To our clients, colleagues, and friends,

This week Logos Consulting Group begins our 20th year in operation. As we complete our 19th year, we want to take a moment to thank all of you for your support and confidence over the years.

We are blessed to have the opportunity to pursue our mission – to equip people to become leaders who ignite and inspire change in the world for the good – with hundreds of clients and thousands of people across the United States and the world.

As of this week, Logos has worked with 403 clients. Some have been our clients for decades, including before Logos was around. Some were clients only for a single project. Some are industry leaders, such as some of the largest money center banks, insurance companies, pharmaceutical and life sciences companies, industrial and manufacturing companies, and hospitality companies. Some are younger, smaller, and more entrepreneurial organizations. We’ve also worked with non-profits, cultural organizations, educational institutions, and religious and multi-religious institutions. And we’ve been honored to work with various branches and joint commands of the U.S. armed forces throughout this time.

We’ve also worked with clients where they are. In our 19 years (more precisely, the 17 ½ years before COVID), we have worked on the ground in 42 U.S. states and in 40 countries on five continents.

In our time we have been able to build out our three primary areas of practice: Crisis Management, Crisis Communication, and Executive Leadership Development. Over our 19 years, Logos team members, past and present, have authored or co-authored seven books (thirteen, if you include revised editions and translations). And through our publishing arm, we have published two books by non-Logos authors, with more on the way. And Logos team members served on graduate professional faculties, have been contract lecturers, and have been guest speakers in dozens of universities around the world.

The last 18 months have been difficult for many people and organizations, including Logos. But we are emerging stronger, better positioned to fulfill our mission and to find new ways to help leaders and the organization they run build competitive advantage and promote meaningful change.

I especially want to thank all those who worked at Logos in various capacities over the years: As staff, as interns, as consultants and business partners, as service providers. And to thank their families, who made their service possible.

We enter our 20th year with deep gratitude, with humility, and with enthusiasm. Here’s to the next 20 years….

This week, the Logos Consulting Group launched our new online learning platform, the Logos Learning Center. The Logos Learning Center is designed to help everyone bolster their leadership skills so that they can ignite and inspire those who matter to them to create positive change in the world.

Below, we answer some basic questions about the Logos Learning Center to help you understand more about this online learning platform, why we created it, and how it can help you on your leadership journey.



An initiative of Logos Consulting Group, the Logos Learning Center provides online interactive workshops on a variety of leadership skill sets to help people advance at any stage of their leadership journey. The Center is just one way that Logos is working to fulfill its core mission: to equip people to become leaders who ignite and inspire change in the world for the good. The Center offers high-quality and highly interactive workshops on a variety of leadership skill sets to help our learners reach their leadership potential.



The COVID-19 pandemic turned our world upside down. In many ways, this global crisis highlighted the challenges leaders face and the skills required to lead effectively. We recognized an opportunity to help leaders and aspiring leaders from every walk of life to meet the challenges of the day in a 100% virtual form. And we developed and delivered workshops to organizations, groups, clients, and our network to help them better understand the dynamics of the crisis and manage and communicate effectively.



We know that leadership is a mindset, not a job title. Anyone who is willing to put in the work can become a leader who ignites and inspires others to action. Whether you are a seasoned executive, an emerging leader looking to supercharge the rest of your career, or just starting out and finding your professional path, the Logos Learning Center can help you develop the mindset and skills you need to create the change you seek. The Logos Learning Center is also 100% virtual, ensuring that learning can happen right at home, from your office, or anywhere across the globe.



At Logos, we help our clients inspire those who matter to them to make a difference in their own industries and communities, and the world at large. Our work with clients is highly customized and tailored to meet our clients’ specific needs, with relationships spanning long periods of time. However, the Learning Center provides new opportunities to share our knowledge, lived experience, industry insights, and best practices to people at any stage of their leadership journey and at an accessible price.



The Logos Learning Center combines decades of experience and expertise from our instructors and in-depth research on many areas of leadership to deliver a high-quality and high value learning experience at an affordable price. Our online workshops focus on essential leadership skills help our learners navigate and respond to the leadership challenges of the day. We provide workshops, videos, and learning materials on skill sets essential to effective leadership, including a variety of offerings on leadership communication and crisis management. We also offer timely courses relevant to what’s happening in the world right now to help you navigate emerging situations and challenges facing you and your organization today. For our list of upcoming workshops, please click here.



Interaction is an essential part of the learning process and our workshops are built to include high-level engagement for our learners. Our team of instructors come from a diversity of professional backgrounds, which enriches our offerings, allows our learners to connect more fully with us, and inspires new ways of thinking about how to tackle everyday leadership challenges.

All of our Logos team members are experienced teachers in a variety of leadership disciplines. Several of our team members are adjunct faculty members and visiting professors in undergraduate and graduate programs across the country and around the world. We also invite industry experts and leaders from other disciplines to teach or guest lecture in specialized workshops on a variety of other leaderships skills. Our learners are also encouraged to continue engaging with us after a workshop ends, and as they take the skills learned in our workshops and apply them in their professional life.



