SOURCE: Robert Simpkins, author

November 24, 2008 10:00 ET

Latest Book by Robert A. Simpkins Outlines What Wall Street Firms Must Do to Rebuild Their Organizations and Their Credibility

WASHINGTON, DC--(Marketwire - November 24, 2008) - Organizational consultant Robert A. Simpkins points out that Wall Street firms lost a great deal more than money during the recent financial crisis. They lost their reputation and credibility as the best-managed and most financially sound organizations in the financial industry. They dug themselves a hole and now they must find a way to climb out.

In his recently released book, "Not Another Pretty Binder! Strategic Planning That Actually Works" (, Simpkins details the consequences of these firms' deficient leadership approach that failed to plan for the consequences of such things as instrument diversification and the real estate meltdown. According to Simpkins, this lack of knowledgeable execution oversight, one of the primary responsibilities of leadership, fueled a growing problem in many organizations -- the widening of the already enormous chasm between senior leadership and those who perform the day-to-day operations of the organization, cutting off the bi-directional flow of critical decision-making information.

"Leaders often create ill-defined visions that have no foundation in organizational realities because they lack a contextual understanding of the operational environment," Simpkins explains. "Without this reality check, leaders miss the vulnerabilities in their visionary plans."

In his new book, published by HRD Press and co-authored by Behnaz S. Paknejad, Simpkins challenges leaders to find a way to bridge the chasm before it's too late. This step-by-step guide discusses how to develop, communicate and measure effective strategic and contingency plans.

The author Robert A. Simpkins says that the three areas in which leaders must become re-engaged include:

    1.  Opening up honest and measurable communications, vertically and
        horizontally throughout the organization, and recognizing that
        intelligent thinking can come from anywhere in the organization --
        not just from the Boardroom.
    2.  Providing active, visible and sustained support to planning teams
        that are creating both short-term performance improvement and
        long-term transformational goals and objectives.
    3.  Creating an organizational environment of true transparency.

Robert A. Simpkins, president of Washington, D.C.-based Global Crosswinds, LLC, is an internationally acclaimed organizational advisor and educator. He has helped corporations, not-for-profit groups, government agencies and military leaders in 51 countries. A well-known international speaker and author, his books have been translated into multiple languages. His latest book, "Not Another Pretty Binder! Strategic Planning That Actually Works" was recently published by HRD Press. He can be reached at or at

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