we discuss:• Jeffrey's seven rules of power• How individuals can acquire and use power in business• Networking, and how to do it effectively• How to build a non-cringe personal brand• How to increase your influence to amplify your impact• Examples and stories of people building power• Tradeoffs and challenges that come with power—Brought to you by:• Uizard—AI-powered prototyping for visionary product leaders• Webflow—The web experience platform• Heap—Cross-platform product analytics that converts, engages, and retains customers—Find the transcript at: https://www.lennysnewsletter.com/p/the-paths-to-power-jeffrey-pfeffer—Where to find Jeffrey Pfeffer:• X: https://x.com/JeffreyPfeffer• LinkedIn: https://www.linkedin.com/in/jeffrey-pfeffer-57a01b6/• Website: https://jeffreypfeffer.com/• Podcast: https://jeffreypfeffer.com/pfeffer-on-power/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Jeffrey's background (02:54) Understanding discomfort with power(04:56) Power skills for underrepresented groups(07:51) The popularity and challenges of Jeffrey's class at Stanford(12:21) The seven rules of power(13:03) Success stories from his course(15:43) Building a personal brand(21:11) Getting out of your own way(26:04) Breaking the rules to gain power(30:34) Networking relentlessly(40:10) Why Jeffrey says to “pursue weak ties”(42:00) Using your power to build more power(44:34) The importance of appearance and body language(47:15) Mastering the art of presentation(55:12) Examples of homework assignments that Jeffrey gives students(59:11) People will forget how you acquired power(01:03:58) More good people need to have power(01:10:49) The price of power and autonomy(01:17:13) A homework assignment for you—Referenced:• Gerald Ferris on LinkedIn: https://www.linkedin.com/in/gerald-r-ferris-5816b1b5/• Political Skill at Work: https://tarjomefa.com/wp-content/uploads/2015/10/4173-engilish.pdf• Laura Esserman, MD: https://cancer.ucsf.edu/people/esserman.laura• Taylor Swift's website: https://www.taylorswift.com/• Matthew 7: https://www.biblegateway.com/passage/?search=Matthew%207&version=NIV• Mother Teresa quote: https://www.goodreads.com/quotes/2887-if-you-judge-people-you-have-no-time-to-love• Paths to Power course description: https://jeffreypfeffer.com/wp-content/uploads/2019/10/Pfeffer-OB377-Course-Outline-2018.pdf• 7 Rules of Power: https://jeffreypfeffer.com/books/7-rules-of-power/• The Knowing-Doing Gap: https://jeffreypfeffer.com/books/the-knowing-doing-gap/• Derek Kan on LinkedIn: https://www.linkedin.com/in/derekkan/• Mitt Romney on X: https://x.com/mittromney• Elaine Chao's website: https://www.elainechao.com/• Tony Hsieh: https://en.wikipedia.org/wiki/Tony_Hsieh• Zappos: https://www.zappos.com/• How I Did It: Zappos's CEO on Going to Extremes for Customers: https://hbr.org/2010/07/how-i-did-it-zapposs-ceo-on-going-to-extremes-for-customers• McKinsey & Company: https://www.mckinsey.com/• Bain & Company: https://www.bain.com/• BCG: https://www.bcg.com/• Keith Ferrazzi's website: https://www.keithferrazzi.com/• Deloitte: https://www2.deloitte.com/• Tristan Walker: https://www.linkedin.com/in/tristanwalker/• Foursquare: https://foursquare.com/• Laura Chau on LinkedIn: https://www.linkedin.com/in/laura-chau/• Canaan Partners: https://www.canaan.com/• Andreessen Horowitz: https://a16z.com/• Sequoia Capital: https://www.sequoiacap.com/• Greylock: https://greylock.com/• The Women Who Venture (WoVen) Podcast: https://www.canaan.com/woven/podcasts• Imposter syndrome: https://www.psychologytoday.com/us/basics/imposter-syndrome• Gary Loveman and Harrah's Entertainment: https://www.gsb.stanford.edu/faculty-research/case-studies/gary-loveman-harrahs-entertainment• “If you need help, just ask”: Underestimating compliance with direct requests for help: https://www.gsb.stanford.edu/faculty-research/publications/if-you-need-help-just-ask-underestimating-compliance-direct-requests• Life story of Kathleen Frances Fowler: https://www.forevermissed.com/kathleenfowler/lifestory• Jason Calacanis on LinkedIn: https://www.linkedin.com/in/jasoncalacanis/• Jason Calacanis: A Case Study in Creating Resources: https://www.gsb.stanford.edu/faculty-research/case-studies/jason-calacanis-case-study-creating-resources• You're Invited: The Art and Science of Connection, Trust, and Belonging: https://www.amazon.com/Youre-Invited-Science-Cultivating-Influence/dp/0063030977• View from the Top: https://www.gsb.stanford.edu/experience/learning/guest-speakers/view-top• Omid Kordestani on LinkedIn: https://www.linkedin.com/in/omid-kordestani-46515151/• Netscape: