Archive for the ‘Media’ Category

I Will Survive

Thursday, July 15th, 2010

Article on Huffington Post: 

http://www.huffingtonpost.com/2010/07/13/auschwitz-i-will-survive_n_645067.html

Jane Korman and her father, Holocaust survivor Adolek Kohn, spoke with BBC Tuesdayto defend the video they made last summer, which shows the two accompanied by Kohn’s three grandchildren dancing to Gloria Gaynor’s “I Will Survive” in front of Auschwitz and other Holocaust sites.

“Despite the systematic brutality and cruelty endured, we have still survived,” she said about the video’s intentions. Korman told the BBC that it was about creating something that young people could connect with:

“It was really important for me to create some sort of work that had a fresh interpretation of the Holocaust. Especially for the younger generation, because I could see that even the word ‘Holocaust’ and the images that one sees of the Holocaust were numbing and in fact, they weren’t even interested.”

 

Since it was put on YouTube in January, the video has received over 330,000 hits and over 2,000 comments from viewers, who have called it everything from ‘heart-warming’ to ‘despicable.’

YouTube user colonelcandoo said “I am sure the millions of peopled who died here would be ecstatic? that you and your family are alive and dancing here. Keep on dancing…”

Other viewers found a different message in Korman’s art, however, which she said is “a tribute to the tenacity of the human spirit and a celebration of life.”

“This video is touching. Thank you!” Said user zeonchar.

Kohn, who dances throughout the video with the word ‘Survivor’ on his shirt, said that he did not mind dancing.

“If somebody had asked me then that I would come 62 years later with my grandchildren to Auschwitz, I would send him to a madhouse,” he said.

My Responses to this Video: 

The video has stopped me from doing other work today. I am fascinated with comments from all over the globe. My book “Don’t Bring It to Work” talks about how patterns of behavior are passed from generation to generation and how they repeat and repeat until someone says “it will stop with me”. Three generations are making their own statement about freedom of speech, of expression, to dance and sing and release the past, it is fabulous. They are creating, not harming! Each of us can give to children, grandchildren great grandchildren the joy of transformation, that is a gift worth giving and giving!

What can we hand to next generations? Adolek Kohn hands his grandchildren a magnificent gift; the ability to go back to places of pain and horror, to see that the past can be cleared, can be honored. He did not defile nor destroy, he danced! And they took his hand and they danced. Children, grandchildren, great grandchildren of those who have suffered atrocities in holocausts through time bear an invisible burden until they can come together, to discuss, dialogue, and ultimately to heal.

Thank you to this beautiful family for being courageous enough to show, not just the capacity to survive, also the capacity to flourish. What if we could all come together, to sing, to dance, to join hands together to release, no longer to ignore, negate, nor wallow in history; rather to transform the past and free the present? It’s about all of us, it’s about you, it’s about me, and it’s about time!

Become an Office Environmentalist

Tuesday, June 29th, 2010

I was doing some research about the environment. My mind went to Henry David Thoreau and how he was a “gadfly” to keep people connected to nature. He was a searcher for the truth and knew that our inner nature is connected with outer nature.

His life, his writing, was about seeking the deeper meaning, of everything. We have become such a “sound bite” nation any idea that takes more than five words to express is ignored.

Maybe we do need to stop, during these summer months and be quiet in nature’s bounty. Sit with the tress and flowers, sit with the sand and water, sit with the stars at night, and just sit. It was in this quiet that Thoreau wrote “Walden“.

What does this have to do with work you are wondering; nothing and everything?

We are living in such a polluted world and it is not just the physical chemicals, the oil, and the trash that is bearing down on us. We are also burdened with workplace conflict that seems to get worse and worse all the time.

With my coaching clients I am hearing more and more disaffection that co-workers have with each other. With all the team building programs, all the pizza parties, all the community days set aside, there is still an edge of tension in most work environments.

This emotional pollution is causing untold stress and it tumbles from home to work to little league. What can be done?

The idea of being an office environmentalist came to me as I was researching information about Thoreau. He died at the young age of 44 and left a legacy for others, including Gandhi and Martin Luther King to look at what I am calling emotional pollution and take a stand.

We are spending way too much time yelling at company officers who have done poor jobs, not just BP, check out the poor quality cement work of Halliburton in the Gulf as another example.