Our online workshops are designed with the working professional and learner in mind. The majority of our workshops are offered on a variety of days and times, allowing convenient access for our students to find the right time to take a class in the midst of their busy schedules. Learn more our upcoming workshops and sign up here.


Wherever you are on your leadership journey, we are here to help you bolster your leadership skills to create the change you seek. We hope you will join us!

PS: If you have questions about the Logos Learning Center, please email us at

NEW YORK (January 11, 2021) – Today, Logos Consulting Group announced the launch of a new online learning platform, the Logos Learning Center. The Learning Center is designed to help everyone bolster their leadership skills so that they can ignite and inspire those who matter to them to create positive change in the world.

Logos Consulting Group’s mission is to equip people to become leaders who ignite and inspire change in the world for the good.

“The COVID-19 pandemic turned many of our worlds upside down. In many ways, this global crisis highlighted the challenges leaders face and the skills required to lead effectively,” said Helio Fred Garcia, president of Logos Consulting Group. “We recognized an opportunity to help leaders and aspiring leaders from every walk of life to meet the challenges of the day and reach their leadership potential.”

The Logos Learning Center offers high-quality and highly interactive workshops on both essential leadership skills, such as leadership communication and crisis response, as well as on how to navigate and respond to emerging and timely leadership challenges happening in the moment.

“We know that leadership is a mindset, not a job title. Anyone who is willing to put in the work can become a leader who ignites and inspires others to action,” explained Garcia. “While our work with our clients is highly customized and tailored, with relationships spanning long periods of time, the Learning Center provides new opportunities to share our knowledge, lived experience, industry insights, and best practices to people at any stage of their leadership journey and at an accessible price.”

The Learning Center’s online workshops are designed with the working professional and learner in mind, ensuring that learning can happen at home, from an office, and anywhere across the globe. Additionally, learners are encouraged to continue engaging with their instructors after a workshop ends and as they take the skills learned in the workshops and apply them in their professional life.

“Wherever you are on your leadership journey, we are here to help you bolster your leadership skills to create the change you seek,” said Garcia. “We hope you will join us.”

To learn more, visit

To review and sign up for our upcoming classes, visit

This past Friday marked the 18th anniversary of Logos Consulting Group. On this anniversary, I am excited to share with you not only where the firm has been, but also where we are going.

We were founded in 2002 during a recession (granted, not as dire as now). We started without a single client, but with a goal to truly partner with our clients to help them succeed. Slowly but surely, we were able to attract new clients into the firm and recruit a talented team of professionals with a variety of life, educational, and professional experiences.

Eighteen years later, we’ve worked with hundreds of clients and thousands of leaders and communicators in dozens of countries. We have taught in dozens of universities across six continents. And we have also harnessed our professional skills to help causes we care about do their work better.

I am extremely proud of the work we have done and of all the relationships we have built with our clients. We are a small firm, so every relationship is incredibly important to us. I want to thank you, our clients, for all of the ways you have shaped and grown Logos over the years. The work you all do in the world is vitally important and we are so proud to be able to partner with you on your journey – whether we were there for you in crisis, helped you prepare for a high-stakes event, or coached you on how to be a more persuasive communicator, or a combination of all three. We are thankful you trust us with your time and your people.

Just as so many other organizations in the past year, we at Logos have felt the economic impacts of COVID-19. This pandemic, in addition to all the suffering it has caused around the world has fundamentally changed the climate in which our work is done.

At Logos, we know only too well that in every crisis there is an opportunity. And we have seized on the opportunity before us to think differently about who we are as a firm and how we want to serve our clients, our colleagues, and the world.

Over the past several months, we as a firm have reflected on who we are today and re-committed ourselves to our core values. We are also actively re-imagining our business model in a COVID-19 world. This re-visioning of Logos began with reminding ourselves of why we started this journey to begin with, and who we want to be for the next 18 years.

After much reflection, I am proud to share Logos’ vision and mission:

In many ways, this newly articulated vision and mission reflect the work we have done all along over the past 18 years, and why everyone on the Logos team comes to work every day excited to serve our clients. However, grounded in our vision and mission, we are excited for the possibilities that lie ahead. We are both focused and flexible in re-imagining ways to fulfill our mission to equip people to be leaders who ignite change.

We will soon be announcing several exciting new initiatives to help us do this. Stay tuned for more information in the coming weeks and months.

In the meantime, I know that this has been a difficult year, for us all facing this new reality around the world. And the difficult work is not yet over. But, to paraphrase one of my heroes, we are not at the end, nor even at the beginning of the end. We are at the end of the beginning.

This is a new beginning for Logos – a chance for us to become a stronger firm, a better partner and advisor to our clients, and a greater force for good in the world.

