Mr. Bill Coletti with Kith Co talks about Better Crisis Management Response to your Crisis Situation!

In this week's Industrial Talk Podcast, we're talking to Bill Coletti, CEO at about “Crisis Management and the Need for better Communications in your Crisis Situation”.  Get the answers to your “Crisis Management” questions along with Bill's unique insight on the “How” on this Industrial Talk interview!

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Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get there. Welcome to the industrial talk podcast. You know, you know what it is an honor that you have joined this particular Podcast. I am so honored and humbled Thank you very much. This platform this industrial talk platform if you're out there on video put into the logo is all dedicated to industry heroes like you. You are bold, you are brave, you're daring greatly. And boy, are you changing the world through your innovation. You're changing my life. That's why I love you. And you're changing lives around the world. That's why they love you. Alright, hot seat in the industrial hot talk hot seat. Bill Coletti. That co l e TTI. He's with Kith.


And which which is pretty cool. His his domain is sort of rolls right? We're gonna be talking about crisis management. Boy, do we need to have that conversation, especially in this next normal? Let's get a correction.


Yeah, go out to a stat card. Bill Coletti. And I think when I popped popped it up, of course, he is the first one. So a c o l e t t TTI. Great. Oh, by the way, if you're looking at on that video right now, that's his book right there. And I'm pointing to it, I'm looking around, pointing to it. critical moments. Yeah, he's an author too. So he knows what he's talking about. All right, before we really get cracking on that interview, I got a couple of things that I need to get off my chest. And I'm going to be doing a LinkedIn live, which then I, I use,


I use I use stream yard as a way of doing my lives. And it's a cool product, if you if you need to do lives, look into stream yard. And it's pretty simple and pretty powerful. And that allows you to do a lot of good things. So I use stream yard. And so it's going to be broadcast tomorrow 10 o'clock, my time which is central. And it is going to be on my LinkedIn page. Yeah, my LinkedIn page, and YouTube, my YouTube, the the industrial talk YouTube, as well as industrial underscore talk. Twitter, I have also the industrial talk Twitter handle, too, but it's not gonna be going out on that one at all. So anyway, I'm going to be talking about something that's been sort of eating at me, and I'm not sure if it's eating at you, but I'm going to get it off my chest. And I am serious about this. I'm serious, because we industry have to figure out strategies, real strategies that


communicate to our customers and our prospects and keeps our keeps the attention into on what we do as a business, right. And the way I'm seeing things sort of transpire given a few months and looking at him being on some panels in here and there, it appears that the strategy is do webinars,


coordinated with a lot of these other organizations that can create these virtual conferences,


and take my PowerPoint as much as I possibly can. And just rifle through it, and rifle through it and hope that people will see it, and hope that somebody will say got it, knock, knock, knock, I need to have your services and boom, revenue. I'm not sure if that's happening. I'm not sure if people are actually listening. I'm not sure if people are actually engaged. And it's, it's, we've got to do a better job. We've got to think differently, because and I'll go into details tomorrow. But the reality is, is that


we got to do a better job. And I think it comes down to a number of points. One of the points is that we're killing people with PowerPoints. We're killing people with all of these wonderful features when we're still trying to survive. How do we survive? How can we simplify it? that's sort of where I'm going, right? I I see the necessity for these virtual events. But I think I'm leaning more toward the on demand. Because I know me, I'm just, I'm just using me and I pinged other people within my network and ask them some similar questions.


If I have an interest in


IoT, or whatever, I'm in


I just got done eating my spaghettios at night, and I have this, something just popped into my head, I can go to the World Wide Web, and I can pull off information that sort of satisfies that interest. We got to be more on demand. And that's just me just sort of thinking outside of the box. And how do we do that? Anyway, we're gonna have that conversation tomorrow at a live 10 o'clock east central time. And, you know, join in, pop in some questions, but I just got to get it off. And the other thing when I do these lives, just FYI, just between you and me.


There's more efficiencies. Now, there's some challenges here, where how I like to edit and flow. But the reality is that I can do a podcast, make it alive, cut it into my, my platform, use video, there are multiple ways of being able to communicate that message. With just one live, you just got to be prepared about that. All right, let's get going. is the company, this guy, this guy, Bill a. Let's see. I'm gonna pull up his stack card right here. That wrong stack card, somebody else's debt guard.