https://en.wikipedia.org/wiki/Netscape•  Esther Wojcicki on LinkedIn:  https://www.linkedin.com/in/estherwojcicki/• Leanne Williams: https://med.stanford.edu/profiles/leanne-williams• Precision Psychiatry: Using Neuroscience Insights to Inform Personally Tailored, Measurement-Based Care: https://www.amazon.com/Precision-Psychiatry-Neuroscience-Personally-Measurement-Based/dp/1615371583• Mark Granovetter on LinkedIn: https://www.linkedin.com/in/mark-granovetter-8161704/• The Strength of Weak Ties: https://snap.stanford.edu/class/cs224w-readings/granovetter73weakties.pdf• Getting a Job: https://www.amazon.com/Getting-Job-Study-Contacts-Careers/dp/0226305813• Acting with Power: https://www.amazon.com/Acting-Power-More-Powerful-Believe/dp/110190397X• Articles by Herminia Ibarra: https://herminiaibarra.com/articles/• Kingdom of the Planet of the Ape: https://www.imdb.com/title/tt11389872/• Jim Collins's website: https://www.jimcollins.com/• Dana Carney on LinkedIn: https://www.linkedin.com/in/danarosecarney/• Baba Shiv: https://www.gsb.stanford.edu/faculty-research/faculty/baba-shiv• Tony Hayward: https://en.wikipedia.org/wiki/Tony_Hayward• Lloyd Blankfein: https://en.wikipedia.org/wiki/Lloyd_Blankfein• Regis McKenna: https://en.wikipedia.org/wiki/Regis_McKenna• Jack Valenti: https://en.wikipedia.org/wiki/Jack_Valenti• Salman Rushdie quote: https://www.pinterest.com/pin/434175220328596286/• How to build deeper, more robust relationships | Carole Robin (Stanford GSB professor, “Touchy Feely”): https://www.lennysnewsletter.com/p/build-robust-relationships-carole-robin• Carole Robin's 15% rule: https://pen-name.notion.site/Carole-Robin-on-Lenny-s-Podcast-dc7159208e4242428f4b11ebc92285eb• Karlie Kloss on Instagram: https://www.instagram.com/karliekloss• Lindsey Graham's website: https://www.lindseygraham.com/• Was Microsoft's Empire Built on Stolen Code? We May Never Know: https://www.wired.com/2012/08/ms-dos-examined-for-thef/• Who's who of Jeffrey Epstein's powerful friends, associates and possible co-conspirators: https://www.cnn.com/2019/08/12/us/jeffrey-epstein-associates-possible-accomplices/index.html• Why Did Martha Stewart Go to Prison? A Look Back at Her 2004 Fraud Case: https://people.com/martha-stewart-fraud-case-prison-sentence-look-back-8550277• Dianne Feinstein: https://www.congress.gov/member/dianne-feinstein/F000062• Richard Blum: https://en.wikipedia.org/wiki/Richard_C._Blum• Athena Care Network: https://www.athenacarenetwork.org• James G. March: https://en.wikipedia.org/wiki/James_G._March• Satya Nadella on LinkedIn: https://www.linkedin.com/in/satyanadella/• Trump Organization fined $1.6 million for tax fraud: https://apnews.com/article/politics-legal-proceedings-new-york-city-donald-trump-manhattan-e2f1d01525dafb64be8738c8b4f32085• Rudy Giuliani: https://en.wikipedia.org/wiki/Rudy_Giuliani• Harvard president resigns amid claims of plagiarism and antisemitism backlash: https://www.theguardian.com/education/2024/jan/02/harvard-president-claudine-gay-resigns• Stanford president resigns after fallout from falsified data in his research: https://www.npr.org/2023/07/19/1188828810/stanford-university-president-resigns• Rudy Crew: https://en.wikipedia.org/wiki/Rudy_Crew—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Explore how the art of apologizing can shape the fate of a business during a crisis. As an executive or founder in the healthcare space, it's crucial to understand the significance of an apology, especially when things go wrong. An appropriate apology can mean the difference between escalating a crisis and mitigating damage, between losing trust and rebuilding relationships. We will explore 3 case studies: Case Study: United Airlines Incident The public fallout and the missed opportunity in expressing regret. Case Study: Deepwater Horizon Incident BP's handling of the oil spill and the crucial role of accepting responsibility. Case Study: Snapchat's Advert Misstep How Snapchat's apology lacked genuine repentance. Key Takeaways:Understanding the 5 Apology Languages: Expressing Regret, Accept Responsibility, Make Restitution, Genuinely Repent, and Request Forgiveness.Their importance in maintaining a company's reputation and customer relationships.Episode Timeline:[00:03:38] - United Airlines case study[00:07:08] - Expressing regret[00:13:17] - CEO Tony Hayward's public statement[00:15:10] - The deep water horizon oil spill[00:20:25] - The impact of a poorly handled apology[00:26:45] - Making restitution[00:30:34] - Rebuilding trust and overcoming setbacksLinks and Mentions:The 5 Apology Languages by Gary ChapmanListen

