This post was originally published in the Daily Kos, a progressive political opinion site.

It was also reprinted under the title “Is Trump Responsible for the Violence?” on the leading corporate communication site CommPro.Biz.

 

by Helio Fred Garcia

The French philosopher and writer Voltaire warned that those who can make us believe absurdities can make us commit atrocities.

We have seen this phenomenon play out in all parts of the world for the nearly 300 years since Voltaire first warned us. And sadly, we see it playing out in the United States now.

I have spent nearly four decades studying leadership, language, power, and the intersection of neuroscience, anthropology, and influence. Most of my work has been in the service of helping good leaders become better leaders. But sometimes my work calls on me to send up a flare; to warn others of what I see happening and about to happen. Events of the last few weeks compel me to send up such a flare.

Genuine leaders understand the consequences of their words and actions and take responsibility when they see that they are having a dangerous impact. Self-absorbed leaders do not.

Stochastic Terrorism

There’s a phenomenon well known to those who study violent extremism and authoritarianism: the use of mass communication to inspire lone wolves to commit acts of violence. About six years ago it got the name Stochastic Terrorism, named for a principle in statistics about seemingly random things still being predictable.

Stochastic terrorism doesn’t make a direct call to violence. Rather, it leads people to take matters into their own hands. So stochastic terrorist violence is statistically predictable, even if it will not predict that a particular individual will commit a particular act against a particular person.

A Clear but Indirect Danger

The First Amendment protects free speech but not calls to violence that create a clear and present danger to people. But stochastic terrorism is insidious because it is a clear but indirect, yet still predictable, danger.

The Stochastic Terrorism Playbook

In the weeks just before the 2018 mid-term elections we saw President Trump use many elements of the stochastic terrorism playbook, that were amplified by conservative media and by Trump supporters who were running for office.

These include:

  • Dehumanizing populations. This includes referring to groups of people as vermin who are infesting the country. And carrying disease – in this case including diseases that have already been eradicated or are very rare, such as smallpox and leprosy. But still scary.
  • Claiming that an entire population is a threat.  From his first day in the race, Trump defined Mexicans as rapists, gang members, and criminals. Candidate Trump also called for the total and complete ban of Muslims entering the country. And on his second day in office he passed an executive order, later overturned by the courts, banning people from seven primarily-Muslim countries. What the singling out of these groups, and others, have in common is that they create an Other — a group to rally against.
  • Labeling an ordinary thing a serious threat. President Trump labeled a rag-tag group of impoverished men, women, and children walking north seeking asylum a Caravan. Note that seeking asylum is legal. And the people were more than a thousand miles away at the time, and on foot. Despite this, he further said that the Caravan is invading the country. Hence the very word Caravan (always capitalized) became itself a menacing word, repeated across all forms of communication — in speeches, in social media, and on television news headlines. He called the Caravan a national emergency. He  also called to mobilize the military to prevent its arrival. And this wasn’t even the first time he had used the Caravan scare. He did it in April as well. That group of migrants fizzled out before most of them reached the border.  Those who arrived sought asylum.  We should have recognized the pattern.
  • Attributing vague menacing identities to that group. For example, the claim that the Caravan has been infiltrated by a number of middle easterners.
  • Saying that something is part of an evil conspiracy. In this case that the Caravan is funded by George Soros, which is white supremacist code for an international Jewish conspiracy. Note that the first bomb received in late October was sent to George Soros. Followed by an attack on a synagogue by a person driven by an urgent need to prevent Jews from bringing in refugees in order to kill Americans.

Within a single week in late October we saw tangible evidence of such rhetoric inspiring violence.

  • A bomber attempted the largest assassination of political leaders in the history of the U.S., sending bombs through the mail to more than a dozen people who had each been the target of President Trump’s vitriol. Thankfully, none of the devices exploded, and all were retrieved. But authorities found the names of nearly 100 Trump critics on the bomber’s target list.
  • A gunman attacked a Pittsburgh synagogue during worship, killing eleven and wounding many more. He posted online about “Jewish infestation.” In the hours before the attack, making reference to a more than century-old refugee resettlement agency, he tweeted, “HIAS likes to bring invaders that kill our people. I can’t sit by and watch my people get slaughtered. Screw your optics, I’m going in.” During the attack he yelled “All Jews must die!”
  • A gunman tried to penetrate a Louisville black church but found the doors locked, and instead went into a neighboring Kroger’s store and murdered two black customers there.

There are likely to be further such acts.

Birtherism

Former First Lady Michelle Obama this week, in interviews about her forthcoming memoir, described her reaction to Donald Trump’s birther campaign, which put him on the political map for the 2016 presidential campaign. For years before and during his presidential campaign Trump persistently insisted that Barack Obama was born in Kenya, and therefore was not a legitimate president. Trump refused to acknowledge Obama’s Hawaii birth certificate, and frequently made other claims that challenged Obama’s legitimacy as president.

In her book Michelle Obama writes that this campaign was

“deliberately meant to stir up the wingnuts and kooks. What if someone with an unstable mind loaded a gun and drove to Washington? What if that person went looking for our girls? Donald Trump, with his loud and reckless innuendos, was putting my family’s safety at risk. And for this, I’d never forgive him.”

This is a vivid example of stochastic terrorism at work.

Plausible Deniability is an Essential Part of Stochastic Terrorism

The stochastic terrorist uses inflammatory rhetoric in the full expectation that it will trigger someone somewhere to act out in some way. But there is also plausible deniability built in. The stochastic terrorist can deny that he or she had anything to do with the violence that occurs. Indeed, President Trump falls back on this frequently, including in the aftermath of the bombs sent to people he had criticized. The Washington Post reported,

“Trump told reporters later that he did not think he bears blame for the alleged crimes ‘No, not at all,’ Trump said as he left the White House for a political rally in North Carolina. ‘There’s no blame, there’s no anything,’ Trump said.”

But Why Do People Believe Absurdities?

So why do people believe absurdities, which is a precursor to committing atrocities?

The Pittsburgh gunman believed deeply that Jews were importing refugees to kill “our people.”  There was no evidence that Americans were being killed by refugees. But evidence didn’t matter. There was no evidence that the migrants walking north were infected with smallpox and leprosy, claims repeated frequently by conservative media. President Trump even called members of the Caravan “young, strong men” but also said that they were diseased. Why would people believe such easily refutable claims?

To answer that question we need to recognize that the rise of Donald Trump is not a cause but rather a consequence.

It is the predictable result of decades of degradation of political discourse. This degradation was facilitated by a media more interested in grabbing an audience’s attention than in covering issues.  The worst part is that we should have seen it coming.

In fact, we could have seen it coming if we had known what to look for. We should have known.

Even now as the frightening reality is finally being recognized, we seem to be grappling only with the symptom of the problem — what Trump says — without recognizing that there’s a greater challenge that will continue regardless of how we address the immediate problem.

We can solve the Trump problem but still be as vulnerable to another authoritarian figure who energizes the disenfranchised, the angry, and the scared to similar effect.

Orwell Called It

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In 1946 George Orwell published Politics and the English Language. That brief essay served as the nonfiction treatment for what two years later would become Orwell’s Nineteen Eighty-Four

Most educated Americans are familiar with Nineteen Eighty-Four. This popular novel is based in a dystopian future. The nation is in a continuous state of war. The intrusive and authoritarian government keeps people uninformed, and uses political language that is intentionally misleading. So the Ministry of Peace wages war. The Ministry of Truth controls all information, news, propaganda, and art. The Ministry of Plenty rations food. Our term “Orwellian” refers to the use of language to convey the opposite of reality.

1984first

But most educated Americans are not familiar with the essay that served as the novel’s basis. Sadly, Politics and the English Language helps us understand the current state of the American body politic, and it isn’t pretty.

Says Orwell:

“In our time, political speech and writing are largely the defense of the indefensible.”

“Political language – and with variations this is true of all political parties… –  is designed to make lies sound truthful and murder respectable, and to give an appearance of solidity to pure wind.”

The problem arises when politicians use language in a disingenuous way, asserting things they don’t necessarily believe and making arguments that may sound compelling but that logically don’t make sense.

“The great enemy of clear language is insincerity. When there is a gap between one’s real and one’s declared aims, one turns, as it were instinctively, to long words and exhausted idioms, like a cuttlefish squirting out ink. In our age there is no such thing as ‘keeping out of politics.’ All issues are political issues, and politics itself is a mass of lies, evasions, folly, hatred and schizophrenia. When the general atmosphere is bad, language must suffer.”

However damaging individual instances of political language, of insincere speech, or of intentionally misleading statements may be, it’s the effect of these that causes harm.