Yeah, he founded he's the CEO of And he's been doing it for about seven years. He's out of Austin. And he's pretty passionate, passionate enough to be able to create a book like that. And by the way, that book, great colors. It feels good in the hands here. So I like the, the publication component to it. Anyway, we're gonna be talking a lot about crisis management. And boy, do we need that today? I'm just, you know, running. I'm looking at his form running simulations being prepared. And I it's funny, some companies he said, I think he said, I you know, that some companies were ready for sort of that, that, you know, pandemic, but others weren't. So what's that message?


Well, you don't need to listen to me, because bill has that message. Anyway, enjoy the conversation with Bill. Bill. Welcome to the industrial talk podcast. It is an honor that you have found time in your busy schedule to No, sorry, share your sage advice with the listeners of the industrial talk podcast. How are you doing? Awesome, Scott, man, it's just great to be here. I want to talk about industrial things, crisis, reputation management, and maybe we'll talk about sort of the 2020 the year that was for her to finger death punch here. I mean, it's like it's getting popped in the head all the time, never ends. duck down, it gives us a little background on who you are there. So Bill Coletti, crisis communications and reputation management. We serve people by helping them get out of sticky situations when they fall incorporations. And sometimes individuals find themselves in crisis. We work with individuals that find themselves at the intersection of the public's expectations and their strategy.


Wow, 2020 has been a big, big year for you there bill and your business. I gotta go down the road. It's, which is pretty cool. It resonates on the tongue, and it just comes out real easy. That's listeners. And tell us a little bit about I don't understand kiff. Ah, it's a great, great, great. There's there's two stories in one. So it's a great, great conversation. So the word kiss comes from typically British, British English and Old English. And so if Scott, if you and I were talking on a Friday afternoon, and we were saying what are you doing this weekend, you'd say I'm going home to go visit my kids and my kin. And kin. You know what that is? You're getting your kinfolk. But you're kiff are your original friends that taught you sophisticated habits. So whether there'll be your college buddies, your high school buddies, you know, try out for the football team, the tennis team, National Honor Society, smoke under the bleachers, kind of that original crowd, that original posse that will kind of your your original friends, that's your kiff. So your family imprint on the making you the man who you are, but your kids also imprints on you. And so what we do as a firm is we provide and instill sophisticated habits and ideas for people that we really like we have kind of got to know a whole rule with clients is that we don't really service people that are that are difficult or challenging to work with. So we want to be a kiff which is those sophisticated friends. We want to be a gift to those that we serve. I like it. I had it. I'm just telling you right now, I've never heard the word. It makes sense. It means something. And well, you just sort of stumbled upon that. That's the better. It's so wonderful. You know what an amazing host you're just like, how do I still doesn't really tell me why. I mean, I got it. It's cool. Yeah, just stub your toe. It's like now that yes is the answer to that. I did just stubbed my toe. So we are six years ago we are building the firm. I'm incorporated as Bill Coletti LLC. I never wanted to go to market as myself. I wanted to


To go to market as a company name now, but the but and we've got the web designer and he and I are in a call, you know, all the all the design things you do is you know, building out a website and whatnot, right? And he said two weeks out to launch. He said, You know, you got to come up with a name for this things. And I said, Yeah, yeah, I'll get there. I'll get there. I'll get there. I never found anything I like any for on the final call before kickoff on Monday. And he said, Dude, you have got to give this thing a name. We need, you know, we got to get a name on this website.


And that's the actual like by the URL, and we stood up is pretty key. Yeah, it is pretty important. Yeah. And so I use a Mac, I use a Macintosh Apple products. And they have a screensaver. There's word of the day. And I'm sitting there on the phone and my, my laptop turns to the screensaver while we're chatting. And I see this word flashed across the stream kiff Ctrl D gives you the definition on that screensaver and takes me on this journey. I read three or four really cool articles or some amazing research about the impact that your kid has on you done by MIT. And I said, that's it. It's kiff and so I built the story around the importance of your kiff in decision making and sophisticated habits. And so it came from Word of the Day on Apple screensaver. Yeah, Note to self man. bolt of lightning of inspiration came from that particular moment by the way. I love it because it's not a long domain so I'm not going to miss when I send you an email. I'm not going to have a you know, conniption fit on kith Co. I'm not going to you're not going to misspell that trust me, everyone. So calm. mean, I get confused. every now and then. So that that's that. Is that domain taken? Excuse me. Was that domain taken? Oh, yeah. Kiss calm. Absolutely. The New York's it's a relatively popular, not relatively very popular. New York shoe bring shoe company, tennis shoes, oh, no way designer for saucony. And now he's got a got his own got his own shoe brand and retail outlets all over the


all over New York. And that's another story. Okay. So we have this COVID-19 we've, we've had just this 2020s just been an absolute.


