13 Leadership Lessons And Quotes From Bridge Of Spies

Joseph Lalonde

Donovan, Mark Rylance plays the Russian spy Rudolf Abel, and Amy Ryan is Mary Donovan. Take a closer look : We see right away that Rudolf Abel is a Russian spy. He’s also being tracked by US operatives.However, these operatives lose Abel on multiple occasions. During one such instance, we see Abel acquire an object that contained a sheet of paper. Rudolf Abel – Well, the boss isn’t always right… But he is always the boss.

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AOL CEO Fires Employee During Call Intended to Boost Morale

leaderCommunicator

Instead, he took a very no-holds-barred approach to the conversation and ended up firing Patch’s Creative Director, Abel Lenz in front of those employees. Late yesterday, Armstrong sent AOL employees an apology and cited an apology to Abel. Imagine getting fired. Think how you might feel. Then think about getting fired in front of a peer. What about in front of 1,000 employees? Still worse, by the CEO. A bad dream? Not so. This was the reality for an employee at AOL last week.

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Hit or Miss’ive: AOL CEO Fires Employee during Call – We Critique His Apology to Employees

leaderCommunicator

Last week we covered the recent case of AOL CEO Tim Armstrong firing an employee (Patch creative director, Abel Lenz) publically while on a conference call of 1,000 employees. It was all caught on tape. And it wasn’t until four days after Lenz was fired that Armstrong sent AOL employees an apology for his behavior. Now, as part of our CEO communication critique column - Hit or Miss’ive – we’ve assessed his apology email to employees and aren’t impressed. Take a look for yourself….

Leading Collaborative Groups

Harvard Business Review

John Abele , cofounder of Boston Scientific and author of the HBR article Bringing Minds Together , explains how to effectively manage teams. Leading teams

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The Top 3 Corporate Communication Mistakes of 2013

leaderCommunicator

Armstrong ended up firing Patch’s Creative Director , Abel Lenz, in front of everyone. 2013 gave us many examples of both good and poorly handled communication from leaders and brands. You may remember that we weighed in on some public leadership and communication fails throughout the year in our Hit or Miss’ive column , but there were more. Take a look below as we detail 3 communication mistakes from 2013. AOL CEO Tim Armstrong’s firing of a Patch employee and subsequent apology.

AOL CEO Tim Armstrong’s Apology to Employees is Pathetic

leaderCommunicator

Here are my thoughts about what might have happened (expletives have been removed): Senior leader to Tim on Monday: “You need to apologize to Abel for what happened.”. It took AOL CEO Tim Armstrong 4 days to apologize for the firing of an employee in front of 1,000 other employees. One has to wonder what took so long. I can only hope he realized the day of the incident that what he did was egregious. Given the delayed response, I’m not so sure.

What Great Leaders Can Learn from Great Photographers

Harvard Business

Sam Abell falls into the latter camp of truly reflective practitioners. Abell has figured out that the way to get a great photograph is not to take it but to make it. The key, Abell learned, is not to chase its unfurling arc: “Let the rope come to you.” ” Photographer Sam Abell’s patience led to this image of a sailor tossing a rope. Photo Credit: Sam Abell.

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The Right Way to Rally Your Troops

Harvard Business Review

Then, abruptly, he fired someone standing in the room with him: creative director Abel Lenz. “Stop shooting”, he said, followed quickly by: “Abel you’re fired. Leaders face enormous public and employee scrutiny when their companies are failing. Many have to measure their success in terms of stock price and market share, and when those slip, everyone sees it happening, reads about it in the business pages, watches it on CNBC.

The Great Collision

Harvard Business Review

If there is something like a brotherhood of man, too much blood has been spilled for one to believe that it doesn't often resemble Cain versus Abel. Here's a tiny question. What do you think most people really want? What do you think the average Jane — or even the less-than-average Joe — is capable of? One view is: most people don't want much, and are capable of even less.

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