The central idea in Politics and the English Language is this:

  • Political speech has the effect of reducing citizens’ critical reasoning skills….
  • …This creates a self-perpetuating cycle…
  • …where as people become less discerning they become more susceptible to political speech…
  • …which further diminishes their critical reasoning skills…
  • …and so on…
  • …and so on…
  • …until a fully uninformed public creates conditions for authoritarian government to thrive.

A Cause Can Become an Effect, And So On: It’s The Cycle That Matters

Presentation4The key idea, though, is the relationship between cause and effect.

Orwell notes that an effect can become a cause, and a cause can become an effect. It’s the cycle that matters. In the end the result is a citizenry that remains intentionally ignorant of the issues that matter, unaware of what is happening to them, and easily manipulated by politicians.

“But if thought corrupts language, language can also corrupt thought. A bad usage can spread by tradition and imitation, even among people who should and do know better.”

“Now, it is clear that the decline of a language must ultimately have political and economic causes: it is not due simply to the bad influence of this or that individual writer. But an effect can become a cause, reinforcing the original cause and producing the same effect in an intensified form, and so on indefinitely. A man may take to drink because he feels himself to be a failure, and then fail all the more completely because he drinks. It is rather the same thing that is happening to the English language. It becomes ugly and inaccurate because our thoughts are foolish, but the slovenliness of our language makes it easier for us to have foolish thoughts.”

The predictable result of this cycle is a citizenry that is easily manipulated. It becomes immune to persuasion by evidence and reasoning. And it doesn’t notice the multiple contradictions all around.

Candidate Donald Trump following the Nevada primary, February 24, 2016


Choosing Ignorance:
Identity-Protective Cognition Thesis

Five years ago Orwell’s argument that political language causes a decline in critical thinking was supported by research by professors at Yale, Cornell, Ohio State, and the University of Oregon.  Their study,  Motivated Numeracy and Enlightened Self-Government, showed that math problems that seem to be about benign topics are easily solved by people with strongly held political views. But when the same math problems are framed in terms of polarized political issues — in this case, gun rights — both progressive-and-conservative-leaning participants have a very hard time getting the math right.

The authors conclude that

“Subjects [use] their quantitative-reasoning capacity selectively to conform their interpretation of the data to the result most consistent with their political outlooks.”

A 2011 essay in Mother Jones by Chris Mooney on the neuroscience of political reasoning helps us understand why this is so.  The piece begins with seminal research from the early fifties by famous Stanford psychologist Leon Festinger, who concluded:

“A man with conviction is a hard man to change. Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point.”

Mooney explains:

“Since Festinger’s day, an array of new discoveries in psychology and neuroscience has further demonstrated how our preexisting beliefs, far more than any new facts, can skew our thoughts and even color what we consider our most dispassionate and logical conclusions.”

“This tendency toward so-called “motivated reasoning” helps explain why we find groups so polarized over matters where the evidence is so unequivocal: climate change, vaccines, “death panels,” the birthplace and religion of the president, and much else. It would seem that expecting people to be convinced by the facts flies in the face of, you know, the facts.”

Emotion Trumps Logic

Humans are not thinking machines. We are feeling machines, who also think. We don’t think first; we feel first. What we feel determines what thinking will be possible. This is sometimes known as motivated reasoning.

As described by Chris Mooney in Mother Jones:

“The theory of motivated reasoning builds on a key insight of modern neuroscience: Reasoning is actually suffused with emotion (or what researchers often call “affect”). Not only are the two inseparable, but our positive or negative feelings about people, things, and ideas arise much more rapidly than our conscious thoughts, in a matter of milliseconds—fast enough to detect with an EEG device, but long before we’re aware of it.”

“That shouldn’t be surprising: Evolution required us to react very quickly to stimuli in our environment. It’s a “basic human survival skill,” explains political scientist Arthur Lupia of the University of Michigan. We push threatening information away; we pull friendly information close. We apply fight-or-flight reflexes not only to predators, but to data itself.”

“We’re not driven only by emotions, of course—we also reason, deliberate. But reasoning comes later, works slower—and even then, it doesn’t take place in an emotional vacuum. Rather, our quick-fire emotions can set us on a course of thinking that’s highly biased, especially on topics we care a great deal about.”

“We have seen this trend for several decades, where for political expediency citizens have been conditioned to not trust any source of news that includes conclusions contrary to those consistent with a political point of view.”

This is likely to be intensified when the news media is seen to be both purveyors of fake news and enemies of the people, two themes President Trump continuously emphasizes. This results in his followers choosing not to believe anything written in such media.

We Apply Fight-or-Flight Reflexes Not Only to Predators, But to Data Itself

Such citizens, who reflexively flee from the facts, are unlikely to be aware of, or even care about, contradictions. Simultaneously holding two contrary positions, the very definition of absurdity, would ordinarily dismiss someone as not to be taken seriously. But in the political world such contradictions seem not to matter.

In such an environment citizens literally are unable to notice absurdities. But the same part of the brain, the Amygdala, that causes the flight response also causes the fight response.  So any intruder is seen to be worthy of a fight.  And violence tends to ensue.

Within a week of Trump calling for a ban of all Muslims entering the country we saw a rash of attacks on mosques and on people perceived to be Muslim or Arab.  We have seen people removed from his rallies while being taunted by Trump from the podium, calling for his supporters to punch the person being removed in the face. In the aftermath of the white supremacist rally in Charlottesville in August, 2017, which President Trump refused to condemn, we saw dis-inhibition in the workplace. People who previously would have kept their racist or anti-immigrant or anti-Semitic opinions to themselves felt emboldened to act out, treating colleagues and customers with insult, rudeness, exclusion, and even violence.

The New York Times reported last month,

“The hate in the United States came into full view last year as white supremacists marched in Charlottesville, Va., with lines of men carrying torches and chanting, “Jews will not replace us.” Swastikas and other anti-Semitic graffiti have been cropping up on synagogues and Jewish homes around the country. Jews online are subjected to vicious slurs and threats. Many synagogues and Jewish day schools have been amping up security measures.

The Anti-Defamation League logged a 57 percent rise in anti-Semitic incidents in the United States in 2017, compared to the previous year — including bomb threats, assaults, vandalism, and anti-Semitic posters and literature found on college campuses.

Are the Calls to Violence Intentional or Merely Reckless?

Plausible deniability is built into the dehumanizing of groups, making it difficult to draw a clear line between a particular act of speech and a particular act of violence. Some, including the president’s allies, could conclude that President Trump is not making such statements with the intention of people committing violence. Rather, he’s speaking his mind and cannot be held accountable if some crazy person takes matters into his own hands.

Contrast today with 10 years ago. Late in his 2008 run for president Senator John McCain saw the crowd crying for blood, and was admonished by people he respected about the likely effect of his rhetoric. He took those admonitions seriously, and he dialed it down. As a responsible leader does.

The book Game Change: Obama and the Clintons, McCain and Palin, and the Race of a Lifetime, by John Heilmann and Mark Halperin, describes Senator McCain’s moment of awakening. Senator McCain and his running mate, Alaska Governor Sarah Palin, had used harsh language to de-legitimize Senator Obama. Governor Palin persistently declared that Obama “palled around with terrorists.”

Game Change reports:

“As the election barreled toward its conclusion, something dark and frightening was unleashed, freed in part by the words of the McCains and Palin. At rallies across the country, there were jagged outbursts of rage and accusations of sedition hurled at Obama. In Pennsylvania and New Mexico, McCain audience members were captured on video and audio calling the Democrat a “terrorist.” In Wisconsin, Obama was reviled as a “hooligan” and a “socialist.

With the brutish dynamic apparently on the verge of hurtling out of control, a chagrined McCain attempted to rein it in. In Minnesota, when a man in the crowd said he would be afraid to raise a child in America if Obama were elected, McCain responded, “He is a decent person and not a person you have to be scared of as president.” A few minutes later, he refuted a woman who called Obama “an Arab.”

 

Senator McCain heard from two of his heroes: civil rights legend Congressman John Lewis, and life-long Republican and former Joint Chiefs Chair and Secretary of State Colin Powell.

Game Change reports:

McCain’s efforts to tamp down the furies were valorous, though they did nothing to erase his role in triggering the reaction in the first place. The civil rights hero John Lewis, whom McCain admired enormously, compared the Republican nominee and his running mate to George Wallace and said they were “playing with fire.”

Civil Rights Legend, Representative John Lewis (D-GA)

Another prominent African American was watching with alarm. Colin Powell had been friends with McCain for twenty-five years. The senator had been actively seeking his endorsement (as had Obama) for nearly two years. Powell warned McCain that his greatest reservation was the intolerant tone that seemed to be overtaking the Republican Party. McCain’s selection of Palin bothered Powell because he saw her as polarizing. He was dismayed by Mc-Cain’s deployment of Ayers as an issue, perceived it as pandering to the right.