Donald, oh, I have words. But I don't think it would be appropriate on this. But it's been challenging.


And and you've been in business for six years? Have you in this particular time ever seen anything like this? I haven't. Let's put it this way. No, I'm your, you know, profession? No, no, unless you are a public health expert, and you live in these issues. No one's ever seen anything like this, the pervasive nature and the impact that this has had on society on the impact on corporations? No, we've never ever seen anything like this. And I mean, it's it's all it's, there's, there's a lot to it, right? And we're gonna go into that. But the strategy around it, because people are just trying to people in company are just trying to say, I got to survive. I've got to try to rebuild whatever it


decides it wants to sort of be a little normal. And then what is this next normal, new normal, whatever normal? What does it look like to prosper? And and, and I would imagine that strategy, that crisis management strategy has to closely align with businesses effort to try to stay stay afloat, try to rebuild, and then try to prosper. Do you find that? Oh, absolutely. And and so, you know, we talked about it, we did it, early days, March, April, May, of this of 2020, which was only a few months ago feels like a couple of years ago.


We did a webinar series. And we talked about a couple of different cool concepts, you know, what does coming back look like? And that's when there were these immediate rapid shutdown. Everybody shut down really, really fast. In March, April, there was this long flat bottom where people are trying to figure out what to do. And then various states and jurisdictions reopened and we can argue the efficacy of those reopening based on you know, where we are in a second or third wave and whatnot. But different people came back at different times. The thing we talked about is what lifeguard Are you going to trust? Because if you and I are at a public swimming pool, and the lifeguard blows the whistle, we all get out of the pool, we wait for whatever is going to happen. And then the lifeguard blows the whistle and we all get back in the pool. But if you're a corporation, it depends on what industry you're in. It depends on your workforce labor issues, if a regards to what's the state city president, what do they have to say? So coming back has been different for so many different companies. A lot of my clients are


are, you know, white collar office workers, and they're not coming back until March. I'm sure some of the folks that you work with never stopped, they might have, they might have shrunk a shift or something like that, but, but they never stopped. And so coming back, and who do you trust from a lifeguard has created a set of problems and communications that are that I've never seen before. Yeah, and it and we still don't have a good handle on it, we still, and it's just not just there. It's it's, it's let's say, I'm in manufacturing, and I've already changed my, my crew, and I put the plexi glass up and I'm training, it's all hermetically sealed, and we're all fine, which is important. But the market the demand side of that particular manufacturing, I, I don't know, I could get a handle on that, too. It's, it is so complex out there. Yeah. And you know, the adage, not the adage, but but the standard strategy and corporate communications, regardless of if you're a corporation, though standard adage, is, you know, be decisive when you're in a crisis. So if there's an industrial facility or a manufacturing facility, and something blows up, and there's a there's all leak, chemical, natural gas, oil, whatever the case may be,


hamburger patties, you name it, somebody that mechanically precise, and something goes bad. It is, stop doing it, fix it, and get back to business as fast as you can. Basic sit basic remedy, maybe put the CEO or someone, you know, operational leader out front that says, hey, here's what happened, we're sorry, blah, blah, blah, blah, blah, whatever the process might be. And so being clear, is really important. And for years, I've counseled clients, you know, let's be clear on exactly what we're doing. Let's chart a path forward. This situation, we don't know. What's next. We don't know the clarity. We like your example, you know, people put up plexiglass and do all the things that they're talking about. But we don't know what's going to happen to the third shift. We don't know if the governor is going to allow us to stay open. And so that notion of uncertainty is anathema to every executive leadership. Every executive leader, I know one thing business craves is certainty. And this situation has demanded us to make decisions with imperfect information. And that's a challenge for people that are not particularly good at communicating when they have certainty. So now we've added two layers of complexity. Yeah, that's interesting. You're absolutely spot on on that. I it's.


