On July 30th, the Wall Street Journal reported the following on a recent meeting of the New York Fed: “Thomas Baxter, Executive Vice President and General Counsel of the New York Fed, stressed at the outset of his remarks that he was only speaking for himself, but he pointedly critiqued company culture,
During a routine physical, your physician informs you your blood pressure is extremely high. She advises you to live a healthier lifestyle, but beyond that doesn’t tell you how to treat the condition or what could happen if you do nothing. Not a very effective way of convincing you to
Consider two entirely different organizations: one is our largest automotive producer; the other, a massive federal agency. What General Motors and the Veterans Administration have in common now are acts of malfeasance that not only have created outrage, but tainted their reputations and the public’s trust. The facts are shocking.
From what we have learned from their lawyers’ recently released report, executives and other leaders at General Motors apparently perfected their own non-verbal communication styles with an effectiveness which would have made Don Corleone proud. As candidly confirmed by CEO Mary Barra, leaders developed a cultural practice of tacitly agreeing not
Awhile back, I met a brilliant CEO whose grimaces, body language, cutting glances and sarcastic public insults could shut off a debate in a second or two at most. One senior executive told me that this leader’s comments, eye rolls, and headshakes convinced him that he did not want to
There are many ways that leaders and co-workers can detract from the performance of those around them. They can be purposely mean spirited, sexually or racially offensive, or downright cruel. While it’s hard for most of us to fathom, for some people, demeaning others brings satisfaction or a sense of
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