When A Founder Should Step Aside
Smith Sense
As Matt closes the door on his CEO days with Royalty Exchange and moves into a Chairman position, he speaks with Antony about when is it the right time to step aside and let someone else take the controls.
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Digital Nomads, Independent Thinking, and Why Bobby Casey is Optimistic
Smith Sense
Matt chats with Bobby Casey from Global Wealth Protection about digital nomads, working from home and independent thinking
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Distribution is King
Smith Sense
Entrepreneurs tend to focus on product and marketing. The real opportunity is in distribution.
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Killing Innovation
Smith Sense
At a time when we badly need innovation, less regulation — not more — is the answer.
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Doug Casey Talks Covid-19, Fedcoin, and the Future of Western Civilization
Smith Sense
A Conversation with Doug Casey about the current chaos the US finds itself in
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Performative Entrepreneurship
Smith Sense
Are you innovating or performing?
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Frame
Smith Sense
Gary Young joins the podcast to discuss how to use ‘frame’ to influence.
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The Power of the Overton Window
Smith Sense
Royalty Exchange cofounder Gary Young joins the podcast to discuss how self-limiting ideas — our own and those of others — shape our daily reality.
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Just Cause
Smith Sense
To play an infinite game, start by defining what you stand for
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Hiring and Firing
Smith Sense
How to attract talent, pick the right candidates, retain star employees and say goodbye
info_outlineIf you look at current events, communication is being substituted for leadership. PR professionals have gotten ingrained in organizations and are muddling down messages. When a crisis happens, they try to diffuse it or craft a narrative that paints them in the most favorable light.
Coronavirus is an example of this. The effort to use narrative to manipulate the public is clear. You see this cover-your-ass approach within corporate leadership as well. When a CEO needs to lead a group through difficult times, narrative-crafting has become the answer.
Boeing recently had the 737 MAX problem and didn’t own it. They tried to hide and minimize it, and it just dragged on. They tried to massage the narrative—instead of owning it and laying out a plan.
During a crisis, some leaders have the tendency to push it away and try to buy more time to figure out the right response. But we all admire somebody who will stand up and tell the truth, especially when it sucks to tell it.
The number one thing is you’ve got to know your message—and you’ve got to practice it. If a crisis happens that affects you directly, then step in and own it. Get to it early and take full responsibility. Explain what happened and what you’re going to do next. Once you have people’s attention, don’t patronize them or treat them like children. Don’t give them buzzwords or slogans.
If the crisis doesn’t directly impact your business, look for ways to contribute.
Attention is the most difficult thing to gain for anyone. When you have it—whether it’s for a “good” reason or “bad” reason—don’t hide from it. You don’t get it often, and you don’t know when it’s going to come again. So, use it properly.