Explore how the art of apologizing can shape the fate of a business during a crisis.  As an executive or founder in the healthcare space, it's crucial to understand the significance of an apology, especially when things go wrong.  An appropriate apology can mean the difference between escalating a crisis and mitigating damage, between losing trust and rebuilding relationships.  We will explore 3 case studies: Case Study: United Airlines Incident The public fallout and the missed opportunity in expressing regret. Case Study: Deepwater Horizon Incident BP's handling of the oil spill and the crucial role of accepting responsibility. Case Study: Snapchat's Advert Misstep How Snapchat's apology lacked genuine repentance. Key Takeaways: Understanding the 5 Apology Languages: Expressing Regret, Accept Responsibility, Make Restitution, Genuinely Repent, and Request Forgiveness. Their importance in maintaining a company's reputation and customer relationships. Episode Timeline: [00:03:38] - United Airlines case study [00:07:08] - Expressing regret [00:13:17] - CEO Tony Hayward's public statement [00:15:10] - The deep water horizon oil spill [00:20:25] - The impact of a poorly handled apology [00:26:45] - Making restitution [00:30:34] - Rebuilding trust and overcoming setbacks Links and Mentions: The 5 Apology Languages by Gary Chapman Listen

In today's daily round-up of export, trade and commodity finance news, TXF's Max Thompson covers the latest stories and trends across the market: The Council for Scientific and Industrial Research (CSIR) and Meridian Economics, on behalf of German development bank KfW, have issued an RFI on potential green hydrogen projects in South Africa Glencore has announced that Tony Hayward will retire as chairman of the mining group and Kalidas Madhavpeddi will be appointed as the new chairman on 30 July Coriolis Technologies has joined Surecomp's Marketplace platform as an accredited member Like what you hear? Hit subscribe to stay up to date and for all the latest news online visit www.txfnews.com today.