We are glad to share our vision and mission with you and would be immensely grateful to continue to be your partner for another 18 years and on. As always, we are here for you and any of your colleagues, friends, or families.

So, are you ready to ignite and inspire change? We at Logos are ready to help.

Today, November 25, Logos Senior Fellow Kristin Johnson joined the Stupid Cancer community at the Nasdaq MarketSite in Times Square, New York. Surrounded by the support of cancer survivors, caregivers and advocates, Stupid Cancer Founder, Chief Executive Officer and cancer survivor Matthew Zachary rang The Nasdaq Stock Market Opening Bell.

Kristin Johnson responds to seeing the Stupid Cancer team on the NASDAQ jumbotron in Times Square Photo courtesy of Chad Rachman / Stupid Cancer

Kristin Johnson reacts to seeing the Stupid Cancer team on the NASDAQ jumbotron in Times Square. Photo courtesy of Chad Rachman / Stupid Cancer

The Nasdaq opening bell followed on the heels of a successful weekend at the UC Irvine Medical Center in Orange, California, where Stupid Cancer hosted its 2015 OMG! Summit West.

Kristin was in California for the summit and served as a panel moderator for a session called, “Be Your Best Digital Self.” Stupid Cancer co-founder and COO Kenny Kane and board chairwoman and social media expert Thea Linscott were on the panel to discuss the implications of the digital world while facing cancer.

The OMG! Summit is one of the most influential and impactful health conferences for the young adult cancer movement worldwide and part of several programs hosted by Stupid Cancer. The next event, CancerCon, will be hosted in Denver, Colorado April 28-May 1, 2015. CancerCon is the premier oncology conference and social networking event for the young adult cancer movement. The largest gathering of its kind, CancerCon brings together hundreds of survivors, caregivers and advocates to connect.

Founded in 2007, Stupid Cancer builds community, improves quality of life and provides meaningful survivorship for more than 20 million people affected by young adult cancer. Young adult cancer (ages 15-39) is largely unknown in the war on cancer, accounting for 72,000 new diagnoses each year. Young adults with cancer are an underserved population with limited resources, inadequate support and a lack of awareness and understanding from the larger community around them.

One of the core values at Logos Consulting Group and Logos Institute for Crisis Management and Executive Leadership is the application of our gifts to causes we care about. Logos is proud to support Kristin in dedicating time and talent to support the mission of Stupid Cancer.

For more information on Stupid Cancer, visit

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ISIS, ISIL (al-Sham), or as they refer to themselves, the Islamic State has continued to shock the world after a recent series of barbaric and catastrophic acts of terror. The French Government has now pledged to refer to the organization as ‘Daesh’, invalidating any relation to the religion of Islam or a state. The shift in language used by the French Government displays a shift in policy as a reaction to the recent Paris attacks.

Much to the fulfillment of the perpetrators, the devastation was widespread. The reach has become increasingly clear-the reach of ISIL goes far beyond Iraq, Syria and even the Levant.

The bombing of the Russian civilian airliner, the suicide bombings in Beirut and the recent string of bloodbaths in Central Paris have left a sense of fear and uncertainty. Questions are flowing as the world attempts to answer how such atrocities occurred. Why Paris? Why now? And perhaps the most striking question, what is next?


The West Is Bigger Than You Think: Western Europe vs. The United States

In one sense, the so-called Islamic State has been able to succeed in achieving a fragment of their goals: spreading fear and creating rifts in societies. While the attacks in Paris have made clear ISIL will not be held back by geographic boundaries, it is essential to understand ISIL’s immediate goals in the Middle East.

The main desire of ISIL is and has always been the establishment of a caliphate; a distorted attempt to breathe life to the Salafist goals of returning to the days of early Islam. Unlike Al-Qaeda under bin Laden whose main goal focused on the destruction of ‘the West’, ISIL was initially seen as a threat to the immediate surrounding areas. ISIL has waged war against sectarian governments and Shi’ite regimes notably the Iraqi Shi’a, Hezbollah and the Kurds.

Recent videos threatening Washington, D.C. and New York City have only contributed to the media frenzy of the threat of terrorism. Is the threat of terror after the attacks in Paris that much higher in the United States than it already was? The reality is while the threat is indeed very real and present, there has been a lack of acknowledgment about the critical differences between Europe and the United States.

While the United States and Europe share many similarities, the threat level must also ackowledge differences between the two regions. Countries such as Belgium and France have historically had a difficult time integrating Muslim communities. The failure to integrate cannot be viewed independently from the issues France and countries in Western Europe are facing.

The failure of Western Europe to integrate Muslim communities does not diminish the United States’ own integration issues. The United States suffered from an inability to provide a strong counter narrative following the 9/11 attacks. Prejudices and hate crimes are very much a reality in the United States as they are in many places throughout the globe.