And then there were the hate-soaked rallies, which he considered anti-American. This isn’t what we’re supposed to be, he thought.

Powell had leaned toward staying neutral, but these outbursts were all too much—and McCain had moved only belatedly to stop them. Obama, by contrast, had displayed terrific judgment during the financial crisis, Powell thought. And his campaign had been run with military precision; the show of overwhelming force struck the general as a political realization of the Powell Doctrine. On October 19, he endorsed Obama on Meet the Press.

Colin Powell endorses Senator Barack Obama on Meet The Press

The general’s repudiation was a stinging blow for McCain. Beyond their longtime friendship, Powell represented the same brand of Republicanism as McCain’s. Tough on defense. Fiscally prudent. Pragmatic and nondoctrinaire. McCain had to wonder what had become of him if his current incarnation was repelling someone like Powell. He was startled by the crazies at his rallies. Who were they? Why were they there? And what did they see in him? In the final two weeks of the race, McCain began to try to salvage something of his reputation.

He put away the harshest of the personal invective against Obama and went back to talking about the economy, rash spending, and Iraq.”

Leaders Choose Responsibility

Senator McCain saw the unintended consequences of his fiery rhetoric and stopped. As a responsible leader does. Leaders choose responsibility, even if there is not a direct line between what they say and the violence or threatened violence that ensues.

There are two possible conclusions about President Trump’s incitement of violence. Either it is intentional or it is reckless. Either he wants the violence, or he doesn’t care about the violence. Neither absolves him of responsibility. Indeed, it may be even more frightening if the violence is not his intention, but that he is indifferent about it.

The poet TS Eliot gave us a way to understand this.

TS Eliot

He said,

“Half the harm that is done in this world is due to people who want to feel important. They don’t mean to do harm; but the harm does not interest them. Or they do not see it, or they justify it because they are absorbed in the endless struggle to think well of themselves.”

But whether intentional or merely the result of indifference, the victims of violence experience it as real. And an effective leader would stop.

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Please note: Helio Fred Garcia is executive director of Logos Institute for Crisis Management and Executive Leadership and is on the adjunct faculties of both New York University and Columbia University where he teaches, among other things, ethics. But the views expressed here are solely his own and not necessarily reflective of any other entity.

 

How humility helped win trust in the case of Bobby Kennedy

America lost one of its greatest leaders on June 5, 1968. Fifty years later, when the current administration is treating politics as a zero-sum game that turns people against each other, this leader and the humility he embodied is missed more than ever – a leader who made joint success possible by bringing out harmony and faith among all and whose humble leadership style is the antidote to today’s toxic political atmosphere.

I studied charisma and humility in my master’s thesis, which looked at how the two factors of the presidential candidates influence the election results. This blog post is the second in a series of blog posts where I analyze how humility functions as a valuable asset for some of the world’s greatest leaders. The first post was on Alibaba’s founder and former CEO Jack Ma. This one is on Bobby Kennedy.

Bobby played a pivotal role in the New Frontier of America, in fighting for civil rights and social justice during a moment of national crisis (the racial violence and the assassinations of his brother JFK, Martin Luther King Jr., and later his own in the 60s). Despite possible presumptions or colorful images people might have upon hearing his last name, Robert F. Kennedy, for many people even to this day, was remembered as a humble and moral leader who has come to embody “the Democratic Party’s lost dream.”

(Robert F. Kennedy campaigns in Detroit, May 1968.  Andrew Sacks—Getty Images)

 

Trust and Leadership

 

As of September 11, 2018, president Trump’s average approval rating was 38 percent, according to eight polling entities, down from his previous average approval rating of 41 percent. For comparison’s purpose, the then-president Bill Clinton’s approval ratings in September of 1994 hovered between 39 and 51.

Aside from the dwindling approval polling, the Trump administration has set the record in American modern history for administration turnover, according to NBC news. The result of a New York Times analysis of 21 top White House and cabinet positions back to President Bill Clinton shows how unusual the rampant turnover is through the first 14 months of a presidency.

A more direct demonstration of the deterioration of public trust in the current government is data collected by Pew Research Center since 1958, which shows the public trust plumped from 77 percent in 1964 to 18 percent at the end of 2017, and from 19 percent in October 2015 (the last data collected before Trump took office) to 18 percent at the end of 2017.

 

Trust is one of the most important measurement tools of leadership effectiveness. A leader without trust is like a ship captain without a helm, unequipped to lead or steer.

The fatal consequences of losing trust can be seen in both business and the political arena. On October 16, 2018, the court approved a settlement between Tesla CEO and chairman Elon Musk and Security and Exchange Commission (SEC). Charges of fraud were brought against Musk by the SEC over his “false and misleading tweet” in August, claiming that he had secured the funding of taking Tesla private at $420 per share – a substantial premium to its then trading price. On October 8, following the fraud charges on September 29, Tesla stock closed at the lowest low since March 2017, dropping 66 points since in just a week. Musk will step down as chairman of Tesla within 45 days and pay $20 million in fines from his personal funds.

Aside from hurting a company’s ability to raise capital, loss of trust in leadership can also harm a company’s strategic focus, employee morale and productivity, and demand for the company’s goods or services.

What Elon Musk and President Trump have in common is a lack is of humility, an underrated but transforming quality that helped Bobby Kennedy win the hearts and minds of people with diverse backgrounds. Trust in the Trump administration and for Tesla might have been preserved, if the leaders had possessed a dollop of humility.

Now that the important connection between trust and effective leadership has been established, the ways in which humility helped Bobby Kennedy win trust, and therefore succeed as a leader can be explored.

Bobby and Humility

 

In my master’s thesis, I define humility as “a virtue allowing people to have an accurate self-assessment and think less of themselves.” People who possess humility demonstrate it in different ways.

For Bobby, the most distinctive way he embodied humility was through his profound compassion, a capacity to listen, recognize and empathize with his fellow human being. “He felt the same empathy for white working men and women that he felt for Blacks, Latinos and Native Americans,” columnist Jack Newfield once observed. “He thought of cops, waitresses, construction workers and firefighters as his people.”

Bobby’s compassion came from the victimhood and discrimination he experienced growing up. Despite coming from the one of the richest families at that time, Bobby and his family were constantly the social outcasts due to their Irish Catholic identities – the reason why they ended up moving out of Boston. As a child, Bobby’s identity was heavily influenced by rejection he experienced from his father. The least favored Kennedy son’s generous and quiet personality was deemed to be a sign of weakness by his father.

Bobby’s older brother John F. Kennedy, affectionately known as Jack, who became the 35th President of the United States, gained a greater appreciation for his little brother around 1950, when he hired Bobby to manage his first Senate campaign. Bobby thereafter played a key role in Jack’s campaigns for the Senate and presidency. Jack charmed people with his big smile and lighthearted personality, while other more unpleasant jobs fell to Bobby. “I don’t have to think about organization. I just show up,” Jack once said. Their partnership worked well.

It was the night of the West Virginia primary of the 1960 election. Jack Kennedy wanted to be somewhere else because he thought he was going to lose. It turned out to be a big win. Bobby, who was seen as the tough brother of Jack throughout the contest, started to forge character of his own. In Charleston, where it had been raining all day, Bobby headed off to the wet streets to offer his respects to the race’s loser, Hubert Humphrey. “Everybody walked backwards, and there was a path from the door to the other side of the room where Hubert and Muriel were standing. I’ll never forget that walk if I live to be a hundred,” Joseph Rauh, a Humphrey supporter recalled. (Chris Matthews, 2017)

Humility also became a defining trait of Bobby’s policy ideas and management style, throughout his time as U.S. attorney general, New York state Senator, and while campaigning for presidency.