In Episode 5 of History's Greatest Idiots, Lev and Derrick discuss the potential dangers of performing at a punk venue when you're covered in poop and what happens when you fire your PR Department because you're convinced you'll do a better job, despite the fact your only real skill is sounding out of touch. Now in Video Podcast format Support us on Patreon Visit our Instagram Or our Twitter Hosts: Lev & Derek https://linktr.ee/Lev_Myskin https://linktr.ee/ThatEffnGuy Artist: Sarah Chey https://www.fiverr.com/sarahchey Circus Man by Jeris (c) copyright 2012 Licensed under a Creative Commons Attribution (3.0) license. http://dig.ccmixter.org/files/VJ_Memes/37243 Ft: A.M. mews by MommaLuv SKyTower --- Support this podcast: https://anchor.fm/historysgreatestidiots/support

In Episode 5 of History's Greatest Idiots, Lev and Derrick discuss the potential dangers of performing at a punk venue when you're covered in poop and what happens when you fire your PR Department because you're convinced you'll do a better job, despite the fact your only real skill is sounding out of touch. Now in Video Podcast format Support us on Patreon Visit our Instagram Or our Twitter Hosts: Lev & Derek https://linktr.ee/Lev_Myskin https://linktr.ee/ThatEffnGuy Artist: Sarah Chey https://www.fiverr.com/sarahchey Circus Man by Jeris (c) copyright 2012 Licensed under a Creative Commons Attribution (3.0) license. http://dig.ccmixter.org/files/VJ_Memes/37243 Ft: A.M. mews by MommaLuv SKyTower --- Support this podcast: https://anchor.fm/historysgreatestidiots/support

Glencore Plc, the world’s biggest commodities trader, says Tony Hayward will step down as chairman at the latest by next year’s annual general meeting.Hayward had originally expected to leave Glencore at the end of a nine-year term, in line with a U.K. governance code. He says that the board supported him once again extending his term as he navigates the company through both a change in leadership and ongoing legal probes into the company.Chief Executive Officer Ivan Glasenberg is stepping down this year, after two decades at the top of the company, to be replaced by hand-picked successor Gary Nagle. The company is also facing multiple probes, including from the U.S. Department of Justice.Glencore in a statement says a search for Hayward’s successor is underway.

Paul shares three ideas to help you craft the perfect message in tough times. Show Notes: In a crisis, words matter. Remember Tony Hayward's comments in the 2010 BP oil spill? BP's CEO, Tony Hayward, was apologizing for the disruption and devastation of the event and he said, "…there's no one who wants this thing over more than I do. I'd like my life back." In tough times, messaging matters, not only the words but also the tone. Empathy is your filter. Plato wrote, "Be kind, for everyone you meet is fighting a hard battle." Utility is what your product or service does, but impact is how it affects the buyer. During tough times utility doesn't change, but impact does. Consistency is critical in messaging. Everything you do and say—right or wrong—sends a message to the customer. "Your words must align with your actions." Click here to purchase the latest copy of Value-Added Selling! Book a complimentary podcast consultation with Andrea at The Creative Impostor Studios at http://www.thecreativeimpostor.com/qanda *** Our show is updated weekly with the questions you ask. So, please go to the home page, subscribe, share it with your friends, but most importantly, ask the question that you want answered.  The Q and A Sales Podcast is edited by The Creative Impostor Studios. Thank you for tuning in. Make it a big day. http://www.theqandasalespodcast.com