But do you find?


Because we're in the situation, there's a there's a level of understanding. So like, I, I made the decision over here. I was wrong. I should have made it this way. I think that's better. I I don't know. Do you find people just a little bit more understanding? Absolutely. I think a little bit more understanding. I think the public, the public and your employees in particular, if that's what we're mostly concerned about, too, we should be mostly Yeah, absolutely get it, where we have a problem. And I subscribe to ABC, always be communicating. Alright. And so let's take everybody on a journey. Let's take everybody through a conversation. I think management by edict is the way we used to do it, when we would communicate and say, you know, we're taking off Thanksgiving, and we're gonna close down the operations for Thursday and Friday, but not much dialogue, not much discussion about it. This situation has room has forced us to use phrases like our current best judgment is, if all things continue, we'll plan to be back in January, and a lot of this hedgy language that executives typically don't want to do, because they again, that certainty, but what we've found is that employees want that. Yeah, our current best judgment is, we're going to open up on Wednesday, right? And if it comes Tuesday night, and you're always communicating, just like you would do with your partner, your your relationship partner, or business partner, you say, Hey, man, I think we're gonna do this. But maybe I'm thinking about something different. You would dialog it and you'd have a conversation about it. That is what a lot of executives have struggled with, because they're used to just saying, boom, we're doing this on Thursday, you're absolutely another great point. When you have your workforce that's out of their house, and it was like, on Friday, we were at the office and we were by the water cooler, Monday, we're all just shut down. And we've got to try to figure out some business continuity opportunities because we're not coming back. And, and I find that that necessity to communicate differently as needed for these remote workers is like, hey, you're still you're still important work. We're still doing it.


You know, but but but from an executive point of view, I was one in the past, it's like, I don't have the bandwidth for fluff, do this, do this go. And I've just, you know, you're just moving forward. It's a different communication style like Scott, you know, you are a gifted communicator, and you get it, you get it now, and I've had so many CEOs, at least six that we work with, that have said some variation of this phrase, I never knew how important employee communications was. Okay, I thought we did a newsletter that talked about United Way or talked about the turkeys that were given away for Thanksgiving. I thought that was the extent of it. And maybe I did a town hall and I answered some questions about what we're going to do next quarter. Most executives, most senior leaders are learning the critical, critical impact as real dialogue with your employees. And we've all become internal communicators. And external is actually secondary. See, it's interesting, because pre virus, we could get away with that now, and now post virus or whatever we call this, there is there is a need, and there's, there's good and bad, we all know, the bad side we experience we've, we feel it. But the good side is that it's bringing around behaviors, bringing around communication capabilities that needed to happen, many years needed to happen, but it was just never the right time or the right situation. Now it is. And I'm hoping, personally,




going forward, the DNA of the way we communicate has been improved. I mean, it's expectations. Yeah. Yes. Yeah. You know, so you've got, so take,


just as you should just imagine, the biggest, most prototypical industrial manufacturing firm in the United States just doesn't don't, we have to put a name to it. We just think of the big ones that are out there, and there's tons of them. And then think of Starbucks, and you've got coffee with the CEO, Starbucks and the CEO of this big United States industrial firm.


their personalities, just the base personalities of those two individuals are fundamentally different. Alright, so by definition, their industries, Starbucks, b2c, really highly engaging. You've got baristas, and kids, you know, lots of non technical workforce and the industrial CEO.


And everybody would say, Oh, well, that's natural for the Starbucks CEO to be in dialogue and have these town hall meetings and management by walking around and all these sorts of buzzy phrases. The industrial guys are like managing KPIs, they're managing inputs and outputs, and they're not really that person, you know, personality.


every worker now is expecting some sense of engagement, perhaps not like Kumbaya with every 18 year old sister. But there are people that are expecting you to care, and you do engage. And so I believe that COVID


