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Acknowledgments

In any job I’ve ever had, whether walking around with an oily gas can and Craftsman push mower as a 12-year-old to revamping core business verticals at a high level, I’ve always approached life with an entrepreneurial spirit. How does one make something bigger, faster, stronger—in other words, optimize it? And, what was it that the very best leaders did to drive results, real results? After all, it’s not what you take on, it’s what you accomplish!

I have never been opposed to calculated risk and generally had a knack for thinking big and mobilizing resources. It was with this mindset that I nervously embarked on the biggest professional risk of my life—starting my own company in 2009—after having worked really hard for many years making others look good, and making them lots of money. As an admirer of sound leadership, I had often wondered why I’d turn on the news each night and see once proud leaders recklessly sabotaging their own careers. Why was it that so many behaved irresponsibly when faced with crisis or controversy? Why did so many say and do the wrong things and end up being judged so harshly in the court of public opinion? Reputation matters, and so many of these leaders didn’t have a clue. Either they were getting really bad advice, or they were not following the good advice they were given—neither of which are acceptable.

After driving executive strategy for many years, I knew leadership teams generally did a really good job of advancing their own missions. But when issues of adversity or crisis threw them off course, there was generally no one at the helm, with deep experience, who could get the organization back on track and drive favorable outcomes for years to come. I knew there was a marketplace gap.

This gave me an idea. And Fallston Group was born.

When I saw Kevin Cowherd walking out of Baltimore business magnate Ed Hale’s office more than a year ago, it was a happy accident. I was managing a major client issue and Kevin was coming down the homestretch with his latest book, a biography of Hale called—“Hale Storm”. Kevin had wrapped-up a 32-year career as a columnist and feature writer for The Baltimore Sun, and was now a full-time author. As fate would have it, writing a book was on my life-long list of things to do, and a book about crisis leadership seemed perfect for these ominous and uncertain times. And from this, a terrific collaboration was born. After developing the book’s concept and managing my many ideas, Kevin was masterful at bringing my thoughts to life. He worked relentlessly with me to produce a manuscript that I hope has tremendous value and offers meaningful insights to leaders at every level. Thank you, Kevin.

Most importantly, I must acknowledge those folks who told the stories that form the core of this book, those people who opened their hearts and minds to relive their darkest days so that others could learn from their experiences: Denise Whiting, Ed Norris, Jack and Jackie Milani, Kevin Byrne, Stephen Amos, Mark Curtis, Joe Hart, Gerry Sandusky, J.P. Snyder, Colin Goddard, Jim and Joanne Hock and Bert Lebhar.

They told their stories with passion; each experience was emotional. This book is about real people and real life lessons. It would have been impossible to produce without the generosity of spirit and unfailing cooperation of those listed above.

There were many others who supported this project in ways both large and small: Josie Hankey, Jessica Paret, Jennifer Fuson, Content McLaughlin, Tim Weinhold, Frank Barile, Paul Bailey, Kristi Frisch, Joe DeFeo, Ragina Averella, Jim Workmeister and Kevin Atticks, director of Apprentice House Press.

During this chaotic time, the extended Fallston Group team—and its stable of experts—was still able to move our corporate offices from Harford County, Md., to the Canton neighborhood of Baltimore, work at an incredibly high level and continue to over-deliver for those who trust us with their futures. I am eternally grateful for your collective selflessness and dedication.

Yes, we help and serve others during life’s most critical times daily—it’s baked into our DNA. It’s my honor to work shoulder-to-shoulder with the extended Fallston Group team.

On a more personal level, I’d like to thank my parents, Robert Winway and Etna Anderson Weinhold. While they are now looking down upon us, their incredible love and support never wavered. I draw strength and wisdom from each of you daily.

Lastly, there are those who enter your life for reasons that are sometimes explainable, but many times not. They are motivating influences that shape your thinking and drive you to succeed—not because of what they say, but how they live their lives.

They set the example and teach through their actions. Thank you, Pat Casperson, for being the foundation in the lives around you and for selflessly putting others before yourself, always. You are a role model and inspiration.