It’s not about how bad “they” are. What about our personal responsibilities for maintaining our beautiful planet, for being kind and civil to each other at work, in our communities?

This Thoreau quote stayed with me, I offer it to you “There are a thousand hacking at the branches of evil to one who is striking at the root.”

Take some quiet time this summer and think about how you can help get to the root.

Leadership Kaleidoscope

Friday, June 18th, 2010

We just finished one of the most rewarding retreats of…. forever!

Big statement; now I will explain. For the past year we have been working with school district administrators in suburban Pennsylvania.

That includes 21 men and women who care about education and care about children.

June 2009 was their first off-site, a two day program to help them coalesce into a seamless team. Seated in the circle of chairs in the beautiful great room at The Country Place Retreat and Conference Center were kindergarten, elementary, middle, and high school principles, head of special education, curriculum, counseling, finance, transportation, grounds, maintenance, assistant superintendent, and superintendent.

Let me paint the picture from last year. Anyone can sit in a circle. Anyone can say what they think is expected of them. Not just anyone can begin the journey to the truth, to the heart of the matter. With this group it took time and it took the superintendent to start the ball rolling.

When a leader is willing to be self aware and share the essence of that awareness with a team, magic happens.

That is what happened on the last morning of last year. The group had not yet become a team. The elephants and gorillas were standing sentry. It was going to have a disappointing end, sort of like a stale and soggy afternoon at the beach.

Then the superintendent asked if she could speak. There was an uncomfortable quiet. She talked about her pattern as a super achiever and how she hated to ask for help. She then looked around the room and asked for help.

One year later: an air of “Can Do” permeated the circle. Same type of chairs, same circle, yet, what a difference; this was a group that had coalesced into a team of aligned colleagues who supported each other and had become a kaleidoscope. Each was a different shape, different color, each had a different perspective about issues, yet they all had a common goal of helping the youngsters grow and learn.

Kaleidoscopes make gorgeous images no matter which way you turn them, point of light that blend together in new and unique ways from moment to moment.

Leadership Conflict Turns Destructive

Wednesday, April 21st, 2010

 

I found this very good blog about the Toyota fiasco.  Please read and note my comments; I’d love to hear your thoughts.

Article by Steve Tobak, The Corner Office

Survival of the fittest requires conflict; that’s as true in the boardroom as it is in the wild. In that sense, conflict isn’t just a good thing, it’s a key ingredient in all great organizations. It’s the manner in which businesses test new ideas and up-coming leadership talent.

 

But there comes a point when otherwise healthy conflict turns toxic, even destructive. I’ve seen it happen too many times, and when it does, it can plunge a successful company into a tailspin from which it might never recover. Case in point: the leadership crisis festering inside Toyota.

 Yesterday’s Wall Street Journal chronicled the long-standing feud between the founding Toyoda family and Toyota’s non-family leadership faction. For generations, the pendulum of Toyota’s corporate leadership has swung from one to the other. And that’s worked pretty well … until now.

Now, the warring factions have taken their long-standing feud to previously unseen heights of public, personal attacks on each other. The family faction is led by Akio Toyoda, current CEO and 53-year old grandson of the company founder. From the WSJ:

     Mr. Toyoda and his allies have been saying openly that when he took the top job last year after a 15-year hiatus for the Toyoda clan, he inherited a company weakened by non-family predecessors who sacrificed quality for faster growth and fatter margins.

The problems arose when “some people just got too big-headed and focused too excessively on profit,” Mr. Toyoda said at a Beijing news conference in March. Mr. Toyoda’s opponents – former company presidents Katsuaki Watanabe and Hiroshi Okuda – have an entirely different view (also from the WSJ):

     They say Toyota’s current troubles are less a quality crisis and more a management and public-relations crisis of Mr. Toyoda’s making, reflecting their longstanding warnings that he wasn’t ready to run a global corporation.

      “Is Akio ducking criticism of being a beneficiary of nepotism by accusing us and trying to justify his ascendancy to the top job?” one of Mr. Watanabe’s top aides said. Hiroshi Okuda … has told at least two associates since the recalls of cars involved in sudden acceleration incidents earlier this year: “Akio needs to go.”

      Asked [in 2000] about future prospects for Mr. Toyoda, then a 43-year-old general manager, Mr. Okuda said: “Nepotism just doesn’t belong in our future.” He elaborated: “Akio-class talents are rolling around all over Toyota, like so many potatoes.”