However, the socio-economic background of Muslims is vastly different between Europe and the United States. Europe contains a more sizable population of young lower socioeconomic classes of Muslim communities. The United States statistically has a more educated and upper class Muslim population. The fragile socio-economic situation in countries such as France contributes to the rise of terrorist groups in these communities. Groups such as ISIL take advantage of lack of education and employment opportunities coupled with societal divides.

France has been subject to criticism for its controversial stances on combatting the threat of Islamic fundamentalist groups, notably Al-Qaeda and now the Islamic State. French President François Hollande has taken increasingly intrusive steps in anti-terrorist programs. The programs will only continue to be a source of contention in France in the wake of the recent attacks.

France, like many countries, has long standing terrorist infrastructures. Following 9/11, France adopted contentious immigration policies, which furthered rifts between the Muslim communities and French government. While France attempted to readjust its policies, the country has been unsuccessful. ISIL seized the opportunity to capitalize on pre existing anti-French sentiment present in ostracized Muslim immigrant populations living in France.

The attacks in Paris were highly orchestrated and reflect the intricacy of the network itself. France and Belgium have led raids against ISIL safe houses in suburban neighborhoods. The raids have killed the suspected ringleader of the attacks Adelhamid Abaaoud, a radicalized Belgium militant. Other suspects are still unaccounted for and still likely to be in the European Union.


Has ISIL Strategy Changed?

It is difficult to say whether ISIL strategy has intentionally shifted or if the external factors have forced the shift. Paris is not the first attack on a major international city by a terrorist organization. Madrid, London, Bali, Nigeria, Mumbai among many others have all fallen victim to grave tragedy following 9/11.

Yes, terrorist attacks thrive on the element of surprise. Yet, there are clear shortcomings of the international intelligence communities and governments to understand the vastness of the threat revealed in the Paris attacks. As displayed in the incidents with Russia and in Lebanon, the threat of ISIL outside of the Middle East is not exclusive to the Western world.

While the risk of an attack is present in the United States, Europe faces a unique geographic challenge. The planning of the Paris attack was global, with trails in Syria, Belgium and Paris. France, Britain, Belgium, and Germany have substantially larger numbers of citizens trained in Syria by ISIL that return home than the United States.  While Western intelligence is aware of the threat, the re-entry into the West poses a tremendous security challenge. The geographic closeness allows for  an inflow of foreign fighters, weapons and in turn ideology.

A more fluid intelligence sharing policy between the United States and Western European allies should be exercised in order to contribute to a more secure global community. The increase of intelligence budgets in Western Europe will likely become a larger part of the political discussion. The intelligence budget of countries such as Belgium, Germany and France are mere fragments of the United States intelligence expenses. Since 9/11, the United States spends nearly $47 billion a year on homeland security.

The humanitarian crisis and political chaos in Syria have only worsened already existing tensions on which ISIL finds its vitality. ISIL has exploited the humanitarian disaster. The political discussion in the United States of forbidding Syrian refugees to enter countries is fueled not by facts, but by fear. This repulsive exploitation is an attempt to aggravate ongoing tensions between the refugee populations and host countries.

While the air and ground raids in Syria may be successful in removing key leadership and crippling the trade routes, the problem is much larger. Prominent Muslim scholar, Sheikh Abudllah bin Bayyah condemned the Paris attacks. In his recent fatwa against the violent group he states, “The problem is that even if you defeat these ideas militarily by killing people, if you don’t defeat the ideas intellectually, then the ideas will reemerge.”

With the escalation of the coalition air strikes, the threat level has inevitably risen. The involvement of Western actors, Arab nations (notably Saudi Arabia), Turkey, Russia and Iran have all threatened the vitality of the ISIL. The foreign involvement in Syria and Iraq very well threatens the group’s intended expansion. While the involvement may initially hinder the expansion of ISIL, the group has continued to show persistence in achieving their goals of an expansion of territory and terror. Perhaps the organization has continued their original strategy yet the international involvement has fostered an international battlefield.

As expectations of corporate responsibility become increasingly specific, leading companies are finding ways to integrate environmental, social and governance standards with existing corporate functions. Since the endorsement of the United Nations Guiding Principles on Business and Human Rights in 2011, for example, global businesses have begun to integrate human rights standards into there operations. Demonstrating respect for human rights has become an important performance goal for leading companies.

Logos Senior Fellow Anthony Ewing identifies best practices for integrating human rights into corporate crisis planning in a Good Practice Note recently published by the United Nations Global Compact, the world’s largest corporate sustainability initiative.

HR Impact Management Chart

Ewing’s research brings together corporate crisis management and human rights impact management, two disciplines with important areas of overlap. His Note argues that by integrating human rights considerations into crisis planning, companies are better prepared to meet their responsibility to respect human rights, the global standard detailed in the UN Guiding Principles. The corporate responsibility to respect human rights requires business enterprises to avoid infringing on the human rights of others and to address adverse human rights impacts connected to their operations. While most companies have yet to include adverse human rights impacts in their crisis management policies and procedures, companies that do so are better equipped to identify, prevent and address adverse human rights impacts.