President Harry S. Truman had a famous sign on his desk that read: "The Buck Stops Here." A clear indicator that he accepted accountability for all the decisions of his administration. There are leaders like Truman in politics and organisations today, though not many. Accountability starts with honesty. Being able to set aside personal pride and admit your own mistakes and being honest first with yourself, and then to all of those you serve as a leader. It shows that you can be trusted as a leader and that even you can be fallible. I'm sorry if this is going to hurt your pride a little, but you are not perfect in everything you say and do. It's OK, I'm not either, and nor is anybody else. That doesn't mean that we hide behind the excuse that "I'm not perfect" but it does mean being open to correction and improvement in a very public way. I was running one of our Golf Leadership programmes for a local company owned and run by a very traditional, senior Asian businessman known by his initials "CS". He happened to be teamed up with his female PA who had, until this day, never picked up a golf club. He was an old hand at the game with a very respectable handicap. They were on the 5th and final tee for our game. A narrow fairway with tress on the left, water on the right and the green and hole just 220m in a dead straight line. It was a warm day with cloud cover and little wind. The PA took her spot at the tee, put everything she had learned into practice from the morning and calmly sent the ball flying, straight as an arrow to land 160m in the middle of the fairway. It was a beautiful thing to watch for a newcomer and she was thrilled. The boss took his place, a grudging nod of appreciation to his PA and lined up for his shot. He'd skipped out on much of the morning session for "more vital and important things than training" and hooked his drive into the trees. A few choice dialect cusses and a spare ball magically appears on the tee. He lines up the shot, tests the weight of his custom clubs, a few practice swings and shuffles his feet and then swings with a beautiful, magnificent example of how to slice the ball into the water. The faintest snort behind him, or was it a giggle? And the custom club comes crunching onto the big green ball beneath our feet accompanied by a stream of cusses. The boss collects himself, turns to my camera guy and demands the footage be erased. Money is proffered and refused. Threats are offered and similar rebuffed. A while later I persuade the CS to allow us to show the video to all the team. He was so fearful of losing face in front of his staff and concerned that they would now know that he could lose his temper quite so violently. I assured CS this was not going to be a moment of revelation to his staff. Rather, it was a moment of relief for them. Now, nobody had to tell him about the issue and risk that very temper. We showed the video to the team and a lengthy discussion followed beginning with CS offering the whole team an apology for his behaviour and a request for their support going forward. When we are honest with ourselves and with others, we are taking responsibility for our behaviours and actions and then we can hold ourselves accountable for the results. 2. Accountable leaders are honest and voluntarily say "I'm sorry" when something goes wrong and they bear some or all the responsibility for the wrongdoing. When the wrongdoing is by someone who works for them, accountable leaders accept their part in their responsibility for the decisions or instructions that may have been a party to the wronghappening. Too often we hear leaders shifting the focus of attention for the blame onto someone, or something else. Whether it's a politician "spinning" bad news and shifting the blame to anyone who is less able to defend themself, or the CEO of a multi-national desperately trying to escape responsibility for a major disaster. "This was not our accident …" said Tony Hayward, Chief Executive of BP started his defence in light os the worst oil spill in US history as the Deepwater Horizon spewed oil into the Gulf of Mexico. To give Tony Hayward some credit, he has provided us with an abject example of failed leadership accountability. https://hbr.org/2010/06/bps-tony-hayward-and-the-failu.html I am beginning to wonder if he has a new position teaching and training world politicians on how to avoid accountability and shift the blame on others. Accountable leaders say "I'm sorry" BEFORE they get caught with their trousers down! 3. Accountable leaders do not avoid responsibility and they do not procrastinate, neither under nor over committing. Before you take on something new you review your schedules and your strengths and talents to know whether you have the time and the capability to complete the work on time to the quality expected. We have some obvious examples with the whole Brexit debacle. Political leaders who championed the leave campaign and once they won, buggered off and declared "my work is done". Other leaders who assumed that the remain vote was secure and took a 50/50 gamble on something as trivial as an economic and trading union. Once they lost, disappeared into the backroom, hiding from the unpleasant task of fixing something that was horribly and catastrophically misjudged. After all, who cares if a few million poor people will struggle, at least I'm alright. Once you do accept the responsibility for a task, you follow through and deliver. Not make excuses and leave it to others to pick up the pieces. 4. Accountable leaders seek input form others. You know that one of the most powerful ways to develop and improve yourself is to talk it out with others, to seek advice from trusted and respected friends, bosses, colleagues, coaches or mentors. It's the recognition that they aren't as omnipotent as their ego might like and that I, even I, can be better and, critically, want to work on being better. I met with a business leader recently to discuss their development needs and plans for the coming year. It was all terrific stuff but I noted that there was no mention of how he was planning to develop his leadership. Of course, this was a daft question on my part as it was obvious that it wasn't his leadership that needed developing, but everyone else's, though he did concede that his bosses could do with training too. It must be tough, I said, being the only perfect leader in the company... Our problem with self-awareness is simple: We judge ourselves by our intentions. We judge others by their actions. "I meant to make the right decision based on the information and the time I had available. I am very busy and have a lot on my plate right now. It's not my fault that I made a bad decision..." Accountable leaders look for ways to do things differently and better in the future and take responsibility to initiate and instigate suitable changes to how they do things and what they do. Accountable leaders are good for business (and for society). In the weeks and months that followed the golf leadership programme, "CS" became a changed man and the business flourished. Engagement amongst the staff soared. Staff turnover slowed to a trickle. Sales increased and costs went down. And even his wife was happy (after she'd made a phone call to us at the office to check that he was telling the truth about events and I wasn't some teenage floozy trying to steal her husband away.) Developing accountability is a challenge for most leaders yet it is well wroth it for personal and business benefits. Accountability increases trust within teams and builds respect between staff and leadership whilst promoting a sense of fairness that increases engagement in the workforce. Accountability is not about the times you win, it's the times you almost win. It's about striving to be better, the promise of achieving goals and the continuous self-refinement. Accountability is a leaders commitment to excellence - raising their game, always improving and always lifting others up. Accountability is why being a leader is so tough and it's why there are so few truly good leaders. Are your leaders accountable? Are you? What examples of good leadership and accountability have you seen? What's worked best for you in developing leadership accountability in your organisation?

