Listen, kooks! I'm not going to connect with Joe Hart. That's not my style. But I am going to look at his three ways. Because I like to look at any ways, frankly. It's all good motivational stuff. Probably.
'What are you going on about, boss? Is this a PR email?'
Of course it's a PR email, Voice! You don't think I just pull things like this out of thin air, do you?
'Ha! Well, I don't know with you.'
Yeah.
Anyway ...
On the below the below 3 ways leaders -
Hang on! On the below the below??? Whatever. 'A nice bit of repetition.' Yeah, yeah. That's my area. / Leave it to the professionals, Marsha!
Anyway ...
On the below the below 3 ways leaders can avoid the fate suffered by Silicon Valley Bank, hoping to connect you with Joe Hart, CEO of Dale Carnegie Training - the oldest (110 years) and largest training company in the world with operations in over 75 countries. He's also author of the just released book "Take Command: Find Your Inner Strength, Build Enduring Relationships, and Live the Life You Want," co-authored by Michael Crom - grandson of the famed Dale Carnegie - is a modern take on many of the principles from the time-tested bestseller "How to Win Friends and Influence People."
Yeah, okay.
Let's hear about these three ways then ...
3 Ways Leaders Can Navigate Economic Uncertainty to Avoid a Debacle Like Silicon Valley Bank
How business leaders can create a culture of accountability, transparency and growth in an ever-changing business landscape to build organizations that are resilient, adaptive and sustainable amid adversity.
The collapse of Silicon -
We don't want all this!
'Give us the three ways!'
Shut up, Voice.
Take Command of Your Vision
This means developing a clear and compelling vision for your organization, and aligning your strategies, resources, and operations to achieve that vision. In the case of SVB, the bank's leadership failed to recognize the risks inherent in its lending practices and investments, and as a result, the institution crumbled under the weight of bad debt and poor management. CEOs can learn from this by taking a proactive approach to risk management and by cultivating a culture of accountability and responsibility within their organizations. This means aligning their business strategies and operations with a clear and compelling vision that reflects their purpose, values, and aspirations.
Ha! Take command of your vision??? Easier said than done, mate. But never mind.
Take Command of Your Relationships
The second principle of Take Command is to Take Command of Your Relationships. This means recognizing the importance of collaboration, communication, and trust in achieving success. In the case of SVB, the bank's collapse was not just the result of poor internal management but also of external pressures from the wider financial ecosystem. CEOs can learn from this by cultivating strong relationships with partners, investors, customers, and other stakeholders, and by maintaining open lines of communication and transparency. This means building a strong network of allies and advocates who can provide support and guidance in times of need, and who can help to mitigate risks and amplify opportunities.
Easier said than done.
Take Command of Your Risk Management
The third principle of Take Command is to Take Command of Your Risk Management. This means developing strategies to identify and mitigate potential threats and vulnerabilities, as well as cultivating a culture of accountability and responsibility within the organization. In the case of SVB, the bank's leadership failed to adequately manage risk, which left the institution vulnerable to shocks and disruptions. CEOs can learn from this by taking a proactive approach to risk management, and by developing policies and procedures that promote transparency and accountability. This means conducting regular assessments of potential threats and vulnerabilities, empowering employees to speak up about concerns, and maintaining a strong sense of purpose and vision that can guide decision-making even in difficult times.
Easier said than done.
Oh, that's enough!
Thanks for the email, Marsha.
Seriously.
ENDS
ENDS
ENDS