Effective crisis management is a dynamic process that includes early warning mechanisms, assessment and escalation protocols, policies to guide crisis response, and preparedness training. Human rights impact management is an emerging discipline that encompasses corporate policy commitments to respect human rights and corporate efforts to identify and address a company’s human rights impacts, negative or positive. These include conducting human rights due diligence; acting to prevent, mitigate and/or remedy adverse human rights impacts; and communicating how impacts are addressed. Leading companies are making the corporate responsibility to respect human rights part of their framework for managing crises. Ultimately, companies should fully integrate human rights impact management into all phases of corporate crisis management, from crisis planning through crisis response and recovery.

Effective crisis planning requires companies to appropriately define a crisis, to identify and prioritize crisis scenarios, and to assign crisis roles and responsibilities. The Good Practice Note identifies five good practices for integrating human rights considerations into crisis planning:

  • Define corporate crises to include adverse human rights impacts.
  • Ensure that enterprise risk management includes adverse human rights impacts.
  • Make human rights due diligence the benchmark for identifying and prioritizing human rights issues.
  • Add adverse human rights impacts to corporate scenario planning.
  • Establish clear roles and responsibilities for managing adverse human rights impacts as crises.

Corporate examples in the Note are drawn from multinational businesses in the banking, extractive and consumer products sectors.

At Logos, Anthony works with clients to establish and strengthen crisis management programs. Human Rights considerations – in global supply chains, in relationships with business partners and customers, and in communities where companies operate – are part of a comprehensive approach to compliance and risk management.

Anthony has taught corporate responsibility at Columbia University since 2001 and is a member of the United Nations Global Compact Human Rights and Labour Working Group.

For more information about our work in this area, please contact Anthony Ewing at:

(Download PDF of the Good Practice Note.)

Logos Consulting Group and Logos Institute for Crisis Management & Executive Leadership recognize Kristin Johnson, senior advisor, for completing her first marathon on Sunday, November 1, in New York City. The TCS New York City Marathon is the world’s largest marathon, with more than 50,000 registered runners.

Kristin joins several of her Logos colleagues as an official “marathoner.” Helio Fred GarciaBarbara Greene, and Laurel Hart have also completed the 26.2-mile run through New York’s five boroughs. Raleigh Mayer completed three NYC marathons, including one with a sub-four hour finish. Raleigh also served as vice president and spokesperson for the New York City Marathon for many years, providing strategic counsel on all public affairs and press matters, directing publicity for corporate sponsors, and advancing the exponential growth and development of the event. Anthony Ewing, who completed three half-marathons in October alone, completed his fourth New York City Marathon in 2011.

Marathons are considered to test mental endurance as much as physical endurance. Adam Tiouririne, who has served as the official “voice” of the Illinois Marathon for seven years and counting has encouraged countless runners through the finish line.

“With more than 10,000 participants in the Illinois Marathon, our goal is for each one of them to feel special,” said Adam. “Calling individual names over the loudspeakers at Champaign’s 60,000-seat Memorial Stadium is one way to do that.”

Logos applauds all runners who demonstrate the commitment, training and stamina – both physical and mental – to complete the long run. Congratulations to all 2015 finishers in New York and beyond!

Helio Fred Garcia, founder of Logos Consulting Group and Logos Institute for Crisis Management and Executive Leadership, has been a trusted advisor, coach, speaker, writer and teacher for more than 36 years.

With a global classroom and client roster, as well as several published books and translations, Garcia has undoubtedly touched thousands – if not millions – with the Logos Method of performing over pressure while under pressure, which he developed nearly four decades ago.

In the spirit of advising, sharing and reaching a global community, Logos opened its doors to a conversation with Garcia and Logos colleague and former student, Kristin Johnson, to talk about a seasoned career teaching and advising in both the classroom and the boardroom.

What came first? Teaching or advising?

I have been very fortunate in my career to have benefitted from a number of mentors who took me under their wing and taught me; they also offered me opportunities to teach others.

In 1983, when I was 26 and still studying Greek philosophy in graduate school, I developed and taught an ethics training program for an industry association whose industry had suffered a major loss of trust.

In 1985, while at Burson-Marsteller, I was asked to develop an in-house course on financial markets to help our team of English majors be better able to advise our Wall Street clients. This later became the basis of the investor relations course I taught when I joined the NYU faculty three years later.

For the first five years of my career I was also simultaneously doing graduate studies at Columbia and serving as a teaching assistant for one of my mentors in the Philosophy Department at NYU. In 1985 my mentor asked me to guest teach a philosophy segment on perception versus reality (Plato’s Allegory of the Cave), using journalism and PR as a modern equivalent. He audiotaped the class, and played it for the department chair in the PR department. This led to a series of guest lectures on PR, which then led to my being invited to join the NYU PR faculty in 1988.


