This morning, The Wall Street Journal, The Washington Post, and The New York Times ran front page stories about the investigation of General Motors failed ignition system. That is a lot of bad press.

Mary Barra, the new CEO, previewed her approach to the hearings in a March 18 meeting with reporters in Detroit. "My message will be that we are focused on the customer, we are doing everything we can to support the customer, to get their vehicles fixed, that I am very sorry for the loss of life that has occurred and we will take every step we can to make sure this never happens again.," (Washington Post 3/31/14)

Recently, Rick Maurer (author of Beyond the Wall of Resistance Bard Press 2010) I conducted a study that contrasted the work of people who led changes successfully to those who didn't.  Maurer believes one of those key areas is especially critical for GM.

The Leader Must Demonstrate Strong Support for the Change from Beginning to End

Maurer says, "General Motors appears to be an entrenched culture that does not allow bad news to move up the chain of command. That can be deadly to any serious effort to improve safety and reputation. Ms Barra must show that conversation-as-usual won't work.

She may be surrounded by people who only want to give her good news. She must not fall for it. She should demand evidence of progess. And she should be visible. She needs to show up uninvited to meetings and on factory floors. Word needs to spread that there is a new sheriff in town. And, she'll need to be the face of change until safety improves and the public believes they can rely on GM once again." 

For a copy of Maurer's study, "Squandered Opportunities: How leaders Can Eliminate Threats to Change"  see link on this page (www.rickmaurer.com/squandered-opportunities) .

Please feel free to call Rick Maurer for furhter information.