In April of 2010, British Petroleum gave orders to speed up production on its colossal drilling rig, the Deepwater Horizon. Despite the objections of many on the rig, safety measures were ignored or overlooked. On April 20th, the Deepwater Horizon exploded. Eleven men paid the ultimate price, and countless thousands who call the Gulf Coast home found their lives irrevocably altered.Based on actual interviews and testimony, Leigh Fondakowski has created a chilling and intimate look at the people and ecosystem affected by the incident.Spill by Leigh Fondakowski. Starring Elisa Bocanegra as Arleen Weise, Andrea Fleytas; Gilbert Glenn Brown as Obama, Jorey Danos, Christopher Pleasant; Nicholas Hormann as Bob Bea, Pat O'Bryan, Gary Bartholemy, Wyman Wheeler; Travis Johns as Keith Jones, Steve Bertone, Jonathan Henderson; Jane Kaczmarek as Narrator, Lillian Miller; James Morrison as Bill Anderson, Randy Ezell, Billy Nungesser; Darren Richardson as Tony Hayward, Jimmy Harrell, Gordon Jones, Don Vidrine: Kate Steele as Shelley Anderson, Jolene Danos; and Mark Jude Sullivan as Jason Anderson, Mike Williams. Directed by Martin Jarvis.L.A. Theatre Works' Relativity Series is presented with the generous support of the Alfred P. Sloan Foundation, bridging science and the arts in the modern world.

In April of 2010, British Petroleum gave orders to speed up production on its colossal drilling rig, the Deepwater Horizon. Despite the objections of many on the rig, safety measures were ignored or overlooked. On April 20th, the Deepwater Horizon exploded. Eleven men paid the ultimate price, and countless thousands who call the Gulf Coast home found their lives irrevocably altered.Based on actual interviews and testimony, Leigh Fondakowski has created a chilling and intimate look at the people and ecosystem affected by the incident.Spill by Leigh Fondakowski. Starring Elisa Bocanegra as Arleen Weise, Andrea Fleytas; Gilbert Glenn Brown as Obama, Jorey Danos, Christopher Pleasant; Nicholas Hormann as Bob Bea, Pat O'Bryan, Gary Bartholemy, Wyman Wheeler; Travis Johns as Keith Jones, Steve Bertone, Jonathan Henderson; Jane Kaczmarek as Narrator, Lillian Miller; James Morrison as Bill Anderson, Randy Ezell, Billy Nungesser; Darren Richardson as Tony Hayward, Jimmy Harrell, Gordon Jones, Don Vidrine: Kate Steele as Shelley Anderson, Jolene Danos; and Mark Jude Sullivan as Jason Anderson, Mike Williams. Directed by Martin Jarvis.L.A. Theatre Works' Relativity Series is presented with the generous support of the Alfred P. Sloan Foundation, bridging science and the arts in the modern world.