My first course was an intensive to prepare people for the Public Relations Society of America (PRSA) accreditation exam. I also began teaching investor relations, which I taught for four semesters. All the while I was practicing high-stress PR, doing mergers and acquisitions-related IR at firms that are now called Ogilvy PR and Weber Shandwick and while head of PR at the investment bank First Boston.

I started teaching communication ethics and law, communication strategy, and crisis communication at NYU in 1990, and have taught some version of those three topics at NYU and elsewhere ever since.

All along, I would bring into the classroom what I gathered from doing the work in the world. But I would also take the systematization of content that graduate-level teaching required and bring that into client consultations. There has been a continuous loop ever since, between the practical realities of work and the systematic elaboration of it in the classroom, in books, and in other written content. That’s the approach I brought to the creation of the Logos Institute, which stands at the intersection of scholarship and practice, providing rigorous analysis and practical application of key leadership principles.

So I consider myself a teacher when I am working with clients in the advising capacity. And, when I am in a university in the role of professor, I also consider myself an advisor to my students, many of whom I have actively mentored even after they’ve graduated.

And you’ve been at NYU continuously since 1988?

I’ve been on the adjunct faculty continuously since 1988.

I started as an adjunct assistant professor and in 1993 was promoted to adjunct associate professor in what is now called the School of Professional Studies. I started as an adjunct professor of management in NYU’s Stern School of Business Executive MBA program in 2002.

Fred with his former NYU student, current NYU colleague, and Logos Senior Advisor Laurel Hart at a recent NYU graduation

Fred with former  NYU student, current NYU colleague, and Logos Senior Advisor Laurel Hart at a recent NYU graduation

For eight years in the 1990s I was head or co-head of NYU’s Summer Institute in Public Relations, then a two-week immersion. I was also the faculty recruiter for the PR program for 10 years.

In 2004 and 2005 I helped to develop the curriculum and recruit professors in the new NYU Master’s in Public Relations and Corporate Communication in the School of Professional Studies.

Between NYU’s Stern School of Business and School of Professional Studies I’ve taught 98 courses in 69 individual semesters – 26 Spring, 26 Fall, and 17 Summer. All in, I’ve taught more than 2,300 individual NYU students, some 300 of them for two or more courses. I’ve also advised students on 43 capstones, our program’s equivalent of a master’s thesis.

What courses do you teach?

At Stern I teach an elective on crisis management in the Management Department, one semester per year.

At School of Professional Studies I teach some combination of three courses, one each over three semesters per year. These are communication ethics, law, and regulation; communication strategy; and crisis communication.  Because of my busy travel schedule I teach only on Saturdays.  I can teach an entire semester worth of work over seven Saturdays if the class goes from 9 to 3; over six Saturdays if class goes from 9 to 4.

Do you teach at other universities?

I’ve had the honor and pleasure of standing in many classrooms around the world. For eight years I served on the leadership faculty of the Center for Security Studies of the Swiss Federal Institute of Technology (ETH) in Zurich, Switzerland. There I taught an intensive seminar in the master’s in Advanced Studies in Crisis Management and Security Policy.


I also served for six years on the adjunct faculty of the Starr King School for the Ministry – Graduate Theological Union in Berkeley, California, where I taught a seminar on religious leadership for social change.

We’re not on their faculty, but Wharton School of Business is a Logos Institute client, and several of us contribute to their curriculum and teach on contract there. I’ve been teaching there a few times a year since 1998.

In 2012 I became a contract teacher at the U.S. Defense Information School at Fort George Meade, Maryland. I teach the first day of an intensive, the Joint Senior Public Affairs Officer Course, for lieutenant colonels and colonels and their equivalents in the U.S. armed forces, and in the Joint Intermediate Public Affairs Officer Course, for captains and majors and their equivalents.

Teaching in the Joint Senior Public Affairs Officer Course at US Defense Information School at Fort Meade

Teaching in the Joint Senior Public Affairs Officer Course at U.S. Defense Information School at Fort Meade

But most of my military teaching has been with the United States Marine Corps, whom I started teaching in 1991 after an NYU student who was a Marine recommended me to his commanding officer.  (My mentor Jim Lukaszewski, who also taught Marines, simultaneously recommended me to them.)  In that time I’ve taught once a year in the Marines’ New York public affairs symposium for newly-named commanders based east of the Mississippi, and for ten years in their Los Angeles symposium for new commanders west of the Mississippi. For about ten years I have also taught in the Brigadier General Select Orientation Course, for newly-promoted generals, and also for five years in the Marine Corps Command and Staff College in Quantico, Virginia.


