Confidence


Ponemon Research Institute

Development of Technology Trustworthiness How do you measure/validate trust in the cybersecurity of the enterprise? > Cybersecurity How can big-city police (e.g. Baltimore) and neighborhoods-at-risk rebuild trust in each other? How do you know if someone is trying to win, or lose? Parameters of trust Trust is built over a marriage, a career, a lifetime, but can be lost in a second. sp Confidence Reliability Integrity: trustworthiness over time Privacy Resiliency: Antifragile: Things That Gain from Disorder Taleb Skepticism and Conspiracy Theory Terms of Service: monitoring: docracy | ratings: crowd ratings Truth (correctness) photos: A bullet can kill a man, but a lying camera can kill a nation. lying: There is no defense against lying. sp | white lies vs black lies Technologies of trust big data: cyber-physical systems: terraechos certifications: kikscore drug testing federations: InCommon passwords: keepersecurity products & services relationship mining: intersecting people sp | Relationship Science scoring trust: TrustCloud Fields of Application human-machine relationships marketing: celebrity DBI DBI= 0.6*(Awareness) + 0.4*((Appeal+ Breakthrough+Trend-Setter +Influence + Trust + Endorsement + Aspiration)/7) Societal Risk Management (SRM): graduate program Software: Top 25 Most Dangerous Software Errors in general: advertising: evidon, doubleverify | medical devices: Open Medical Device Research Library omdrl.org | electronic voting: Do electronic voting machines improve the voting process? | Failed States Index: fundforpeace | financial institutions: credit cards, financialtrustindex | internet |sports: Lance Armstrong, research | wellness: Dr. Oz, Food Babe untrustworthy: corporations: Volkswagen | government: NSA | nonprofits: FIFA, Red Cross | politicians: Chris Christie, Hillary Clinton articles, books: ubiquitous: Trust is the glue that holds us together sp | Dare: Accepting the Challenge of Trusting Leadership Weiss | Extreme Trust: Honesty as a Competitive Advantage Peppers | Just How Fragile Are America’s Bridges? Sofge | Likeonomics Bhargava | The Fix: Soccer and Organized Crime Hill Crime

How do you validate trust in the cybersecurity of the enterprise?



Why is this guy the #1 ranked CEO in the world?

Management and Best Practices CEO CEOs make 300X more than workers, but are they doing 300X the work? performance evaluation What are the metrics for the top performing CEOs? > Board  Is the CEO in touch with the employee rank and file?  Does the CEO have employees' respect? Does the board require the CEO to complete a self-evaluation?  Has the board benchmarked the strategic performance of CEOs at peer companies?  Is the board responsive to the concerns of shareholders about the effectiveness and responsiveness of management?  On what grounds is the board considering firing the CEO? (a) poor company performance; (b) strategic disagreement with the board; (c) personality clashes; (d) consolidation of control due to merger; (e) unwillingness of CEO to comply with a board mandate; (f) personal problems; (g) illegal/improper behavior succession Promoting insiders is a strategy to maintain consistency, whereas hiring outsiders is a strategy for change. Sessions Has the board challenged the heir-apparent to be compared against external candidates?  Has the board been able to observe and evaluate the heir-apparent in representative trial assignments?  Is competition among internal candidates getting out of hand?  Does the board have a healthy collaboration with the incumbent CEO in the succession process?  Has the board established clear performance benchmarks and an exit timetable for the incumbent CEO?  Is the incumbent CEO attracting, hiring, and developing key employees worthy of succession candidacy?  Is there a turnover problem with top management candidates?  Does the incumbent CEO restrict access by the board to top management?  Should the board consider removing the incumbent CEO from the board?  Is the board developing and maintaining a familiarity with top succession candidates within and external to the company?  Is retirement of the incumbent CEO being delayed by lack of a successor? For the incumbent CEO close to retirement, has the board structured a compensation package to incentivize cooperation with a successful transition? interim CEO Does the board have a plan for an interim CEO in the event of a sudden and unexpected departure or death of the CEO? Does the board need to consider an outside turnaround specialist to manage the current crisis in the company? interviews Are we getting continuous improvement after each interview process? | interviews: Conversations from the Corner Office | videos: CEOcast  books/movies, articles, blogs: Steve Jobs: book, movie | CEO Succession Carey | Effective Succession Planning Rothwell Intersections | Poverty/income gap

CEOs Out of Bounds

Social Organization and Change Leadership Lead by example.  Can companies still rely on a single individual at the top to handle the complexity and uncertainty of the global environment? in general: accountability: The buck stops here. Truman | anti-leadership: despotism | bios: Amazing People Library | greatness: about | journals: Leader to Leader | narcissistic leaders | team of rivals | toxic leaders | training: disneyinstitute, Salzburg Global Seminar       charisma: research: measurement | visualization empowerment: thinkingmanagers | quotes: woopidoo | self-management: morningstarco | situational leadership heroes: As a leader, are you passionate and focus on a few key principles which you will not sacrifice under any circumstances?  How strong is your willpower?  Does your willpower have staying power?  Can you weather a long storm?  Can you effectively communicate your key principles?  Are you getting the message across?  Do you strive for generosity, nobility, humility, and strength of character? | recognition: Carnegie Hero Fund | Finding A Hero Amid Fading Memories humility: The true leader sits side-by-side with his brother and sister, content that his fame and fortune is a bonus in his daily life, and never expecting special treatment but always appreciative when it comes his way. sp wisdom: A skillful leader can use a light touch to solve a vexing problem. Miller | clinical wisdom nursing | quotes: www.wisdomquotes.com | National Urban Fellows books, articles, forums: CEOs Out of Bounds sp > CEO | Good Boss, Bad Boss Sutton | Heroes Johnson | Heroes of History Durant | How to Win Friends and Influence People Carnegie | Leadership Ensembles Thomas | Made to Stick Heath | Making Your Case: The Art of Persuading Judges Scalia | On Becoming a Leader Bennis | On Leadership Gardner | Renaissance Weekend | Start with Why Sinek | Strengths-Based Leadership | The Age of Lincoln Burton | The First 90 Days Watkins | The Last Lecture Pausch | The Little Big Things Peters | The Starfish and the Spider Brafman | transparency: Maverick!, TED Talk Semler big ideas | Tribes: We Need You to Lead Us Godin | What to Ask the Person in the Mirror Kaplan

