Worth Reading Magazine: April 2025

Friday, April 18, 2025

Today we’re talking about “Rare Earths”

Rare earths, also known as rare earth elements (REE), are a group of 17 chemical elements in the periodic table, comprising the 15 lanthanides (from lanthanum to lutetium), plus scandium and yttrium. Despite their name, they are not particularly rare in the Earth’s crust; what makes them "rare" is their dispersion and the difficulty of finding them in economically viable concentrations. These elements possess unique properties, such as high electrical conductivity, magnetism, and heat resistance, making them essential components of modern technology.

Why are they so important?

Rare earths are critical in the manufacture of advanced technological products and in the transition to a more sustainable economy. Their main uses span the following fields:
Electronics: Mobile phones, LED screens, hard drives, and batteries rely on elements like neodymium, dysprosium, and cerium.

Renewable Energy: Permanent magnets in wind turbines and electric vehicle motors require neodymium and praseodymium for their high efficiency.

Defense: Missile guidance systems, radars, and laser technologies use rare earths for their optical and magnetic properties.

Medical Industry: MRI machines and other diagnostic devices employ gadolinium.
In a world increasingly dependent on digitalization and clean energy, the demand for rare earths has grown exponentially, turning them into a strategic resource and a source of geopolitical tensions. However, the primary challenge they present lies in the difficulty of their extraction.

Challenges of Extraction and Processing

Although rare earths are not scarce in geological terms, their extraction and processing pose significant challenges:

Low Concentration: These elements are rarely found in pure or concentrated deposits. They are typically mixed with other minerals, requiring complex separation processes.

Intensive Processes: Extraction involves open-pit or underground mining, followed by chemical techniques such as acid leaching. This generates large amounts of toxic waste, including heavy metals and radioactive materials like thorium and uranium, which are often associated with rare earth deposits.

Environmental Impact: Soil, water, and air pollution are recurring issues. For instance, in China—the world’s largest producer—there have been documented cases of rivers and farmland contaminated by mining waste.

Economic Cost: The necessary infrastructure, refining methods, and environmental regulations (in countries where they are enforced) drive up costs, making production unprofitable without subsidies or economies of scale.

Due to these difficulties, many countries prefer to import processed rare earths rather than develop their own extraction industries.

Major Deposits
While rare earths are present worldwide, the largest and most economically viable deposits are concentrated in a few countries:
China: The undisputed leader, accounting for over 60% of global production and about 37% of known reserves (approximately 44 million tons). The Bayan Obo mine in Inner Mongolia is the largest in the world. China not only dominates extraction but also processing, controlling nearly 90% of the global refined supply.
Australia: With estimated reserves of 4.1 million tons, Australia is an emerging producer. The Mount Weld mine, operated by Lynas Corporation, is one of the most significant outside China.
United States: It holds reserves of around 1.8 million tons, with the Mountain Pass mine in California as its main asset. However, much of its production is sent to China for refining.
Russia: With about 12 million tons in reserves, Russia has significant potential, though its current production is limited.
Other Countries: Brazil (22 million tons in reserves), India, Vietnam, and Greenland also have notable deposits, but their exploitation is less developed.

Conclusion

Rare earths are a cornerstone of modern technology and the fight against climate change, yet their extraction raises environmental and economic dilemmas. The concentration of production in China has sparked concerns about global dependency and supply security, prompting countries like the United States, Japan, and the European Union to explore alternatives—whether through recycling, developing new deposits, or researching substitutes. In an interconnected and technologically advanced world, rare earths will remain a critical resource and a geopolitical tipping point in the decades to come.

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...

“From Alfred Nobel to AstraZeneca”: https://a.co/d/9svRTuI

The Arctic lightning that illuminates European Football

In the icy city of Bodø, nestled in the heart of the Arctic Circle, beats the heart of a club that has defied expectations and written a golden page in the history of Norwegian football: Fotballklubben Bodø/Glimt. Founded in 1916, this team, known as "The Lightning of Bodø" (Glimt means "flash" or "lightning" in Norwegian), has overcome geographical, climatic, and competitive barriers to become the first Norwegian club to reach the semifinals of a European competition, the UEFA Europa League in 2025. This milestone calls for a journey through the fascinating trajectory of a team that embodies resilience, ambition, and the spirit of northern Norway.