About to teach in the US Marine Corps Brigadier General Select Orientation Course

About to teach in the US Marine Corps Brigadier General Select Orientation Course

And I’ve just finished a tour of various bases around Camp Lejeune, North Carolina.  I taught just over 600 Marines, including students and instructors at the Marine Corps Combat Service Support Schools at Camp Johnson; the 2nd Marine Aircraft Wing at Marine Corps Air Station Cherry Point; and the senior leadership (including two 2-star generals and a 1-star general) of the II Marine Expeditionary Force.

Teaching 150 senior leaders of 2nd Marine Aircraft Wing at US Marine Corps Air Station Cherry Point. (USMC photo by Pfc. Nicholas P. Baird)

Teaching 150 senior leaders of 2nd Marine Aircraft Wing at US Marine Corps Air Station Cherry Point. (USMC photo by Pfc. Nicholas P. Baird)

And for about five years I taught in the executive education program at the Brookings Institution in Washington.

You’ve led many classrooms! You also do a lot of guest teaching, correct?

I have. I have guest spoken at dozens of American universities. But I’ve also been very lucky to be invited to guest teach in universities around the world. These include the graduate business school at Fundação Getulio Vargas in São Paulo, the top school in Brazil, and the Universidad de San Martín de Porres in Lima, Peru.

But most of my guest teaching has been in China.

Say more about your work in China…

I had my first visit to China in 2011. I was there on fellowship, and was designated an International Distinguished Fellow at Tsinghua University, China’s top-rated school. I was in the Institute for Public Relations and Strategic Communication in the School of Communication, and while there I gave a series of lectures and workshops on effective crisis response for graduate students and senior government, corporate, and NGO leaders.

China has been in an incredible transition in the past decade, but communication is still evolving. There is an appetite to understand how communication can be more effective in a more open business society.

Teaching at Communication University of China in Beijing

Teaching at Communication University of China in Beijing

The relationships that I developed during that time are partly what inspired the Chinese translation of The Power of Communication: Skills to Build Trust, Inspire Loyalty, and Lead Effectively, in 2014.

That’s the book you authored, correct?

Yes. It’s my most recent book. The Power of Communication: Skills to Build Trust, Inspire Loyalty, and Lead Effectively is now in its fourth printing in English and in March the Chinese translation was also in its fourth printing.

In March of 2015, I had an extensive teaching and speaking tour in China, speaking at 15 universities, including Tsinghua University, Peking University, NYU Shanghai, Johns Hopkins-Nanjing Center for Chinese and American Studies, and several corporate events, including Vanke, the largest Chinese residential real-estate developer.

Teaching at Peking University Executive Education, for the China Bankers Association

Teaching at Peking University Executive Education, for the China Bankers Association

And as a result of my work in China I’m now a senior fellow at Communication University of China.

And what other books have you published?

I am the co-author, with my former NYU colleague John Doorley, of Reputation Management: The Key to Successful Public Relations and Corporate Communication, now in its third edition. This book is slated for Chinese and Korean translations next year. I also published a two-volume book, Crisis Communications, in 1998, that is now out of print.

Let’s shift the conversation a bit. You travel a lot for your clients. Can you capture just how far you’ve gone for clients?

How far we’ve gone for clients? Metaphorically, my Logos colleagues and I will always go the distance with our clients.

Literally, I can tell you that I just reached my seven million mile mark on just one airline – so I suppose we go the distance literally as well.

I’ve worked on six continents, so the miles add up. I’ve spoken in conferences, met with clients, taught, or had other events in more than 75 U.S. cities and dozens of cities abroad, including São Paulo, Rio de Janeiro, Lima, Buenos Aires, Toronto, London, Oxford, Paris, Rome, Stresa, Milan, Zurich, Vienna, Amman, Marakech, Sharm el-Sheikh, Kampala, Dubai, Singapore, Hong Kong, Shanghai, Nanjing, Tianjin, Beijing, Kyoto, Seoul, Sydney, Melbourne, and soon, Istanbul.

You must have some interesting stories to share from your travels…

Two years ago I went to Cairo three times in three weeks, and happened to be there when things got very interesting. I was supposed to speak at a conference in Cairo, but because of the security situation they moved the meeting to the Sinai resort town of Sharm el-Sheikh. I had planned to stay in Egypt for a week before heading to another conference in Kampala, Uganda. But I decided to commute home for the weekend instead.

Teaching at the First All Arab Public Relations Conference in Egypt, 2013

Teaching at the First All Arab Public Relations Conference in Egypt, 2013

I came home from Cairo three days before the largest anti-government protests in modern history. I flew back to Cairo five days later, which was one day after the Egyptian president had been removed from office by the military. The day I landed I hired a car and driver, and went into Cairo’s city center, which was still in a riotous state. I walked around Tahrir Square, where the demonstrations were still underway, but didn’t feel safe so my driver took me instead to the Pyramids.