In my opinion, both parties are actually at fault for the company’s current crisis. As I said a couple of months ago in At the Heart of What’s Ailing Toyota:

Like so many big companies before, in its relentless drive to become the world’s largest auto maker, Toyota’s management took its eye off the ball. In other words, growth became its priority, while the unique aspects of its culture and operational competencies responsible for its success to this point, became secondary.

After many years of stellar leadership, last year Akio Toyoda, the grandson of the company’s founder, became CEO. And while Toyota’s issues have gestated for some time before Toyoda took the reins, his spectacular mishandling of the crisis demonstrates that he wasn’t ready for the job.

Nevertheless, instead of working together to resolve critical issues facing the company, Toyota’s leadership has devolved to juvenile finger-pointing. And, if this once-great company’s leadership doesn’t get its act together, well, as I said before, “not only will its recovery be long and painful, but it may not recover at all. It happens.”

My response below:

The Toyota mess is so familiar to anyone who has spent time working with family businesses. I grew up in one and remember the tension between my father and his two brothers and then the tugging, pulling, and positioning when outsiders joined the ranks.I became a family therapist and then morphed into an executive coach with a passion for working with family firms.

I know that finger pointing is common in all companies and is compounded when the family name is being tarnished. Here is what I do know: when stress hits the hot button there is a natural tendency to revert to patterns of behavior learned in the original organization, the family, that were there for survival and security.

There is a need to create safety by blaming and judging others as a protection mechanism. I only hope that the Toyoda clan can gain some understanding of the how and the why they did not intervene to keep the brand and their name in a positive light.

Leading by Example

Monday, April 5th, 2010
Statue of Rip van Winkle

Statue of Rip van Winkle

We are all waking up from a long, deep sleep, the sleep of denial and avoidance. The internet has opened the way for us to be connected to what is “right leadership”. We all have the opportunity and responsibility to speak out against abuses that are, sadly as old as time. Yet, now, we can voice opinions that in the past were mostly thought and rarely spoken. And, if spoken were dangerous both personally and professionally.

I encourage everyone to read this response by Sister Maureen Paul Turlish to the article in USA Today “Is Catholic Church crisis about sex abuse – or leadership?” In the late 60’s I was a young psychologist who worked at Catholic Social Service in Pittsburgh, Pa. I was the only non Catholic on the staff and it gave me a powerful opportunity to learn about the tugs and pulls of what was possible to discuss and what was off limits about Church policy.

I know how important, yet difficult it is for those who have dedicated their lives to what they believe to speak out. This is, for me true leading by example and I want to acknowledge Sister Maureen Paul Turlish for her courage to speak out publically.

In an undernourished, yet obese society, her comments give us food for thought; they are part of what I see as a new health care movement that looks toward truth rather than denial or avoidance as a major part of prevention.

 

Sister Maureen Paul Turlish response:

WHERE DOES THE BUCK STOP?

In a recent press release from the Holy See, “concerning cases of the sexual abuse of minors in ecclesiastical institutions,” Director Fr. Frederico Lombardi repeats some of the more clichéd responses and predictable excuses to the church’s ever widening problems of sexual abuse, particularly the sexual abuse of minor children.

http://www.oecumene.radiovaticana.org/EN1/Articolo.asp?c=362995

Contrary to what Lombardi says in the press release from the Vatican, the institutional Roman Catholic Church has reacted to the continuing sexual abuse debacle neither rapidly nor decisively and the Vatican continues to distance itself from what has happened in country after country, first categorizing it as an “American problem,” then as a “homosexual problem” in the United States in 2002.

The church’s response continues to be reactive rather than proactive while minimizing the systemic and endemic abuse of power and authority which enabled and exacerbated it on the one hand while covering it up whenever and wherever possible on the other.

The “wide-ranging context” that Lombardi speaks of is that in countries from the United States, Canada, Australia and Ireland to Austria, the Netherlands and Germany, church authorities have repeatedly and consistently disregarded the institution’s own moral and Canon laws as well as the existing laws of the countries’ in which these horrific crimes against humanity took place.

The church has lost its way.

If church authorities had done the morally right thing initially, one wonders how many children would have escaped being sexually abused by a particular priest?