 

by scott pickard

Sport plays an important part in the lives of many business leaders. Nothing can make the juices flow like sinking a 30-foot birdie putt to win the match or setting a personal record in the local 10K run. Risking, winning and losing, playing, pushing personal limits – all are tonics for the chief executive, but they require “getting in the game.”

For Dick Jorgensen, Red Cashion, and Tom Dooley, getting in the game was a way of life. During their days as NFL Referees,  they were chief executives of successful corporations, but on the weekends they exchanged their business suits for “zebra suits” to become NFL referees. Whether on the field or off, these CEOs shared an uncommon passion to perform their best.

Dick Jorgensen: Banking on the Blitz

Dick Jorgensen had the distinction of having been the head referee for 1990’s Super Bowl XXIV. It was the pinnacle of a 22-year career as an NFL referee when one considers that the officials on Super Bowl Sunday are voted the best at their position by the NFL.

Head Referee Dick Jorgensen (#60) follows San Francisco quaterback Joe Montana (#16) and the rest of the action at Sperbowl XXIV in 1990.

When he was not watching Joe Montana fade back for the bomb, Jorgensen was president of Marine Bank in Champaign, IL, a banking affiliate of the Marine Corporation with over $1 billion in assets. The bank always supported Dick’s other life as an NFL referee, as banks generally support the active community involvement of all employees.

At 56 (in 1990) and coming off recent back surgery, Dick moved a little slower than he did as captain of the University of Wisconsin’s basketball team.  He was concerned about his upcoming annual NFL physical and stress test, but he was determined to pass. He daily stretched, swam, and lifted weights – whatever it took to ensure he would get another shot at a Super Bowl. Having participated in Super Bowls VIII, XV, and XXIV, he didn’t want to pass up another opportunity to be part of “the immensity of the game.”

The rewards of a Super Bowl experience, however, aren’t without cost. The pressures of balancing a banking career and an active family life while on the road for the NFL were substantial, especially for the family left behind each weekend. “But once the kickoff comes and I get into the flow of the game,” asserted Jorgensen, “all the pressure is off. It’s exhausting, but mentally refreshing.”

Tom Dooley: Constructing a Game Plan

Tom Dooley, former CEO of R.T. Dooley Construction, says his 14 years of working out problems on an NFL football field helped him work out problems in business. “On the football field,” he observed, “you have a set of rules and a solution.” Dooley was proud of the fact that in all his years as CEO, he never had to retain an attorney to solve a legal problem!

“Nothing is black and white in business,” continued Dooley. “Everything is a compromise. On the football field, it is black and white. I can flush out every thought in the world when I’m on that field.” And like Dick Jorgensen, Tom Dooley got that same physical exhaustion but mental freshness after each game.

To make it possible for Tom to work weekends for the NFL and keep his business under control, he surrounded himself with “people smarter than I am.” And what was good for the boss was good for the troops. Business shut down every day at 11:30 am so employees could get in a vigorous noon workout at the local YMCA (the company paid every employee’s membership fee).

Dooley believed strongly in being “the best you can be.” After a lifetime of setting goals and achieving them, he still had one in his sights – to work a Super Bowl as head referee. He had a taste of Super Bowl action as a linesman at Super Bowl XV, Eagles vs Raiders, in 1981. But characteristic of every NFL referee, Dooley wanted a shot at the No. 1 position.

Red Cashion: A Variable Life

On April 21, 1990, Texas Independence Day, Red Cashion had the honor of being keynote speaker at Texas A&M’s “annual muster,” following in the footsteps of the mayor of San Antonio, the governor of Texas, and Ike Eisenhower. For a Texan, especially one that lived and worked in College Station (Aggie country), this was as big an honor as being referee at Super Bowl XX, Bears vs. Patriots, in 1986.

Speaking before students, athletes, and business people went with the territory for this NFL referee who was also chairman of ANCO insurance which he co-founded in 1966. The challenges and lessons of business and sport were inseparable for Cashion, helping him develop what he called “presence.”

Red enjoyed “being in the center of the action.” It took him 20 years of refereeing in junior high through college ranks before being accepted into the NFL where he officiated from 1972 – 1996 (25 years).

Obviously, the pressure of officiating wasn’t a problem for Cashion, having been at it for so long. He enjoyed keeping himself in shape through competitive handball. “Frankly,” he says, “I enjoy the annual NFL physical and stress test.”

The greater challenge for Cashion was making the right decision under pressure. Being an NFL referee helped him develop confidence in himself and his decisions, a quality employees respected.

When he returned each Monday following an NFL game, football was the topic of the day. Employees always greet him with questions about the game. Although Cashion admitted that “after a while, you forget which city you were in,” he will never forget being head referee in Super Bowls XX (1986, Bears vs Patriots) and XXX (1996, Cowboys vs. Steelers).

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Note from Scott Pickard: “I wrote this feature article under assignment to Chief Executive magazine and it was subsequently published in September, 1990.  Sadly, Dick Jorgensen passed away in October, 1990.  He was a well-known personality and highly-respected leader in Champaign, IL.”

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