Because it was the middle of a revolution, tourists were nowhere to be found. So I hired a pair of horses and a guide, and got to visit the pyramids when they were empty; no tourists, just a few sad vendors trying to unload souvenirs. My guide Sharif and I spent the rest of the day, up to sunset, riding around the ruins, going into tombs, and riding out into the Sahara. I never imagined I’d have the place to myself. I’ve been to many beautiful places, many historic places, and many dangerous places. But this was one of the most memorable days of my life.


Later that night I caught my long-scheduled flight to Kampala.


Is all of your teaching in universities?

I’ve always seen a direct link between my university teaching and my client work. At Logos, about half our work is executive coaching and education, and about half of that is in a classroom setting. So I find myself teaching in a classroom, whether to a group of 5 or 50 or 500, several times a week, mostly to clients. So the work my Logos colleagues and I do at universities has direct bearing on our client work, not just intellectually but also operationally.

Teaching client executives, who are demanding and often skeptical, helps us be better university teachers. But the need to develop curricula, syllabi, and readings at the university level also adds value to the work we do with clients, especially when we’re coaching them individually or teaching them in a classroom setting.

But the most gratifying part of university teaching is the opportunity to build relationships with students that continue for years — decades. Many students have become my clients. Some of the best have joined the NYU faculty or become Logos colleagues. In fact four of my Logos colleagues are former students; three of them are on the NYU faculty.


Fred with former student, NYU faculty colleague, and Logos Senior Advisor Kristin Johnson.

Fred with former student, NYU faculty colleague, and Logos Senior Advisor Kristin Johnson.

Thank you for your time. 

Thank you. It’s been a pleasure.

Logos Consulting Group commences its fourteenth year of helping clients under pressure perform over pressure.

The firm was founded in September 2002 by Helio Fred Garcia, and includes a team of seasoned professionals passionately committed to helping clients solve difficult business challenges, especially in times of crisis and change. The Logos Institute for Crisis Management and Executive Leadership was formed as a unit of Logos in 2004, and is now in its eleventh year.

While Logos Consulting Group team members are regularly engaged in counseling clients during trying times, the Logos Institute team works with clients to inspire more effective leadership communication. Logos Institute executive coaches have extensive expertise as speakers, authors, professors, communicators, facilitators, managers, attorneys, and entrepreneurs.

Anyone who has worked with Logos appreciates that, in both the Greek and Roman rhetorical traditions, a memorable summary needs to be delivered with the “Rule of Threes.” To that end, the thirteen years we have completed can be summarized in the following three ways:

1. Consulting, coaching, and core values

While Logos engagements often encompass high pressure and high stakes for corporate, institutional, and government clients, one the core values at Logos is the application of our consulting and coaching talents to causes we care about.

Logos has an active pro bono publico practice and Logos team members are personally involved in civic, artistic, cultural, educational, development, and religious organizations.


Logos consultants serve on the governing boards of not-for-profits and non-governmental organizations, as well as on advisory committees and academic networks.

Six senior Logos team members are active adjunct faculty at leading institutions including Columbia University and New York University, and are committed to mentoring young professionals.

Fred with students

2. Growing global


For the past 13 years, Logos has developed both a strong U.S. and international presence. Team members have spoken at events, conferences and lectures in more than 100 U.S. cities and more than 50 cities outside the U.S., including: Lima; São Paulo; Rio de Janeiro; London; Paris; Zurich; Milan; Vienna, Copenhagen; Amman; Cairo; Dubai; Singapore; Seoul; Hong Kong; Shanghai; Beijing; Nanjing; and Kyoto. On behalf of clients, Logos team members have traveled nearly 10 million air miles in in the last 13 years.


Fred & Iris in CUC simulated CCTV studio

3. Colorful characters

Asked to characterize Logos in one word recently, a client said: “Partner.”

In addition to deep and extensive professional experience, Logos team members pride themselves on bringing diverse personal experience and passion to their role. Personal passions – including running, cooking, Harley riding, gardening and studying languages, to name a few – help color appreciation and understanding of business challenges, which are never in isolation of society and culture.

Adam & Raleigh-1

10873391_10205406754187526_1775027954220842629_oThe next 13 years

Regardless of sector or size, Logos clients represent organizations that are committed to making a difference in the world at large and in their own sectors. And we at Logos are committed to our clients.

 “I am the greatest. I said that even before I knew I was.” – Muhammad Ali

Barbara Greene, who has been with the firm all 13 years, captures Logos’ commitment to clients best: “My greatest joy in coaching is watching people fully appreciate the truth that revealed itself to the legendary boxer: that words, once uttered, have an incredible transformative power. A turn of phrase may be simple but it can affirm purpose, alter the course of a business and even change lives.”

To those clients who have extended your trust and offered us your partnership, thank you.

We look forward to continuing to work with our clients on their goals and welcoming new clients into our firm as we look forward to the next 13 years.