I say this controversially hasn't changed a lot. It is accelerated changes that were already happening, and random and hyper speed. Yeah. And so that's what we've seen. And that's why companies have struggled. And then the corollary to 2020 is the Black Lives Matter, George Floyd, all these racial justice issues, I accelerated that as well. So we've got a, you know, a crisis wrapped up in a riddle. And so it's really a challenge. Yeah. And it's funny, me, industrial guy sees that. He sees what's happening, but I'm industrial guy. And my natural tendency is like, I'll just turn that off. Yeah, I mean, I've got my process to deal with over here. And I know that because that's, that's where I'm at. I'm very passionate. But now you can't ignore that. Now, as your workforce is getting younger. Absolutely. Yeah. And, and you have to have a conversation of why it's important, or whatever


communication you need to start to dole out. And and how, because if it was me, you know, it would be just an absolute mess. But you need you need


you and your organization and people like you to be able to guide us through


this is interesting time. It is but also trust your instinct. And so, you know, I think leaders


want to have conversations, all good leaders that I know re industrial b2b, b2c don't really matter. They want to be tuned in Alright, and then I know their their receiver may be different calibrated for different channels, but they want to be tuned in. And so I think that this is allowing people to be okay.


with uncertainty, and as a leader, everybody looks to us to be decisive. Here's what we're gonna do. And so I just think that this is a good healthy exercise. I agree. We have to deal with uncertainty. I absolutely agree in what used to be a real, you know, major crisis problem, you know, you make a mistake gone, it has turned into, oh, well, we'll do better next time. Fix it, fix it. And I gotta like it, honestly. Because if you're, if you're someone that likes to push the envelope, and you know, you're gonna make mistakes, I like the fact that that's okay. So I thought slap, keep moving forward. I like that. Yeah, yeah. And so we're gonna grow and we're gonna learn and those are like, non-industrial vocabulary. And that's, that's a gross over exaggerate. Plenty of enlightened adjustability. It's not as it's like, yeah, the whole slap on the back type thing is not get the job done, change that motor out, get it up there, climb up there, got that guy, blah, blah, blah, blah.


So if I if I put my company hat on, and we're still in this, and I have no insights into when, where, how, what?


What do you say the the next steps needs to be, but I need help. I think I need help. What is the next step? Yeah, I'm in kind of where we are now is Ember 2020? Yeah. You know, hopefully, you've always been communicating. And hopefully, at a minimum starting March of this year, April, when the shutdown and whatnot started, is that you're communicating, and you're telling people what you knew when you knew it, and that you're going to get back to them as soon as you can. So hopefully, that's been the foundation that you have set, and the cult, the new culture that you've created. Hold on, hold on, I'm gonna interrupt, I'm gonna interrupt. How do I know maybe I am. Maybe I think it's enough. Yeah. You know, maybe I, you know, you just say I, yeah, I've been communicating. Well, what have you been doing? mask? You ask in that situation? Ask, do you feel. I mean, that's, that's employee engagement. And that's why there's a whole science and art between internal communications and employee engagement. There are survey tools, there's mechanisms, there's chat apps, there's all kinds of things that companies can use. But I also think that it's not just from the leader, that it could come from the management team from, you know, line managers, engaging with people and having conversation. So I think that there's lots of different options that people have. So So right off the bat, make sure I mean, just do a little scrub on your internal external that that communication, and using the tools that appear to be I mean, that would be where I would like to say, Oh, I don't even measure I'm not even doing the basics. That to me has to be evaluated. Okay, continue. Absolutely evaluate. So, so hopefully, you're doing the basics. And hopefully, you're always communicating and you're engaging. We think that using video is a great tool. I don't know if it works in every venue, you can tell me industrial, but I think it does. I think engaging on video is really good. And just have a conversation. I think that you just got to be honest, people are reading the news, people are making decisions about for their own family, and just channel that, just channel that. But we here's our strategy, here's what we're doing, here's where we're going long term. But we're going to take a wait and see approach and we're going to move cautiously. And I just think vocabulary and authenticity, like that is really really valuable for leaders to use. I, I like it, I think the necessity to be authentic, authentic, and vulnerable, saying hey, and I've been I've been talking about that necessity to say, I'm human. This is this wasn't a part of my business continuity plan. global pandemic was not there. We're gonna make it through. We're gonna be positive, but I'm, I just need everybody to I'm, we're all in the same boat being vulnerable to as well. Right. So Scott, I'm with you on that. And I love that point. So I'm curious your reaction to this. Let me give you a higher education example and see if it's how it applies to industrial.


I think employees so faculty and staff, as well as students were incredibly accommodating. And we're incredibly flexible when we shut down after spring break last semester. And then we went into a summer and most summers kind of got shut down and now we're all coming back in August. All right, schools started coming back.


