James Keyes

They were sold to Dish Network, who ultimately had a different strategy or 100% streaming and 100% streaming via mobility. They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

They were sold to Dish Network, who ultimately had a different strategy or 100% streaming and 100% streaming via mobility. They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

There's an expression for that, a technical expression. I'll give you the technical business term. Yes. It's called a grin fucker. Yes, sir. Yes, sir. That's a good idea, sir. That. But it's true. It occurs and it's just so frustrating. Look, the root cause of that is fear. People are afraid they're going to lose their job. Fear is the biggest killer. of careers, of companies, even societies.

There's an expression for that, a technical expression. I'll give you the technical business term. Yes. It's called a grin fucker. Yes, sir. Yes, sir. That's a good idea, sir. That. But it's true. It occurs and it's just so frustrating. Look, the root cause of that is fear. People are afraid they're going to lose their job. Fear is the biggest killer. of careers, of companies, even societies.

They're coming to get you. They're going to take something from you. They got something that you don't have. Isn't that unfair? Fear is the lowest common denominator. It works. It's a motivating tool. There's only two ways to motivate people. You motivate them through hope and through inspiration. Or you scare them. So take that same reaction now. Put yourself in a corporate environment.

They're coming to get you. They're going to take something from you. They got something that you don't have. Isn't that unfair? Fear is the lowest common denominator. It works. It's a motivating tool. There's only two ways to motivate people. You motivate them through hope and through inspiration. Or you scare them. So take that same reaction now. Put yourself in a corporate environment.

Somebody does something that you think, I may lose my job. I may fail. Or I don't think that's a good idea, but I don't want to tell him. It's either fight and be disruptive in the work environment. We've all seen it. Somebody being obnoxious in a boardroom and demonstrating non-productive behavior, just being argumentative for no reason. Or It's the corporate version of flight, which is inertia.

Somebody does something that you think, I may lose my job. I may fail. Or I don't think that's a good idea, but I don't want to tell him. It's either fight and be disruptive in the work environment. We've all seen it. Somebody being obnoxious in a boardroom and demonstrating non-productive behavior, just being argumentative for no reason. Or It's the corporate version of flight, which is inertia.

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.