In the Justice Department, one of his regular routines was to tour the floors, introducing himself, but also stopping to listen. “He’d ask for only five minutes of their time, but he always wound up staying longer to learn more,” remembered by John Seigenthaler, Bobby’s administrative assistant. It was those small things that made the men and women working for him believe he would always support them as needed. Bobby therefore built a team, loyal to him, and loyal to each other. (Matthews, 2017)

Beginning in 1960, Bobby was one of the earliest Democrats, at that time, who openly supported Martin Luther King Jr. on civil rights movement. His efforts – a call to the Georgia judge to secure Dr. King’s release in 1960 and combating segregations in Birmingham in 1963 – all sent a clear message to the civil right activists that he was on their side. However, his efforts and remarks were met with objections and even humiliations. “I’ve seen you guys stand around and do nothing more than take notes while we’re being beaten,” Jerome Smith, one of the core activists said. Smith also openly declared that he’d never fight for his country. Bobby was furious. Yet with days passing, he found his way to understand. “I guess if I were in his shoes, if I’d gone through what he’s gone through, I might feel differently about this country,” He told one of his loyalists, and went on doing what he believed right – championing for those who were “not yet free.” (Mathews, 2017)

By the time of his run for president, Bobby had already won the hearts and minds of the people he devoted to. He secured 86% of the black vote in the Indiana primary. (LaFeber, 2005) Later, he declared the victory in California primary and addressed his supporter at the Ambassador Hotel in Los Angeles, with his last words echoing, “If we believe that we, as Americans, are bound together by a common concern for each other, then an urgent national priority is upon us. We must begin to end the disgrace of this other America.”

Bobby also won the trust from those who distrusted or hated the Kennedys at the beginning. “Early on I thought he was just a young rich kid, you know, trying to make to the politics,” says Paul Schrade, who later became a major advisor in Bobby’s presidential campaign. Schrade recalled in a Netflix documentary, “he turned into one of the most sincere persons involved in human values, and trying to do the right thing.”

Humility did not make Bobby any less effective as a strategist, as he always had been for his brother Jack in those back rooms of the White House. It instead helped him in forming his own personality when he had to run for office for himself after Jack’s assassination. The Bobby Kennedy whom people remember was the one who “seemed to carry the whole world’s suffering on him,” and who would give a busboy a firm “two-handed shake”. It was that Bobby whom people connected with, followed, and believed. “He seemed uniquely capable of preaching a message of reconciliation in a country violently torn at the seams in 1968,” commented by Politico Magazine. The MSNBC host and longtime political observer Christ Matthews writes, “what thrilled his supporters and scared the hell out of his opponents was that, they believed he’d do exactly what he said he would do.”

(New York City. 1966. Portrait of Robert KENNEDY in his apartment. Source: Netflix)

Conclusion: Lessons for Leaders

 

Humility, as well as compassion, embedded in it, fosters trust in leadership by creating an environment where those around them feel safe and motivated to communicate and to contribute, which in return, further strengthens the connections between the leaders and their followers. Additionally, humility helps leaders win trust by demonstrating the genuine gesture to their people that “I’m with you, and your well-being is part of the equation.” On the other hand, according to Forbes, “if they feel that you do what is best for yourself as opposed to what is good for everyone, they will have a hard time trusting you.”

Acuteness, toughness, and tenacity are qualities that come naturally to any successful leader. But these are not enough. Great leaders lead with humility, through which trust is born. Humility urges leaders to check the ego at the door and start to think about people around them. Who are they? What do they need? Are they happy or suffering? Are they taken care of? If those questions cannot be answered, simply start with reaching out and listening.

No leader can accomplish greatness alone. Humility is the competitive advantage for leaders in recognizing their limits and getting others to fight for or with them. Bobby Kennedy eloquently captured this in one of his most remembered address paying tribute to his late brother at the 1964 Democratic convention, which I deem to be a good ending for this article that will hopefully linger within whomever is reading this for a while, “No matter what talent an individual possesses, what energy he might have, no matter how much integrity and honesty he might have, if he is by himself – and particularly a political figure – he can accomplish very little.”

Logos Institute for Crisis Management and Executive Leadership Press is pleased to announce that The Agony of Decision: Mental Readiness and Leadership in a Crisis is now available as an audio book.

The Agony of Decision was published in July, 2017.  In June, 2018 it was named one of the “51 Best Crisis Management Books of All Time” by Book Authority, the leading resource for nonfiction book recommendations. The book was named #2 of 51 on the list.

Image Source: Book Authority

 

Audio Edition on Audible, Amazon, and iTunes

The Audio Book edition of The Agony of Decision was published in October, 2018 and is available on all the leading audio book platforms.

You can order it on Audible here.

 

You can order it on Amazon here.

And you can order it on iTunes via your iTunes app.

The audio book edition was narrated by Andy Waits.

Logos Institute For Crisis Management and Executive Leadership Press

The Agony of Decision is the first book published under the Logos Institute for Crisis Management and Executive Leadership Press imprint as well as the first book in the Logos Institute Best Practices Series.

The series provides conceptual frameworks that help make sense of complicated issues by incorporating case studies, actionable tools, tips, and techniques that help leaders make smart choices and build competitive advantage when it matters most.

The Agony of Decision is about the specific ability leaders need in order to maintain reputation, trust, confidence, financial and operational strength, and competitive advantage in a crisis. This ability is mental readiness which comprises 1) emotional discipline, or the self-control needed to execute necessary but difficult choices, 2) deep knowledge, or an understanding of the patterns that show what works and what doesn’t work in a crisis, and 3) intellectual rigor, or the ability to make smart choices by asking the right questions at the right time.

The Agony of Decision was written by Logos Institute for Crisis Management and Executive Leadership executive director Helio Fred Garcia. He is also the author of three prior books:

 

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The Agony of Decision, written by Logos Institute for Crisis Management and Executive Leadership executive director Helio Fred Garcia, recently received recognition for being one of the “51 Best Crisis Management Books of All Time” by Book Authority, the leading resource for nonfiction book recommendations. The Agony of Decision earned the number two spot on the list of 51 books.

Image Source: Book Authority

Book Authority ratings are calculated using a sophisticated algorithm, taking into account signals such as:

  • Public mentions of the book
  • Recommendations, ratings and reviews
  • Analyzing user behavior and sentiment
  • Sales history and velocity
  • Book age, information and editions

Book Authority has been featured on CNN, Forbes, and Inc. and serves millions of book recommendations monthly.

 

Additionally, Book Authority awarded The Agony of Decision   a badge of recognition for being one of the Best New Crisis Management Books of 2018.

The Agony of Decision is available as in both paperback and Kindle e-book editions, here.

Image source: Twitter

 

Logos Institute For Crisis Management and Executive Leadership Press

The Agony of Decision is the first book published under the Logos Institute for Crisis Management and Executive Leadership Press imprint as well as the first book in the Logos Institute Best Practices Series.

The series provides conceptual frameworks that help make sense of complicated issues by incorporating case studies, actionable tools, tips, and techniques that help leaders make smart choices and build competitive advantage when it matters most.

The Agony of Decision is about the specific ability leaders need in order to maintain reputation, trust, confidence, financial and operational strength, and competitive advantage in a crisis. This ability is mental readiness which comprises 1) emotional discipline, or the self-control needed to execute necessary but difficult choices, 2) deep knowledge, or an understanding of the patterns that show what works and what doesn’t work in a crisis, and 3) intellectual rigor, or the ability to make smart choices by asking the right questions at the right time.

Since the book’s publication in July 2017, Garcia has spoken with more than 15 organizations and their leaders about The Agony of Decision and the valuable lessons within its pages. Some of these organizations include New York University’s Stern School of Business, University of Pennsylvania’s Wharton School of Business, U.S. Defense Information School, U.S. Marine Corps Combat Development Command, and National Investor Relations Institute, Public Relations Society of America. Garcia has also discussed concepts from The Agony of Decision in interviews with NASDAQ, CNBC’s Power Lunch, Canada Television News, Canada’s CBC News, and on the five-star rated podcast Women Worldwide aired on C-Suite Radio.

Logos Institute Thought Leadership

Logos Institute for Crisis Management and Executive Leadership stands at the intersection of scholarship and practice, providing rigorous analysis and practical application of key leadership principles.

Institute fellows publish their insights on the Logos Institute blog in addition to pursuing thought leadership avenues beyond the Institute and its publishing imprint. All Logos Institute fellows teach at leading graduate, law, and professional schools, either as members of the faculty or as regularly-scheduled guest speakers.

Adam Tiouririne served as the language analyst for Bloomberg Politics’ coverage of the 2016 U.S. presidential election; from the first primary debates to the convention speeches and inauguration day, he analyzed candidates’ every word for millions of readers worldwide. Kristin Johnson, who spent nearly a decade in escalating roles of global PR agencies before joining Logos Consulting Group, is the co-author of a forthcoming book to be published by Routledge that demystifies the PR agency experience to help those new to the PR industry grow in their careers and as leaders.

Garcia also has a forthcoming book he is co-authoring with John Doorley, the fourth edition of Reputation Management: The Key to Successful Public Relations and Corporate Communication. The fourth edition will feature contributions from Johnson and Logos Institute fellow Holly Helstrom.

Garcia is also the author of The Power of Communication, published in 2012 by Pearson. The book builds on the U.S. Marine Corps’ legendary publication Warfighting, and shows how to apply the Corps’ proven leadership and strategy doctrine to all forms of public communication — and achieve truly extraordinary results.