As Patrick Wall, a former priest himself, states:

“The Roman Catholic Church has the largest body of knowledge of non-incarcerated sexual offenders in the world.”

Who, one has to ask, would have more knowledge of the internal machinations utilized to cover-up and protect sexual predators from public scrutiny than Pope Benedict in his former position as Head of the Holy Office?

While attacks on any individual is regrettable and counter productive, the fact is that Pope Benedict XVI is at the helm of the Barque of Peter. His challenge is to see that current church policy agrees with his statements in something as significant as the recent pastoral letter to Ireland.

What was done by church leadership in the United States, for example, were actions they were forced to take by the pressure of public opinion after records, files and correspondence were forced into the public venue in 2002 by Judge Constance M. Sweeney, a very brave, grounded and principled Catholic woman of Boston, Massachusetts. As the facts show, the bishops of the United States at that time were forced to make the decisions they made even while powerful bishops resisted calls to accountability and transparency every step of the way.

Moreover, while Benedict has accepted two of the proffered resignations from the Irish bishops it is well to recall that not one bishop in the United States was removed from office because of his own complicity and collusion in covering up sexual abuse. Nor has anyone been forced to resign for violating then existing canon law, criminal law or civil law.

Bishops in the United States like Bernard Cardinal Law and his auxiliaries in Boston, who were shown to have been complicit in protecting known sexual predators, should have been removed from office, their resignations tendered instead of being rewarded with a plum position in Rome in the case of Law, or their own dioceses as has been the cases with complicit Boston auxiliary bishops.

Sadly there are also examples of state authorities making deals with bishops that avoided any kind of prosecution, even though some had to admit guilt to get the deal. In a shameless act of pure hubris, the bishops specifically chose not to hold themselves to the same standards of accountability they drew up for ordinary priests.

When are people of good will going to say, enough!

When are state legislators going to change the laws so that justice can be pursued for the thousands upon thousands of victims of childhood sexual abuse who have been unable to access let alone obtain justice?

In most states and probably in most countries, existing criminal as well as civil laws give more protection to sexual predators and their enablers then they do to victims of childhood sexual abuse by anyone. The problems with statutes of limitation which have expired are probably much the same in Germany and other European countries as they have been is in so many jurisdictions in the United States.

This is deplorable and should not be the case.

The removal of all statutes of limitation in regard to the sexual abuse of children is the single, most effective way to hold predators and enabling institutions accountable before the law. More than that, window legislation allows a set time frame for previously time barred cases of sexual abuse by anyone.

It is possible to change the laws in order to give some semblance of justice to those ravaged at so tender an age. What is needed to effect that change is the will to hold all sexual predators of children accountable along with any enabling individuals or institutions.

The state of Delaware is one of a very few number of states in the United States which has removed all criminal and civil statutes of limitation in regard to the sexual abuse of children by anyone. It also legislated a two year civil window for previously time barred cases, again, by anyone. That window closed in July of 2009. Delaware also has a civil registry for those judged responsible under civil statutes.

In a civil suit, unlike a criminal suit, the burden of proof that any sexual abuse took place is on the plaintiff. The burden is not on the accused individual or institution to prove innocence, at least not in the United States.

Every victim of childhood sexual abuse should have a right to the pursuit of justice at the very least!

What people seem to forget is that children’s rights are human rights, that children’s rights are civil rights and that the hierarchy, the leadership of the Roman Catholic Church, has violated those children’s rights in the most profane of ways, not only by covering up for sexual abusers, mostly priests, but also by enabling the further abuse of untold numbers of children by these particular individuals who were known to be dangerous predators.

If Delaware can do it other states and other countries should be able to do it as well, and hold sexual predators and any enabling institutions responsible, especially when those institutions choose to ignore their own internal laws.

I was privileged to testify before the Senate and House Judiciary Committees in support of the 2007 Child Victims Law in Delaware.

No rules and no laws of any religious organization or denomination should be allowed to trump the laws of a civilized society where the protection of children is concerned.

Not only should the institutional Roman Catholic Church be held to the highest standard as a signatory to the United Nations Convention on the Rights of the Child, it should be leading by example and showing what can and should be done to protect children from sexual exploitation, from what really is another example of trafficking in individuals for purposes of sexual exploitation, nothing less.

By any objective standard the church has grossly violated the U.N. Convention on the Rights of the Child for decades.

Is it time to formalize those violations as the crimes against humanity they truly are?