Origins and Early Steps (1916-1960)

Bodø/Glimt was born on September 19, 1916, relatively late compared to other clubs in the Nordland region, such as those in Narvik or Mo i Rana. Founded as Footballclub Glimt, it had in Erling Tjærandsen, its first president, a key figure who also excelled as a footballer and skier. In its early days, the club faced a lack of local rivals, playing its first match against the Bodø Institute. In 1919, Glimt won its first title, the Nordland County Championship, laying the foundation for its regional prestige.

The 1920s were challenging, marked by economic troubles and a morale crisis that led to considerations of merging with Skiclub B. & O.I., an idea that ultimately fell through. However, the arrival of figures like Jørgen Juve in 1929 and the adoption of indoor training in the 1930s to counter the harsh Arctic winters revitalized the club. During this decade, Bodø/Glimt established itself as a reference in the north, winning nine regional championships.

The Fight for National Recognition (1960-1980)

Until the 1960s, teams from northern Norway, including those from Nordland, Troms, and Finnmark, were marginalized from national football due to the belief that they could not compete with southern clubs. It wasn’t until 1963 that they were allowed to participate in the Norwegian Cup, and until 1972 in the Eliteserien, the top tier. This exclusion fueled resentment in the north but also stoked the determination of clubs like Bodø/Glimt.

In 1976, after defeating Odd 4-0 and drawing 1-1 with FC Lyn Oslo, Bodø/Glimt earned promotion to the first division, becoming the second northern team to achieve this after FK Mjølner. Their 1977 debut was spectacular: runners-up in both the league and cup, though they fell to Lillestrøm SK in both competitions. However, instability marked the end of the decade, with relegation in 1980 after finishing last.

The Dark Years and Resurrection (1980-2000)

The 1980s were the most difficult in the club’s history. Relegated to the second division and even the third regional tier, Bodø/Glimt lost its status as Bodø’s main team, temporarily surpassed by Grand Bodø. However, a revival came in 1991 under Jan Muri’s leadership, which returned the club to the first division. In 1992, with Trond Sollied as coach, Bodø/Glimt achieved a historic milestone: Norwegian Cup champions (2-0 against Strømsgodset IF) and league runners-up in 1993, a meteoric rise that marked a golden era.
During the 1990s, the club solidified its place in the Eliteserien and began making a name in Europe, facing clubs like Sampdoria (1994) and Napoli (1976-77) in the European Cup Winners’ Cup, though with mixed results. These experiences laid the groundwork for future international aspirations.

The 21st Century: From Instability to Dominance (2000-2020)

The new millennium brought ups and downs. After years of promotions and relegations, Bodø/Glimt hit rock bottom in 2016, dropping to the second division. However, this setback marked the start of a transformation. In 2017, under Kjetil Knutsen’s guidance, the club returned to the Eliteserien, and in 2019, it finished second, signaling the dawn of a dominant era.

The year 2020 was historic: Bodø/Glimt won the Eliteserien for the first time, with an attacking style that yielded 103 goals in 30 matches and a 19-point lead over second-placed Molde. This title, the first for an Arctic club, broke the hegemony of Rosenborg and Molde. In 2021, they retained the championship, cementing their status as a Norwegian powerhouse.

The Conquest of Europe (2020-2025)

Bodø/Glimt’s European breakthrough began in the 2021-22 Conference League, where they stunned the world by thrashing José Mourinho’s Roma 6-1 and reaching the quarterfinals, matching the best campaigns of Norwegian clubs. Their vertical 4-3-3 style and strength at the Aspmyra Stadion, with a capacity of 8,270, became their trademark.

In 2025, Bodø/Glimt made history by qualifying for the Europa League semifinals after defeating Lazio in a dramatic penalty shootout. With 30 wins in 37 European home matches since 2020, the club proved that its snow-covered stadium, battered by -4°C temperatures, is an impregnable fortress. Under Knutsen’s leadership, the team’s mentality has been bolstered by Bjørn Mannsverk, a former fighter pilot turned psychologist, helping players overcome adversity.