Logos Consulting Group president Helio Fred Garcia was interviewed on CNBC’s Power Lunch on Thursday, May 3, 2018, on the implications of Tesla CEO Elon Musk’s intemperate comments on an earnings call with investors the previous day.

In that call, among other things, Mr. Musk responded to an analyst’s question about future capital requirements with the comment,

“Excuse me. Next. Boring bonehead questions are not cool,”

That and similar statements caused Business Insider senior transportation correspondent Matthew DeBord to write,

“I’ve listened to a lot of earnings calls with automakers and more than my fair share of Tesla calls presided over by CEO Elon Musk with a mixture of cheerleading and contempt. On Wednesday night, after Tesla reported its first-quarter results, I was treated to easily the most bizarre Muskian performance yet.”

In the aftermath, CNBC Power Lunch invited Garcia to come on the air and offer an analysis of the leadership issues at play.

He was asked by co-anchor Tyler Mathison whether Mr. Musk should hire a top operational executive.  Garcia replied,

“What we saw yesterday was a symptom of a bigger problem. And that is, a tendency of brilliant people to assume that brilliance is enough, where temperament is a necessary ingredient to being an effective leader.

We see that with many companies that are founded by brilliant people who have an inspiring vision and who create disruptive companies, But there comes a point in the life of the company where that isn’t enough. We are seeing that with Mr. Musk.”

Asked whether we’re at that point with Tesla, Garcia responded,

“We are certainly seeing repetitions of the same symptoms, And the symptoms suggest a temperament that doesn’t take seriously the burdens that a leader needs to undertake to run a complicated company after a certain point.

We saw that, for example, with Mr. Jobs in his first incarnation at Apple. We saw that just last month with Mark Zuckerberg when there was a need for leadership in the aftermath of the Cambridge Analytica scandal but we got a technocrat. We need a good combination of inspiration and temperament and what we’re seeing now is an over-weighting of the inspiration and brilliance and an under-weighting of the temperament.”

Co-anchor Sara Eisen noted that some investors love Tesla because of Mr. Musk and his vision, and others hate Tesla for lack of attention to important operational issues. She asked, which is more important.  Garcia responded,

“It has to be a blend.  We’re actually seeing the same phenomenon in the political environment as well. Not to talk about politics, but we see the same symptoms. Where we need the right blend of temperament and vision. And one of the challenges with some of the smartest people in the room is they tend to not respect the people whom they consider to less smart than they. As a result we get derisive language toward a stakeholder group that is critically important for the success of the company, be it investors, or employees, or regulators, or others.

And we saw a similar response to a question to the President last week, when he said ‘That’s a stupid question.’ The derision shown to people who have legitimate concerns is what’s going to lead to loss of trust

You can see the whole interview here:

Musk’s temperament not right to be CEO: Expert from CNBC.

In addition to his client work through Logos Consulting Group Garcia is an adjunct professor of management at NYU’s Stern School of Business Executive MBA program, where he teaches crisis management. He also teaches crisis communication in NYU’s School of Professional Studies MS in Public Relations and Corporate Communication.  He is also an adjunct associate professor in Columbia University’s Fu Foundation School of Engineering, where he teaches crisis management, ethics, and leadership in the Professional Development and Leadership Program.

Garcia is the author most recently of The Agony of Decision: Mental Readiness and Leadership in a Crisis, available in both paperback and as an e-book from Kindle here.

How humility works as a leadership strength in the case of Jack Ma

Leaders in business and politics continue to pay high prices for arrogance. Just one example is the Trump administration, which has suffered from chaos and trust issues due in part to the high turnover rate of White House cabinet members, arguably a result from a president who’s not willing to listen. An antidote to that is humility, which has become an increasingly powerful competitive advantage for those who recognize and capture its value. Humility deserves a fairer evaluation in order to better serve leaders and organizations, as for too long it has been considered a vulnerability in leadership.

I studied charisma and humility in my master’s thesis on How These Characteristics of Presidential Candidates Influence Presidential Election and Retention in America. This blog is the first in a series of blogs where I will analyze how humility functions as a valuable asset for some of the greatest leaders worldwide, starting with Jack Ma, the founder and chairman of Alibaba Group.

 

September 2009, on Alibaba’s 10th anniversary celebration in Hangzhou, China, the company had grown into a team that filled 16,000 seats of the Yellow Dragon Stadium. The audience was full of cheers and applause when Jack Ma took the stage in a leather outfit, long white wig, and a wild-colored lipstick. Unlike other typical billionaire CEOs on this important night, Jack started to sing, like a ludicrous punk from the 70s. People outside of the company assumed him to be crazy and weird, but it wasn’t surprising at all for his employees; that was exactly their Jack, a guy they joke with everyday who just happens to be their boss.

(Jack Ma (center), together with his managers perform at the firm’s 10th anniversary celebration)

Jack Ma, the founder and executive chairman of Alibaba Group, has become one of the richest men in the world with a net worth of $46.9 billion. In the past 19 years, the e-commerce conglomerate has won a war with eBay in China, made the biggest IPO in the history of NYSE, and become one of the world’s largest technology companies and the world’s largest retail platform in terms of revenue. Jack was also ranked second in Fortune‘s 2017 “World’s 50 Greatest Leaders” list.

Jack’s success as an entrepreneur and a leader can be credited to his judgement, strong will, and courage, but most importantly, to his distinctive charisma blended with humility that draws brilliant people to him and keeps them with him. His selflessness and genuine care for others are defining traits of his leadership. And this particular leadership style draws followers by crystallizing a mindset in them –  that is “I have faith in this person, and I want to be part of what he/she is doing.”

Humility & Leadership: How Jack Ma Does It

Let us first take a look at the humility embodied in the leadership style of Jack Ma, before analyzing how humility functions as a leadership competitive advantage using the example of Jack.

Jack came from a humble beginning. He started his career back in 1995 in his hometown Hangzhou, working as an English teacher making $12 USD a month. After his first trip to the U.S., where he was introduced to the Internet, he built the first Chinese internet company called “China Pages,” an English-language directory for Chinese companies and information, in the hope of attracting business and visitors overseas to China. While he failed to convince the Chinese government to corporate with China Pages on providing information, he realized how important it was for China to enter the international market before it was too late. “It doesn’t matter if I failed; at least I passed a concept to others. Even if I don’t succeed, someone will succeed one day,” he said in 1995 in a documentary.

In 1999, Jack took another shot at an internet idea. When the tide of the Internet finally came, he saw an opportunity to help small businesses in China sell more products domestically and globally. He founded Alibaba with 17 other people in his apartment. It often puzzles people how Jack convinced his co-founders to embrace such an audacious, unthinkable idea back in 1999 in China, and to be willingly led by a person with no money, no computer background or any government relations. A deeper dive in his personality and leadership style resolves the puzzlement.

(Jack and some early members of Alibaba)

Interestingly, Jack himself is never the center of his dreams, ambitions, or even thinking process. It’s always about doing good to his home country and empowering other people. A constant message Jack sends to his employees is that what they do is “making it easier to do business across the world,” and that this ease brings positive change that ripples through society. In a letter he sent to “Ali people” after the company’s IPO, he crowned their success to the reform and opening of China, and to the fortune of living in the era of the internet. He did not, however, applaud himself.

This egolessness and self-forgetfulness seems almost idiosyncratic in his level of accomplishment. However, this self-forgetfulness is paradoxically what has made Jack so successful as a leader.

Another remarkable aspect of Jack’s humility is a great level of empathy and genuine care for people. Jean Liu, the president of Didi Chuxing, the Chinese equivalent of Uber, and a longtime friend of Jack, learned from family friends that Jack repetitively visited a seamstress, whom he gets his clothes tailored by, after learning she was ill. “He genuinely cares about the people around him, ” Liu says.

After choosing to step down as Alibaba’s CEO in 2013, Jack devoted himself to advocating for causes related to the environment, health care, women’s empowerment, and education. He became the chairman of the board for The Nature Conservancy’s China Program, has hosted the annual Alibaba Global Conference on Women and Entrepreneurship, and has donated personal wealth to hospitals and schools in rural areas.

(Jack speaking at 2017 Global Conference on Women and Entrepreneurship)

How Humility Works

Since humility is a broad personality trait that is open to various interpretation, there are many ways to demonstrate it. In my master’s thesis, I defined humility as “a virtue allowing people to have an accurate self-assessment and think less of themselves.” I also created a five-item scale to measure humility; they are openness, tolerance and forgiveness, an accurate self-assessment, self-forgetfulness, and being highly secure.