Sister Maureen Paul Turlish
Victims’ Advocate
New Castle, Delaware
maureenpaulturlish@yahoo.com

Leadership and Self Awareness

Monday, March 1st, 2010

There is an interesting new TV program airing this Friday; “Who Do You Think You Are?” based on finding the long lost ancestors of celebrities.

This is not just for the rich and the famous. I believe we all would benefit from finding out more about where we came from, and what patterns of behavior were handed down from generation to generation.

Most of us are interested in ourselves and don’t care all that much about the stories of those who came before us. We are polite when grandparents talk about “walking miles to school on dirt roads in flimsy shoes with only an apple for lunch.” We say to ourselves that times have changed and that was then, not the way it is now.  We want to stay in the present and not look back.

So, what is the value of searching for ancestors and finding out more about where we came from? Lisa Kudrow, of “Friends” fame and producer of the new series put it clearly “We always forget how important history is. It informs everything that happens after.”

In “Don’t Bring It to Work”,  there is a way to begin the search for your own history, because Kudrow is right, the past does inform everything that happens after. In the book is an outline of a “Sankofa Map”. The word Sankofa comes from Ghana and means “clear the past to free the present”.

What we know we can change, what remains hidden, can haunt us. No, it is not possible to know all the details; that is not what matters. What matters is finding the themes that have tumbled through our histories. So, often with a little time and willingness to dig down, the pieces of our personal histories are available to us.

It is so important for leaders to take the concept of self awareness into the long-ago past and find out how the patterns handed down from great grandparents to grandparents to parents to children through the ages impact decisions made right now.

The stories we learn about can be fascinating and shed light on why we do what we do. Every family has its share of heroes as well as villains and we can then pull on the positive patterns and stand on the shoulders of the past rather than repeat it.

Women Leadership and Change Management

Monday, February 22nd, 2010

 

This is a time for women to pat themselves on the back for all the successes that have come in the last 60 years. The role of women has changed dramatically, and it has been mostly a quiet revolution.

 
But there have been some loud bumps and bleeps along the way, like the angry wife who took action to cut off her husband’s private parts, rather than just wish she could. With the rash of cheaters now making the headlines that may be something to rethink instead of all the shame-faced public apologies. Scratch that, it was just a wandering thought!

 
Since, within the next several months women will become the majority of the workforce, and we know there is power in numbers, it is an important time to think about what we, both female and male, want to have as change initiative, moving forward.

 
I would like to underline the importance of a partnership model. Women and men need to talk in a new and more effective way. It is about how we connect and relate around the things that matter most – our relationships and how to be stewards for the future generations.

 
Not enough air time has been given to these priorities, and as a society I believe we are suffering and self- medicating through substances, sex, and shopping.

 
There is a new feminism (what about a new ‘malism’) that takes into account the differences in the way men and women are wired. We need to find a middle way that takes into account how male and female brains process information. Not good or bad, just DIFFERENT.

 
Even more importantly, we need to take into account the legacy we hand to the next generation. So far, we, and that means all of us, have not gotten high marks here. What are we teaching our kids about what it means to be a woman, a man, a business person, a citizen, a human being?

 
The workplace is the place where change can happen and happen quickly. It is the place that has changed the most in the past century. It is the place that women and men can begin a true dialogue and real partnership can occur.

Leadership and Too Much Happiness

Wednesday, February 17th, 2010

We are living in an era of polarities. Our government is a house divided, not just by being Republicans and Democrats, but by taking extreme views on just about everything and then, as we all see, nothing happens. We are polarized, and we are stuck.

Same thing happens in the workplace when there is too much emphasis on only thinking about the positive. In an organization that leaves no room for dissent, we get a variation of the movie “Pleasantville” (if you haven’t seen it, it is worth the time).

There are ideas that if you focus only on the positive then, like magic, the genie will appear and you will get what you want. That is the premise of the book “The Secret” that has made millions for the authors and has done little for readers.

Recently I heard someone say “If you want to make God laugh, just tell him your definite plans”. There is a mystery to our lives, and part of joining into the essence of that mystery is to be real, and to accept the ebb and flow of life in its entirety.

What do I mean by being real? That means accepting the bitter with the better, and telling ourselves and others the truth about what we see, think and feel.

