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If I Were Lloyd Blankfein: How the CEO Can Address Goldman’s Crisis with Clients and Employees

Last week The New York Times published a highly unusual letter of resignation from Greg Smith who signaled his departure from Goldman Sachs with a public rebuke of practices he alleged were harmful to Goldman’s customers. The fact that such a letter was prominently featured by Times editors suggests they gave its contents a high degree of credibility even though no specific examples of wrongdoing were offered by the disaffected former employee.

Bob Marston Corporate Reputation , Crisis Management , Leadership & Strategy March 19 2012
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In Case of Emergency, BREAK GLASS!

Increasingly, when CEOs find themselves in a tough spot, they have come to rely on members of their board to roll up their sleeves and pitch in.

C.J. Prince Boards of Directors , Crisis Management November 23 2009
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Unsubstantiated Public Attacks: Learning from the Toyota Recall Crisis

When faced with serious recalls in late 2009 and early 2010, Toyota had important strategy decisions to make. Though they knew that there were not any engineering flaws (as NASA confirmed in 2011), Toyota decided to take the blame. Instead of pointing fingers, the Japanese automobile manufacturer dealt with the crisis in a way that made them stronger as a brand. What can other companies learn from Toyota’s PR nightmare?

Jeffrey K. Liker and Timothy N. Ogden Crisis Management , Leadership , Leadership & Strategy , Marketing & Sales , Public Relations June 13 2011

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