Identity and Legacy

Bodø/Glimt is more than a football club; it is a symbol of resilience in a city of 55,000 inhabitants that experiences the "midnight sun" and endures extreme winters. Its fans, known as the "Yellow Horde," cheer with giant toothbrushes, a quirky 1970s tradition reflecting their humor and passion. With four league titles (2020, 2021, 2023, 2024), two national cups (1975, 1993), and nine northern championships, the club has transcended its humble origins.

Today, Bodø/Glimt not only represents Norway but inspires teams from remote regions to dream big. Its motto, "Superlaget" (the super team), and nickname, "Den Gule Horde" (the Yellow Horde), reflect an identity forged in ice but fueled by a fire that lights up European football. As they prepare to face Tottenham in the Europa League semifinals, the Lightning of Bodø continues to flash, proving there are no limits for those who defy the cold and history.

A chance encounter will take him to Norway, on a thrilling adventure full of action and emotion that will change his life... but also the lives of everyone around him…
“Fleeing into silence”: https://a.co/d/7SUfVb3

Innovation for acne-prone skin

Spanish pharmaceutical company Reig Jofre has unveiled the launch of Vincobiosis Acneic, an innovative range of topical products that blends science and nature to care for acne-prone skin.

This new line, designed and developed by Reig Jofre’s innovation team, is centered around Canonia Allysis, a unique plant-derived biotechnological ingredient. Obtained through an advanced process leveraging Vytrus Biotech technology, it harnesses the natural defense mechanisms certain plants use to combat bacterial infections and external threats.

Clinical studies have shown that Vincobiosis Acneic effectively reduces blemishes on acne-prone skin in a natural and gentle way, preserving the skin’s ecosystem without disrupting beneficial microorganisms.

Initially, this groundbreaking product will be introduced in Spain through medical representative channels and pharmacies. Throughout 2025, it will expand to other international markets via Reig Jofre’s subsidiaries and licensing agreements with partner laboratories.

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The “Yes, Boss” syndrome

In the intricate web of workplace relationships, a phenomenon exists that can undermine an organization’s effectiveness and morale: the tendency of some executives to surround themselves exclusively with employees who offer a constant stream of praise and unconditional approval. This behavior not only disrupts internal dynamics but can also lead to flawed strategic decisions and a distorted corporate culture.

The Echo of Flattery: When Executives Favor Approval Over Merit

Executives caught in this cycle of flattery often develop what could informally be called the “Yes, Boss Syndrome.” It is characterized by:

Circle of Sycophants: These leaders surround themselves with a group of employees who consistently agree with their decisions, bolstering an inflated sense of their own infallibility. This entourage acts like a court, where loyalty is proven through flattery rather than hard work or innovation.

Belief in Praise: Over time, these executives start to buy into their own hype, mistaking flattery for genuine merit. This can distort their self-perception, leading to overconfidence in their leadership and decision-making abilities.

Dismissal of True Talent: Employees with real skill, constructive criticism, or innovative ideas may be sidelined or ignored because they don’t fit the pattern of adulation the executive has come to expect.

Favoritism and Bias: Promotions and recognition hinge more on personal approval than on professional achievements or capabilities, fostering a workplace where meritocracy gives way to informal nepotism.

Consequences for the Company

The impact of this behavior on the organization can be profound:

Ineffective Decisions: Choices made without real dissent or critique may not be optimal, leading to strategic missteps that could have been avoided.

Staff Demoralization: Employees who see sycophants rewarded over the deserving can become disengaged, lowering morale, commitment, and productivity.

Talent Drain: Competent, forward-thinking professionals may seek opportunities elsewhere, at companies where their contributions are genuinely valued.

Stagnant Innovation: A lack of diverse perspectives and the suppression of contrary opinions can halt the flow of innovation, which is critical in a competitive market.

Addressing the Phenomenon

To counter this dynamic, the following approaches are recommended:

Authentic Leadership: Cultivate a leadership culture where executives actively seek constructive criticism and value diverse viewpoints. A leader must distinguish between empty praise and meaningful feedback.

