22 January 2005

Public relations: When does hopeful promotion turn into fraud on the market?

Got a bug that's been buried, and you only just found it? Or worse, you can't find it? Or, even worse, you can't duplicate it, but it's still there?

Ref It's time to fess up and get your team together. The longer you say "it's not a problem," but the problem continues ... the less confidence others have.

Don't assert a standard you cannot meet. Don't assert performance that you can't prove. Don't assert capabilities that are at odds with actual results.

It's been one week, and still no results. What's the problem? I'm not clear you know what the problem is.

You need to stop saying you "can do something" ... that you can't do. You can only do it part of the time.

You have the burden of proof. It remains to be seen whether you know, or should know what is going on. Either you know there is a problem and don't want to admit it; or you are in charge, and actually have no clue what is going on.

In my opinion, either [a] you are stupid, not aware of the limitations of your own system, and don't deserve to be a CEO; or [b] you're playing stupid, hoping you can create a wall around you, and hide behind ignorance.

Maybe your new logo should be an ostrich with its head in the ground.

About those meeting minutes where the issues were discussed, or should have been. Let's hope we don't hear anything about the "importance of document preservation." Strange how the holidays make people jumpy.
Got a bug that's been buried, and you only just found it? Or worse, you can't find it? Or, even worse, you can't duplicate it, but it's still there?

Ref It's time to fess up and get your team together. The longer you say "it's not a problem," but the problem continues ... the less confidence others have.

Don't assert a standard you cannot meet. Don't assert performance that you can't prove. Don't assert capabilities that are at odds with actual results.

It's been one week, and still no results. What's the problem? I'm not clear you know what the problem is.

You need to stop saying you "can do something" ... that you can't do. You can only do it part of the time.

You have the burden of proof. It remains to be seen whether you know, or should know what is going on. Either you know there is a problem and don't want to admit it; or you are in charge, and actually have no clue what is going on.

In my opinion, either [a] you are stupid, not aware of the limitations of your own system, and don't deserve to be a CEO; or [b] you're playing stupid, hoping you can create a wall around you, and hide behind ignorance.

Maybe your new logo should be an ostrich with its head in the ground.

About those meeting minutes where the issues were discussed, or should have been. Let's hope we don't hear anything about the "importance of document preservation." Strange how the holidays make people jumpy.
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