146: Kenny Chen
If a company learns about a problem with a product or service, should they quickly disclose it or wait?
“Stealing Thunder” increases the credibility of organizational spokespersons and makes organizations seem more reliable. A recent study revealed: Self-disclosing of a crisis is more effective because old news is considered no news. Individuals perceive follow up news stories as old news and pay less attention to them. The “ stealing thunder” approach reduces consumers’ attention to negative publicity and the level of reputation damage for the companies.
Today’s Guest – Kenny Chen
From his Social Psychology studies at UC Berkeley to work with the Hero Imagination Project in Hong Kong, to his Coro Fellowship; Kenny Chen has a true thirst for knowledge. He cites the amazing Lee Ngo as one of his biggest mentors along with some of his teachers as a child.
While working at the D.O.T. Kenny observed the lack of efficiency in how it was run which he now states was his biggest learning experience. Aggravation over old policies and wasted resources forced Kenny to look beyond his own personal hang-ups with the issue and think of the larger picture. The need to ask WHY taught him to choose his battles, and to think more about why things happen – which will allow for things to clearly become solved.
Kenny Chen is the Program Director at Ascender, a hub for Pittsburgh’s starters and builders providing insight and connectivity to Pittsburgh’s entrepreneurs across all sectors, adding value through co-working, mentors, and partnerships.
Connect with Kenny on LinkedIn.
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