Management expert Ken Blanchard says: “People with humility do not think less of themselves; they just think about themselves less.” (Dasa, 2014) JP Tangney also defines humility in her 2000 work, Humility: Theoretical Perspectives, Empirical Findings and Directions for Future Research, as “a relatively low self-focus, a ‘forgetting of the self,’ while recognizing that one is but one part of the larger universe.” The two definitions depict Jack’s humility best.

Jack has a very distinctive way of embodying humility. His most noteworthy aspects of humility are selflessness and genuine care, which are also the aspects of humility the article focuses on.

This type of humility serves as a leadership strength in two ways: first in creating a sense of inclusion (for existing employees), or a predilection to be included (for indirect stakeholders or even general public). Second, it inspires trust and loyalty.

A Harvard Business Review survey conducted globally among 1,500 workers found that “when employees observed altruistic or selfless behavior in their managers…they were more likely to report feeling included in their work teams,” and what’s more, “they were more likely to report engaging in team citizenship behavior, going beyond the call of duty, picking up the slack for an absent colleague.”

In Jack’s case, he is able to direct his ego away from himself in order to lead the company to a greater good, in benefiting both stakeholders and humanity at large. It makes it possible to instill a bigger-than-oneself sense of mission in his employees and cultivate a strong morale of championing for a shared cause.

With this type of humility, leaders are also able to inspire trust and loyalty by demonstrating genuine care and compassion.

Trust and loyalty don’t come naturally with a title; they have to be earned. According to an article published in Forbes, one important factor in earning trust is compassion; “People put faith in those who care beyond themselves.”  President of Logos Consulting Group Helio Fred Garcia said in a Columbia Leadership Course that followers tend to describe a great leader in three ways, one being a sense of protection and affection from that leader. The other two are an identification that they have something in common and a sense of that person is further along in capacity than they are.

When it comes to Jack, humility enables Jack not only to care for his people, but also to abandon the autocratic management style that he grew up with in China and to be open to different opinions and feedback. In an article in 2015 in the peer reviewed journal Global Journal of Management and Business Research, Chanttel Tham Jo Ee analyzed Alibaba’s management style stating that Jack’s style is highly advantageous in terms of “engendering loyalty from the employees, and leading to a lower labor turnover.” When people feel well taken care of and that their feelings, contributions, and opinions matter, trust and loyalty in leadership are natural outcomes.

 

Conclusion

Through a thorough study of charisma and humility in my thesis, I concluded that a prophetic vision is one of the attributes that make a leader charismatic. Nevertheless, vision itself is not enough. Humility lends credibility and persuasiveness to that vision, as well as to that leader.

One of the key factors that contributes to Jack’s success is his sincerity and trustworthiness, and consequently his ability to make others believe his idea. Even with President Trump, who is all about “America first” and anti-globalization, Jack was able to sell a China-U.S. e-commerce partnership proposal. It is his humility that makes his vision so convincing that the idea of fighting with him or under his lead so irresistible.

That is how humility sparkles in leadership.

Logos President Helio Fred Garcia was quoted extensively by major media in the March/April 2018 timeframe about Facebook’s ineffective crisis response regarding Cambridge Analytica’s misuse of Facebook users’ data.

The crisis broke Friday evening, March 16, and Facebook’s initial response was muted and legalistic.  Between Friday night and Tuesday morning Facebook stock was down 9 percent, losing more than $50 billion in market value.

Garcia was quoted first by Bloomberg View’s Kara Alaimo. In her piece, titled Facebook’s PR Crisis Is a Mess of Its Own Making – Transparency is the best policy for one simple reason: The truth always comes out,” Alaimo says,

One reason Facebook may have decided to withhold the information for so long is that it was trying to figure out how to prevent such episodes from happening again. However, companies don’t need to resolve a problem fully before they disclose it.

 

Helio Fred Garcia, president of the Logos Consulting Group and author of “The Agony of Decision: Mental Readiness and Leadership in a Crisis,” says that a company determining how to address a crisis should ask itself this question: “What would reasonable people appropriately expect a responsible organization or leader to do when facing this kind of situation?”

She added,

Reasonable people wouldn’t expect a company that just learned that its data has been improperly shared to have developed a full plan within minutes to prevent such a situation from recurring. They would, however, expect the company to be transparent, express remorse, pledge to take action to prevent the problem from happening again, and follow up with an announcement about what it was doing to solve the underlying issue. If Facebook had done this, it wouldn’t be dealing with the mess it’s in today.

Garcia was also interviewed by the Associated Press. In its story titled “Crisis Management: What Not to Do,” appeared initially in The Washington Post.

The AP story says,

The point is to at least make an effort to seem remorseful to win back public trust, experts say. But despite user outcry on its own Facebook page and a call from Congress for Zuckerberg to testify about Facebook’s role in election-meddling, Facebook seems to be charting its own course.

 

It’s a pattern Facebook has long followed, said Helio Fred Garcia, a professor of crisis management at NYU and Columbia University in New York. Facebook hedged during its early days in 2007 over a controversial advertising program called Beacon that did not alert users it was sharing their activity, and it did so again in its response to Russian bots hijacking Facebook ad software during the Trump campaign in 2016.

 

“Facebook has been too late. Facebook has done too little and has been too legalistic’ each time, Garcia said. ‘I have yet to find a crisis Facebook handled that I could stand in front of crisis management classes and say, ‘Here’s an example of how to handle a crisis.’ They’ve never been able to handle a crisis.”

 

Once Zuckerberg addresses the public, the PR flap may eventually be forgotten. But it will take a lot longer than if the company had addressed public concerns immediately, Garcia said.

 

“It’s much harder to restore trust once it has been lost than to preserve trust before it has been lost,” he said.

About an hour after the original AP story appeared, Mark Zuckerberg, CEO of Facebook, released his first written public comment. The AP interviewed Garcia for his reaction, and then updated its story to include Mr. Zuckerberg’s statement and Garcia’s comments on it.

“My biggest skepticism is that we’ve seen this play before,” said Helio Fred Garcia, a professor of crisis management at NYU and Columbia University in New York. “They’re caught coming short of customers’ privacy expectations. They tweak procedures. But they  don’t seem to learn from mistakes, don’t really seem to care.”

That night Mr. Zuckerberg made his firs personal public statement, on an exclusive interview on CNN. You can see the entire interview here. The Associated Press asked Garcia to comment on the interview. It reported:

“On Wednesday, the generally reclusive Zuckerberg sat for an interview on CNN and conducted several more with other outlets, addressing reports that Cambridge Analytica purloined the data of more than 50 million Facebook users in order to sway elections. The Trump campaign paid the firm $6 million during the 2016 election, although it has since distanced itself from Cambridge.

 

Zuckerberg apologized for a ‘major breach of trust,’ admitted mistakes and outlined steps to protect users following Cambridge’s data grab. His mea culpa on cable television came a few hours after he acknowledged his company’s mistakes in a Facebook post, but without saying he was sorry.

‘I am really sorry that happened,’ Zuckerberg said on CNN. Facebook has a ‘responsibility’ to protect its users’ data, he added, noting that if it fails, ‘we don’t deserve to have the opportunity to serve people.’

While several experts said Zuckerberg took an important step with the CNN interview, few were convinced that he put the Cambridge issue behind hm. Zuckerberg’s apology, for instance, seemed rushed and pro forma to Helio Fred Garcia, a crisis-management professor at NYU and Columbia University.

‘He didn’t acknowledge the harm or potential harm to the affected users,” Garcia said. “I doubt most people realized he was apologizing.’

The next morning Canadian Broadcasting Corporation News interviewed Garcia and asked him to grade Mr. Zuckerberg’s apology.

Garcia said,

‘The most charitable grade I can give Mr. Zuckerberg for last night’s interview would be a B-minus. But it’s in a context where an A was necessary to get out of the mess that he is in. That interview called for leadership and confidence and commitment. And we got something just short of that.’

Regarding the apology itself, I’m really sorry that this happened, “Garcia said,

‘When I heard that I said, Gosh, I hope that’s the only time we hear Sorry in this interview. Because he didn’t say what he was sorry for, he didn’t say whom he was sorry to, he did not say it in a manner that suggested regret or remorse. He suggested it in a way that he seemed to be getting through it and checking off a box.  Even the word ‘sorry,’ he swallowed the word when he pronounced it. Someone would have been forgiven for not noticing the apology. And he didn’t repeat it later in the interview.’