This is a special episode of my podcast “Leadership is the Competitive Advantage.” I am really happy to host my first English-speaking guest Julie Diamond. Julie is an international executive coach and leadership consultant who has a huge passion for understanding the phenomenon of power. She is an author of three books, the latest being Power: A User’s Guide (soon available also in Estonian!). I am grateful for having this opportunity to talk to her about different aspects of power — how to use power to influence, impact and foster growth and change in the world around us. “One of the things that has always puzzled and fascinated me is how quickly people sink into the feelings of being disempowered. Something happens to you and you suddenly feel deeply threatened which, in turn, causes your rank to drop. What I have discovered is that when we experience a momentary lapse into low rank, whether as a result of somebody criticising us in public, verbally attacking us or us being under a great deal of stress, it is so easy to loose sight of your high ranking role and your responsibilities and just respond from that low rank emotional state. One of the examples I have given about this exact situation is when Tony Hayward, former CEO of BP, could not handle his emotions when the Deepwater Horizon offshore drilling platform exploded in 2010. That disaster claimed 11 lives and spewed more than 200 million gallons of oil into the Gulf of Mexico, causing massive environmental, economic and social destruction. Shortly after the event, Hayward caused an uproar when he said that while the event disrupted the lives of residents near the Gulf, it was also taking a toll on his personal life. 'I’d like my life back,' he said at the time, putting his discomfort into forefront, thus precipitating a PR nightmare for his company and, ultimately, his own resignation. Hayward sunk into a low-rank feeling right at the moment when he should have been most mindful of his high-ranking role. This is why, under stress, attack and significant pressure, the force of low rank clouds our ability to stay mindful of our high-ranking role. From an evolutionary standpoint, low rank is a matter of life and death. You could be killed, hurt or eaten. It is a classic fight, flight or freeze moment. When the amygdala in the limbic system — in our so-called emotional brain — perceives a threat, it can lead that person to react irrationally and destructively. A critical comment, challenging remark or stressful event can trigger the same reaction as a charging tiger in the wildlife. The amygdala sends signals that flood us with hormones, activating our automatic responses. This emotional brain activity processes information milliseconds earlier than the rational brain, so the amygdala acts before any possible direction from the neocortex, our so-called 'thinking brain', can be received. But the good news is that whether we allow amygdala 'hijack' our emotional state or not is ultimately up to us. Power is a feeling, and therefore can be effectively managed by learning the essential emotional skills.” — Julie Diamond Listen and enjoy!

As bankers get the go-ahead from government to pay out bonuses, Barclays boss Bob Diamond gets a grilling by the Treasury select committee. Plus we look at the future of ofshore drilling after the release of the official report into last year's Deepwater Horizon oil spill

The view from the top of business. Presented by Evan Davis, The Bottom Line cuts through confusion, statistics and spin to present a clearer view of the business world, through discussion with people running leading and emerging companies. In the week that former BP boss Tony Hayward admitted the company had been unprepared for the Gulf of Mexico oil spill in April, Evan and his panel of top business executives consider how companies plan for unexpected events. How prepared actually are they for a crisis or a disaster? And dressing up, dressing down, power dressing, smart casual - they also discuss what to wear at work. Evan is joined in the studio by Neil Gaydon, chief executive of set-top box maker Pace; Sara Weller, managing director of retail chain Argos; Richard Reed, co-founder of Innocent Drinks.

His infamous "I'd like my life back" statement has now cost him his job as CEO of BP, but it didn't have to be that way. On this week's podcast I cover 3 tips for avoiding your own Tony Hayward moment during any employee-facing event. read more

Hints and tips for media appearances, spaking and social media. This week; Festivals; Time to plan, Glee; Tony Hayward; Prepare Prepare Prepare: Big versus small,; Try specialising; An interview with Kimberly Davis; Music from Verenice

With Brad Friedman & Desi Doyen

With Brad Friedman & Desi Doyen

Tony Hayward

Now that the President is taking responsibility, we at BP have arranged for our CEO to stand on the shore near some seagulls and accept his apology.

BP CEO Tony Hayward eating dinner in restaurant that is suing BP for loses, Abu Dhabi offers help for clean up, stock market plunges, McDonald's recall, Chrysler recall

BP CEO Tony Hayward eating dinner in restaurant that is suing BP for loses, Abu Dhabi offers help for clean up, stock market plunges, McDonald's recall, Chrysler recall