Everybody was very, very flexible turned on a dime and we delivered online content really, really fast for schools. That is not infinite. That patience is not infinite by August colleges should have figured out


How to bring and deliver their product their online classes or deliver however their whatever they're going to deliver in August, so that I'm doing the best I can or cut me some slack, I'm going to just communicate is not infinite, it's finite. At some point, we should have figured out how to get the third shift, doing their thing if we had shut it down in the spring. So I'd like some statement that the patience of everybody is not infinite. And you can't bank on that and just shrug your shoulders and say, Well, I don't know, if you do have to give some certainty at some point. You do. You do. And once again, your ABCs you got to be in communication. That's how I look at it. You're absolutely from an education perspective. Yeah, people's


patience is running thin, they are just FYI. And I've spoken to a couple of educators, and, and they were just winging it. It's like, All right, here, this is Oh,


here, we're gonna, and hopefully the kids had the capabilities to be able to remotely learn. And that's a whole nother challenge. Some dead, some didn't. What do you do? How do they fall through the cracks? There's a whole myriad of challenges. But But I believe that I'll throw this back at you. We don't have an answer by next year. A clear, better vision. I it's not gonna look pretty.


I just think I'm tired of it. Like, yeah, yeah. I agree. That that is not that not going to look pretty is really very, very, very accurate.


I, I think we're going to adapt, we've always adapted. Corporations adapt workforces adapt, families adapt.


And so yeah, I don't think it is, is


I think there are some industries that are that are really going to be transformed and never come back. I think I agree. Industrial, I think they can kind of get back to where they are. They've got some demand problems. Granted, I don't want to I don't want to say there's not demand problems. But I think the supply side, I think we're gonna figure it out. And I don't think it's going to be that devastating. And we might have a couple of iterations of it. But I think we're going to come back. I agree. I mean, we are we're pretty resilient. We're pretty tenacious, I think as a as a group as a whole, you know, I think that that is the case, where would I go for communication training outside of your company? It's your company, trust me.


So let me let me rephrase that question. I get asked sometimes, what can what can?


What can I do as a leader to be better prepared for crises? Alright. And so we offer crisis simulations of these we can do, yeah, big 40 $50,000 project, we'll do a simulation, all those kind of great things. Those are awesome. I think the simplest thing and the thing I would love for the folks that listen to your great stuff would be pull out the newspaper, Wall Street Journal, New York Times, whatever. And say, if that had happened to us, as you're having stuff that had happened to us, what would we do? So the best way to learn communications, is to just do what's right for you. Right? So I think the simple thing to do is pull out the paper and say, What if this had happened to us? How would we respond at your staff meeting? weekly, monthly, quarterly, whenever you whatever the venue is, for a staff meeting, where a leader can actually ask that of a team? How would we respond?


It's my experience, you find a couple of things out. So there's an equation that I have have the key differentiator between good and great crisis response. It's speed, speed makes the difference. All right. The way you get to speed is this equation. It's your mission and values, plus your chain of command. So mission and values plus chain of command equals speed. So your question was, how can I get better communications, training? Lots of courses out there for individuals, but they aren't really tailored to you. If you ask your your team, if this had happened to us, what would we do? And you keep an eye out for listening? is our mission and values pulling through are the things as a leader that I want this organization no matter? Do I hear that in the conversation about what we would do? mission and values plus chain of command? The General Counsel just says, Well, here's exactly what we'll do, we'll do this, we'll do that we'll do this. Operations doesn't have a voice communications doesn't have a voice. And the guys that sit around thinking about risk are just run over by the General Counsel. And you've sat in those meetings and you know, the General Counsel of just proportionate throw away.


That means a flawed chain of command. Because operations has to have an equivalent voice to the general counsel, communications has to be at that table. Someone thinking about labor and your unions and your employees. That has to be at that table.




How we get better at communications. It's not by giving you a class on how to talk better. It's how to think about mission and values and chain of command.


I like that. I wrote it down Mission Valley plus chain of command equals speed. If you're not speedy, right, if you don't have that aligned and you're not speedy, then then things tend to sort of fester out there. Possibly, because you've created a vacuum you have someone will fill. Yeah, that's right. And it might be the right might be the wrong and it might be something in between, who knows? Sure. I like that. All right, we're gonna have to wrap this up. But I have a book right? If you're out on video, you're watching it out on video.