Asked about testifying before Congress, Mr. Zuckerberg said that he’d testify to Congress if it was the right thing to do, but that his inclination was to send the person at Facebook who had the most detailed knowledge on the topic that Congress wants to speak about. And that if that were him, he’d be happy to testify. Asked what he heard in that statement, Garcia said,

‘I heard an opportunity where a leader is needed and instead we heard from a technocrat. The burden of leadership is to represent the company to those who matter the most… The leader’s duty is to represent the company.  He is speaking as if it’s about an exchange of knowledge, but Congressional testimony is about leadership accountability, and that’s what was missing here.’

Asked about Facebook’s response to the crisis, Garcia said,

‘One of my criticisms of Facebook in general is that we’ve seen this play before. We saw it eleven years ago with their first first big crisis involving a product called Beacon, where the pattern was silence, then, oh, it’s not that bad, and then an apology and then a tweaking of procedure.  We saw it again after the Federal Trade Commission fined Facebook for privacy violations. The same pattern: Silence and then acknowledgement and then a kind of apology and then a tweak in procedures. We saw it after the Russian advertising in the American political process scandal last year.

 

This pattern happens again and again.  I give them credit for saying ‘We got it wrong.’ I give them credit for saying ‘We’ve got to get it right.’ That’s why it gets to a B-minus.  But the idea that 50 million customers had their information compromised and that Facebook knew about it three years ago, and only now commits to notify those who were affected that they may have been affected, that is a failure. It is a failure of leadership and a failure of responsibility.’

You can watch the entire interview here.

The following week, on March 27, Garcia was interviewed live by Canada’s CTV News on what Zuckerberg apparent hesitation to commit to testify before a Senate committee on April 10, two weeks later, but rather offering to send Facebook technical experts instead.  Garcia said,

‘This is a moment that calls for leadership.  But Mr. Zuckerberg is behaving like a technocrat. It is the duty of the CEO to represent the company to all who matter. And a parliamentary hearing, a congressional hearing, calls for a leader to be there, for the boss to be there. Congressional hearings are not about a transfer of knowledge. Congressional hearings are about accountability and and responsibility. Now if Mr. Zuckerberg were to show up with his technical experts, that would be fine. But he seems to be evading an important responsibility of being the CEO.’

Asked what the hesitation could be about and whether Mr. Zuckerberg would be getting counsel from lawyers, Garcia said,

‘I would assume that that’s the case. One of the things we know is that congressional hearings aren’t merely about public policy. They are also about politicians using the bully pulpit of a congressional hearing to show themselves to be tough, and to be tough on companies that are seen to be behaving inappropriately. And can see the human impulse to want to avoid that kind of embarrassment, but that’s the one of the burdens of leadership, to face into the difficult situations.  The idea that he would not appear in front of a congressional committee when his stock has lost already more than $100 billion in value, when customers are worrying about whether Facebook has misappropriated their data, these are all very concerning things and he is not behaving the way a CEO is supposed to behave.’

He was asked whether this is the beginning of the end, and whether the world could continue without Facebook, Garcia replied,

‘The company has made the wrong choice at every turning point since the crisis began. And the crisis began three years ago when they discovered that 50 million customers had their information misappropriated and chose not to notify those customers. They didn’t commit to notifying those customers until a week ago. The company is facing a critical turning point. There was a time when I couldn’t live without Blockbuster Video. That time has passed. There was a time when I couldn’t live without Borders bookstore. That time has passed. And it is completely within the control of the leaders at Facebook whether Facebook remains relevant and trusted. But for that they are going to have to step up in this turning point because if they fail to step up someone will build a better mousetrap and people will move to a different platform.

You can see the entire interview here.

On Sunday, April 1, the Associated Press quoted Garcia on the preparation Mr. Zuckerberg would likely need to do before his scheduled April 11 testimony. As it appeared in Mr. Zuckerberg’s hometown newspaper, The San Francisco Chronicle, the story quoted and paraphrased Garcia as follows:

“Helio Fred Garcia, who as president of Logos Consulting Group has prepped unnamed banking, pharmaceutical and other executives, said a CEO client of his went through a mock hearing in which someone said very harsh things to rattle him. He was shown video of his expression to make sure he wouldn’t replicate it in front of the Senate. The verdict? ‘He kept his job, so it went fine,’ Garcia said.”

It added,

“CEOs may be used to getting their own way, but they aren’t in control during hearings. Garcia said that can cause them ‘a great deal of distress.’

Zuckerberg has to understand he’s a target and swallow his pride. His job isn’t to try to persuade the senators of anything, but to let senators express their anger.

‘This isn’t an educational forum,’ Garcia said. ‘It’s a highly ritualized piece of theater.’

It continued,

“At the same time, Zuckerberg can’t get too bogged down in technical explanations, Garcia said. A hearing puts the spotlight on leadership and accountability, not technical details. Garcia said Zuckerberg has to ‘speak in leadership terms: ‘This was a massive failure and I apologize.””

April 11, the day of the Senate hearing, Garcia was again quoted by Associated Press.  As appeared in the New York Times and Washington Post, Garcia was quoted assessing Mr. Zuckerberg’s testimony as follows:

[The senators] allowed Zuckerberg to repeat his talking points — that Facebook doesn’t own or sell users data, that he and other senior executives weren’t proactive enough with Cambridge Analytica but they’ve changed that, and that using artificial intelligence in elections to stop fake accounts is a top priority.

The result?

“He’s giving the same responses to the same questions from different senators,” said Helio Fred Garcia, a professor of crisis management at NYU and Columbia University in New York.

Zuckerberg seemed often to retreat to three “safe havens,” Garcia said:

One, diffusing responsibility to his “team.”

Two, when pressed on policy issues, agreeing to a principle without committing to details.

And three, never failing in answering questions to start by addressing the questioner as “senator” or “congressman.”

“He’s diligent in showing deference and respect,” Garcia said.

In addition to his client work through Logos Consulting Group Garcia is an adjunct professor of management at NYU’s Stern School of Business Executive MBA program, where he teaches crisis management. He also teaches crisis communication in NYU’s School of Professional Studies MS in Public Relations and Corporate Communication.  He is also an adjunct associate professor in Columbia University’s Fu Foundation School of Engineering, where he teaches crisis management, ethics, and leadership in the Professional Development and Leadership Program.

Garcia is the author most recently of The Agony of Decision: Mental Readiness and Leadership in a Crisis, available in both paperback and as an e-book from Kindle here.

Logos Consulting Group president Helio Fred Garcia and Climb Leadership Consulting CEO Chuck Garcia will jointly teach several leadership courses this spring at Columbia University’s Fu Foundation School of Engineering and Applied Sciences, also known as Columbia Engineering.

Fred and Chuck, who are brothers, are both adjunct associate professors in Columbia Engineering’s Professional Development and Leadership (PDL) program.

Chuck is also a professor of organizational leadership at Mercy College. He is the author of A Climb to the Top: Communication & Leadership Tactics to Take Your Career to New Heights.

Helio Fred Garcia, Left, and Chuck Garcia, Right

Columbia Engineering’s Professional Development and Leadership program enhances the talents of graduate engineering students and broadens their skills in life and work. The program aims to build the engineering leaders of today and tomorrow.

PDL’s core modules provide engineers with skills and perspectives needed to succeed in a fast-changing technical climate.  All 1,500 incoming Columbia Engineering graduate students are required to take core courses in a range of PDL disciplines. Chuck teaches modules in Communication, Networking, Emotional Intelligence, and related fields. Fred teaches the module on Engineering Ethics. Fred also teaches PDL electives in Advanced Engineering Ethics and in Crisis Management. He also teaches the ethics module for the introductory engineering survey course for undergraduates.

This spring Chuck and Fred are team-teaching two separate leadership courses. The first is a required module for all graduate students on Leadership, Followership, and Teamwork.  This course is delivered entirely in video format. Chuck and Fred delivered the Leadership and Followership portion; The Teamwork portion was delivered by PDL Executive Director Jenny Mak.

The second course they will team teach is an invitation-only intensive leadership program for the top one percent of the first-year graduate student body, known as PDL Fellows. Chuck will focus on off-campus experiential learning, including a mountain hike up Bear Mountain and a briefing on logistics of industrial-scale food production at Culinary Institute of America.  Fred will take the students through multiple intensive half-day workshops on the power of communication as a leadership discipline. The course will also include individualized instruction and mentoring.

Below is the video module on leadership and followership:

 

 

Logos Consulting Group is pleased to announce that it has authored a brief e-book on best practices in crisis communication for public relations professionals that was published by the media monitoring firm Critical Mention.

The e-book is part of Critical Mention’s series on Resources for Public Relations Professionals. Critical Mention has been a key resource for professional communicators since 2002, providing near real-time media monitoring across online, social media, radio and broadcast coverage to help professionals excel at what they do. Professional development has become part of Critical Mention’s mission.