The new way of doing things is to find a balance between looking at the good in our lives, and being appreciative, as well as letting our angry, sad, or disappointed emotions show.

After the super-bowl, the coach, Jim Caldwell showed what real is in an appropriate way. He acknowledged that he and the team were upset, and yes, they would sulk for awhile. Then they would bounce back and use the disappointment of losing this big game to their advantage for next year.

I guarantee that the best way to handle being upset is to…well, be upset. You really don’t move on until you get the hurt and sadness out. If it sits in you, it leads to long term patterns of avoidance and denial, two of the most common and destructive patterns that can destroy a team or a company.

You can see the results of too much of phony happiness and what to do about it in “Don’t Bring It to Work”. Learn to monitor your own behavior so you don’t get caught in the trap of playing “let’s pretend”.

Teachables from Toyota

Wednesday, February 10th, 2010

                                

hubris: overbearing pride or presumption

The word hubris is a fascinating one. It contains a warning: When you are too sure of yourself, beware of a fall!!! It is a great lesson to learn, both on a personal and a professional level.

Remember Enron; weren’t they called “the smartest guys in the room?” Whatever happened to Atari? How about Fannie Mae? Those who work, or used to work, on Wall Street have had to, or should look up the word hubris.

And Toyota. What do we say about that icon of excellence? A key to looking at what goes wrong with great companies is detailed in a book written by Jim Collins “How the Mighty Fall”. It is an important analysis of what he calls “the arc of tragedy” that can happen to the best of companies when hubris comes calling.

Collins outlines five key points to pay attention to. So, if your company is having a high-time, even in this still wobbly economy, pay attention. At the first stage, where hubris is magnified, there is a sense of invincibility; nothing can change the trajectory of success. The pattern of denial enters front and center and everyone is so busy congratulating each other that there are no checks and balances, no little kid saying that maybe the emperor is naked.

Next is the “more is better” mindset. As anthropologist Gregory Bateson pointed out, “At some point more, including even oxygen, becomes toxic”. This seems to be the curse of our modern society, and perhaps the present economy is helping to create a course correction. Core values become greed and over- expansion.

Then denial becomes pathological. Bad news is ignored and distorted rose-colored glasses are worn by everyone in the company (or the country). This is where the proverbial deck chairs are rearranged, i.e.: reorganized without being able to admit what is not working and make basic changes.

Next phase is common in companies, as well as personal relationships. Maybe an acquisition will make it all better, or for a couple it’s time to have a baby to solve the difficulties. There is a sense of desperation and none of the core issues are targeted. More denial and salve, with no medicinal value.

Finally, the great have fallen, and as we have seen all too often in the past several years, there is the death of a company, a last gasp before patterns of denial and avoidance offer the final blow?

Is it time we look hubris in the face, own our own shadow behaviors, and learn a new way to transform companies, transform ourselves, when we get so far off track? The next few months should be great learning times for all of us.

Elegant Leadership and Risk Taking

Tuesday, January 19th, 2010

Recently Jeff Zucker, President and CEO of General Electric Co’s NBC Universal Entertainment, told PBS interviewer Charlie Rose: “It’s the sign of a leader to step up and say you know when something’s not working, and have the guts to reverse it”.

By the end of the interview, it was questionable whether Zucker, like Conan O’Brien, would be fired. That is the way we work. Take risks, win and get the equivalent of an Oscar. Lose, and get the boot!

Is there a better way? Can there be a middle ground where what is learned when risk- taking fails gets dissected, and gives those in the loop a chance to reform their thoughts and actions in a more positive way?

What is so often the case is that the “loser” is so busy defending what has happened and is feeling the heatwaves of being under constant attack, there is no time to learn from what has been going on.

As a culture, we are so addicted to winning, and accept that as the only way. We lose, yes – lose both sight of the value of the down side of risk taking, as well as the human cost of defending, explaining and justifying behavior.

Jeff Zucker may be in a stagnant time in his career. He may be used up in his CEO role. On the other hand, he may well be in a fertile time of learning from the mess and come up with some real and juicy ideas that will get NBC out of the doldrums. If he is fired, he will lose and so will whoever replaces him. There is always backlash where the pendulum often swings to the opposite side. Thus, conservative, risk adverse individuals often follow the risk takers and progress is paralyzed.

So, NBC, a paraphrase from the song “Give peace a chance”, think about it and “Give Jeff a chance”.