We have a book,


critical moments by this guy right here. And outside of the fact that it feels good in the hands. Great, great publication? I don't know. I don't know. It's like, it's like buying wine. Because the label looks great. This is this has a great feel to it.




where can they get this particular book? Because? And is it sort of timeless when it comes to the to finger? Death punch of 2020? Yeah, you know, so the book is really about, you know, reputation management, post crisis, what do you do? Post crisis. So that is incredibly durable, I'm super proud of the IP, which is founded in this concept of these four A's that I talked about in the book, is that they they are proving the test of time, even in these days of COVID is that how do we actually grow and expand our reputation? Post crisis, and there's this concept of the four A's, we talked about it in great detail in the book, this journey that people go on. It's a great wareness assessment, authority. And action. I like that. Yeah. And and so the way that it came to me is that I was meeting with a with a female CEO, and she's an amazing leader. And we had just kind of gone through a crisis, New York Times was all up enter their business, and it was really quite a bad six or seven days. And so we got them through that and manage, move, move the process forward.


She was sitting with me, and I was talking about reputation management before I'd really built out my IP. And she said, so what are you talking about, I don't understand what you mean about reputation management. And she says, I need a model, I need a system. And is that kind of process leader is that


janitorial services, HR services, legal, you name it, there is a process in a system and every major corporation, regardless of what that whatever the department is, there's a system, give me a model of how that we manage


reputation. And then she said, what I'm familiar with from marketing is the four C's. Okay? So there are these four C's of marketing that people sort of talk about. And so that led me to create these four A's. So there is actually a model where you can assign staff, and you can assign budget to all four of the four A's that you just talked about. And that's sort of the big learning of the reputation management journey is that even something as soft as reputation can be managed? The same way you manage? You know, pens, paper, HR or legal services? All right, good.


Well, we're gonna have to wrap this up there, Bill. Now, let me ask you something. Yes. Are you active out there on LinkedIn? You bet. Yep. Just Bill Coletti. I think I'm the only Bill Coletti on LinkedIn, love, love producing content. We put something up there at least once a week, maybe a little bit more. We do a weekly blog post where we talk about crisis and reputation. Yeah, Bill Colletti on LinkedIn. He's also out on Facebook, as well as his companies out there on LinkedIn as well as Twitter, you get the they'll all be out there. And you know, listeners are going to be out at industrial talk calm, and it'll be associated with his wonderful podcast. You're bringing the lumber baby. Thank you. We definitely need this.


Yeah, it is. Nobody's immune to this.


Opportunity. McDonald's Starbucks problem. negatory. Absolutely. I've lived through it. With my parents, my small companies. It's the same. It's like, Oh, that's awful. How do I get the people that matter to you? No matter? they did? They do. All right, Bill, thank you very much for being on the industrial talk podcast. Scott, thank you for what you do. Awesome stuff. Thanks so much. Excellent. Hey, listeners. We're gonna wrap it up on the other side. Don't go away. We will be right back. You're listening to the industrial talk Podcast Network.


I want to say thank you. Thank you, Bill for being on the industrial talk podcast. Absolutely enjoyed the conversation about crisis management. What you're going to have to do out there listeners got this book, critical moments.


Got to get it got to get it got to read it, got to look at it, especially today. It's an important time.


Especially in this next normal, also reach out to him. Great stack card Bill Coletti. You will not be disappointed with that one, as well as his his company You know you got it. All right, I want you to take it to heart. We've got to be successful coming up in this next month and we just got it. We got to figure out strategies to make that happen. I'm going to challenge your thinking on webinars. I'm going to challenge your thinking on virtual conferences. We've got to do something differently. People Be brave. Dare greatly hang out with people who are bold, brave and daring greatly. delanie will not be just putting reach out to me. I'm trying to be Have a great day. We will be back with another great interview shortly.

About the author, Scott

I am Scott MacKenzie, husband, father, and passionate industry educator. From humble beginnings as a lathing contractor and certified journeyman/lineman to an Undergraduate and Master’s Degree in Business Administration, I have applied every aspect of my education and training to lead and influence. I believe in serving and adding value wherever I am called.

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