Chris Cunniffe, Digital Marketing Director at Critical Mention notes, “We aim to provide relevant content to encourage career growth for our customers. Plus, we help them identify and measure their success—because their success is our success.”

The Primer on Crisis Communication for PR Professionals is an adaptation of the book The Agony of Decision: Mental Readiness and Leadership in a Crisis by Logos president Helio Fred Garcia.

Garcia said, “I applaud Critical Mention for its commitment to professional development of its customers. Logos is also committed to helping leaders in all fields plus those who advise them, including public relations professionals, to be more effective with their communication strategy. We welcome the opportunity to share our insights in this new forum.”

The primer is available for download free of charge here.

The Agony of Decision is about how leaders and the organizations they lead can maintain reputation, trust, confidence, financial and operational strength, and competitive advantage in a crisis. It is written for leaders across sectors and at all levels of leadership, including those who advise those leaders, whether in public relations, law, or other business disciplines. The primer will support these leaders in three ways: 1) help them understand the dynamics of crises; 2) help them to make smart decisions in a timely way; 3) support the stewardship of reputation management, trust building, and the advancement of competitive advantage.

The Agony of Decision has been adopted in graduate level crisis courses in the NYU M.S, in Public Relations and Corporate Communication program and Executive MBA program, and is also being used in a number of other universities and at schools affiliated with the U.S. military. The book is the first installment of the Logos Institute Best Practices Series.

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2017 is a year defined by arrogance.

Arrogance in national affairs, as the president and his senior staff persistently refused to acknowledge any facts that failed to align with their world view, and attacked those who dissented as purveyors of “fake news.”

Arrogance in business, as we saw Pepsi mishandle an ad alluding to the Black Lives Matter movement, and then be surprised by the backlash before pulling the ad. And then it bungled its apology, in a remarkable display of victim confusion, by apologizing to the ad’s star, reality TV personality Kendall Jenner.

And arrogance as United Airlines’ CEO failed initially to express empathy for a passenger who had been assaulted and severely injured by Chicago Aviation Authority security officers removing him from a plane.

Whisper Networks No More

And we have begun to see the consequences of arrogance in professional relationships, particularly the sexual entitlement of powerful men toward others in subordinate positions. This was brought to the fore initially by a New York Times expose in October of movie mogul Harvey Weinstein’s decades of systematic sexual abuse. The sexual misconduct of dozens more prominent men in entertainment, politics, business and journalism was revealed in the weeks following. The year ended with news that a two-star U.S. Army general had his nomination for a third star withdrawn as a consequence of treating a female congressional staffer disrespectfully in October.

The year saw backlash to this pervasive arrogance of male leaders in the form of the #metoo movement, a hashtag used on social media by victims of sexual misconduct to empower each other to stand up to their abusers, and find solace in their shared experiences. Just about every woman I know has disclosed that at least once in her life she has been the victim of sexual abuse or harassment, at work or otherwise. Time magazine put some of the women who came forward, whom it dubbed “The Silence Breakers” on its cover as 2017 person of the year.

What these various crises and scandals have in common is a particularly pernicious form of arrogance: a sense of entitlement; an inability to see others as worthy of respect and dignity; a failure of empathy. But mostly they reveal a lack of humility.

The Need for Humility

Humility isn’t a word we often see in business. Humility all too often is interpreted as weakness, especially in competitive cultures like Wall Street, politics, or the top of big organizations.

But in  2018, the best leaders will exhibit humility; the best-handled crises will be those where humility prevails.

One of the common patterns in mishandled crises is the absence of humility. Such bungled crises reflect what my friend, America’s Crisis Guru® Jim Lukaszewski, calls “testosterosis,” which he labels as a “powerful and hugely costly affliction.” He defines the affliction this way:

“Testosterosis: Men and women both have it. It’s that state of extraordinary irritation and agitation when something goes awry which makes us want to lash out rather than fess up; to slap a few folks around to see what happens; an agitated state caused by adverse circumstances which we regret about the time it begins, but is most often one of the things leaders, lawyers and other top people wind up apologizing for.”

But a little humility can prevent testosterosis.

A dollop of humility tempers other attributes, and makes a leader even stronger. Humility helps a leader to recognize that maybe – just maybe – he or she might be wrong; that there may be other valid perspectives; that he or she doesn’t have to be the smartest person in every room, at every meeting; that he or she doesn’t need to prevail in every disagreement.

The best leaders take responsibility in a crisis by using what Good to Great author Jim Collins describes as the paradoxical combination of humility and fierce resolve. He admonishes that humility must not be mistaken as weakness. He notes that the most effective leaders are a study in duality:

“…modest and willful, shy and fearless. To grasp this concept, consider Abraham Lincoln, who never let his ego get in the way of his ambition to create an enduring great nation… Those who thought Lincoln’s understated manner signaled weakness in the man found themselves terribly mistaken.”

Emotional intelligence guru Daniel Goleman, in a Harvard Business Review article “What Makes a Good Leader?,” identifies self-awareness as the preeminent leadership skill:

“People with a high degree of self-awareness know their weaknesses and aren’t afraid to talk about them.”

He notes, however, that many executives mistake such candor for ‘wimpiness.'”

Pope: Power Without Humility is Dangerous and Self-Destructive

Indeed, Pope Francis, in a TED Talk recorded in April, 2017, noted that humility is not weakness; rather, it is a kind of fortitude.

He said,

“Please, allow me to say it loud and clear: the more powerful you are, the more your actions will have an impact on people, the more responsible you are to act humbly. If you don’t, your power will ruin you, and you will ruin the other.”

The Pope used a metaphor to illustrate the consequence of having an imbalance of humility and resolve:

“There is a saying in Argentina: ‘Power is like drinking gin on an empty stomach.’ You feel dizzy, you get drunk, you lose your balance, and you will end up hurting yourself and those around you, if you don’t connect your power with humility. Through humility… power… becomes a service, a force for good.”

Humility Enables Empathy

Humility is what makes empathy possible.

Humility helps leaders to connect with others up, down, and across the chain of command; to build organizations and cultures that are more likely to thrive; to understand the perspectives of other stakeholders. The best leaders have a temperament that blends both power and humility that allows them to create a culture of accountability in all directions.

The end of 2017 revealed a powerful example of effective leadership as the tempering of power with humility.  As covered by military.com, the Commandant of the United States Marine Corps, General Robert Neller, was addressing troops in Afghanistan just before Christmas.

U.S. Marine Corps Commandant General Robert B. Neller

He told of the time as a one-star general commanding Marines in Iraq in 2006 he acted grinchy because he was away from his family at Christmas. He initially exhibited some testosterosis:

“It was was Camp Fallujah, it was cold, it was wet, rainy… I just got up in the morning… Overnight they had put up all the Christmas stuff, and Frosty the Snowman, and Santa Claus, Rudolf, and little trees and lights, and I’m like, [shouting] Who did this? Why are you doing this? I don’t want to be here for Christmas. And this is reminding me that I’m here. Take it all down!”

That could have been it. He was the boss, a general, addressing subordinate staff, in a war zone. But what happened next is remarkable. General Neller recounts,

“And this female sergeant, name escapes me, maybe 5 foot 1, stands up and says, ‘General, you need to knock that sh*t off. I don’t want to listen to any of that whiny sh*t. We’re here, it’s Christmas, we’re your family, you’re not going to be home, so suck it up… Sir!'”

General Neller was taken aback.  He stood silently:

“And I kind of stood there [pause]… didn’t quite know what to say [pause]…  looked at my boots [pause]… and I raised my head and said, ‘Yes, Ma’am, you are correct. I am sorry. This is my family for Christmas. And I will do my very best to have as good a Christmas as I can.'”

This expression of humility, this acknowledgement of his initial failure, this apology and acknowledgment of the rightness of the sergeant’s admonition, is an extraordinary demonstration of leadership. It is also remarkable that despite the disparity of rank and power the sergeant felt empowered to address him directly. General Neller had created an environment in which accountability in the form of such push-back was appropriate.

You can see General Neller tell this story here.

Humility as a Leadership Discipline

This ability to understand the perspectives of stakeholders is critical to being an effective leader and to getting through a crisis effectively.

Finally, humility recognizes that there’s a big difference between responsibility and blame; that taking responsibility regardless of where the blame may lay down the organization is a first step in getting people to focus on a solution rather than simply point fingers.

As we begin 2018, we can look for and notice examples of effective and ineffective leadership and crisis response. My prediction: Humility will mark the best leaders and the best handled crises.

Happy New Year!


Note: The principle of humility as a leadership discipline is covered more deeply in my latest book, The Agony of Decision: Mental Readiness and Leadership in a Crisis.