Transparent Performance Reviews: Implement objective evaluation systems based on clear performance metrics. This reduces bias and ensures recognition is tied to tangible achievements.

Leadership Skill Development: Offer training that highlights the importance of nurturing genuine talent and innovation, teaching leaders to see disagreement as a catalyst for growth.

Feedback-Friendly Culture: Foster an environment where all employees feel safe to voice their opinions without fear of reprisal, with executives modeling openness and receptivity.

Conclusion

While flattery might offer some executives short-term gratification and a false sense of security, the long-term health of any organization depends on leaders surrounding themselves with constructive critics and visionaries, not just yes-men. Only then can decisions be made in the company’s best interest, rather than to stroke the leader’s ego.

Thursday, April 17, 2025

The “Excessive Delegator”

In the workplace, delegation is a vital skill for efficiently managing tasks and resources. However, there exists a particular type of employee who has turned delegation into a dark art of responsibility avoidance: those who systematically offload as much as possible, not to empower their team or optimize workflows, but to dodge hard work—only to later position themselves as masters of credit-taking and blame-shifting.

The Excessive Delegator’s Modus Operandi

Indiscriminate Delegation: They assign tasks, projects, and even minor decisions to others, often without regard for whether the recipient has the capacity or time to handle them effectively.

Disengagement: Once a task is delegated, they wash their hands of it, providing little to no guidance or oversight, which can lead to subpar outcomes.

Credit Hogging: When the delegated work yields success, they swiftly claim the credit, framing it as evidence of their leadership or management prowess.

Blame Shifting: Conversely, when things go awry, they excel at deflecting responsibility, pointing fingers at the person who carried out the task for failing to understand, communicate, or meet expectations.

Negative Impacts on the Company

This excessive delegation carries several detrimental effects:

Team Demotivation: Employees burdened with tasks dumped on them without proper support can feel overwhelmed, undervalued, or exploited, leading to low morale and reduced productivity.

Work Quality: Lack of oversight and direction often results in lower-quality output, as delegated employees may lack the guidance needed to meet expectations.

Culture of Irresponsibility: Encouraging a dynamic where accountability isn’t shared or acknowledged can erode teamwork and trust within the organization.

Inefficiency: Delegation without a clear plan can lead to duplicated efforts, misunderstandings, and inefficient use of human resources.

Strategies to Address This Behavior

Organizations can take proactive steps to curb these effects and promote healthy delegation:

Leadership and Management Training: Offer programs that highlight the importance of effective delegation, emphasizing ongoing supervision, support, and communication.

Role and Responsibility Clarity: Ensure that delegators retain accountability for the tasks they assign, preventing total disengagement.

Performance Evaluations: Introduce assessments that evaluate not just outcomes but also the delegation process itself, including how it was managed.

Transparency Culture: Foster an environment that values team contributions and discourages blame-shifting.

Positive Leadership Models: Leaders should exemplify delegation as a tool for team growth, not a means to avoid work.

Conclusion

Delegation is a powerful tool when used properly to drive growth, efficiency, and skill development within an organization. However, when it morphs into a tactic for evading responsibility, it can harm both morale and operational effectiveness. The solution lies in educating employees on proper delegation, fostering a culture of shared accountability, and ensuring that recognition and critique are fairly distributed. Only then can delegation be prevented from devolving into a game of avoidance and a race to claim unearned credit.

Feeling uncomfortable with Contact Lenses is the main reason for rejection

Comfort is one of the key factors in the experience of contact lens users, according to the results of a survey conducted by Alcon to better understand the needs of lens wearers. The study is based on responses from 2,006 professionals and patients across four countries, including 501 participants from Spain.

One of the survey’s key findings is that 81% of contact lens users who stop wearing them do so due to discomfort. In fact, comfort ranks just below visual correction as one of the most important factors that lenses must offer, according to respondents. Additionally, more than half of vision care professionals consider discomfort to be one of the primary barriers users face when wearing lenses. These insights may explain why 41% of users view experiencing some level of discomfort with contact lenses as “normal.” Itching, dryness, and end-of-day discomfort are among the most frequently reported issues.

However, these problems can often be addressed by selecting the right lenses for each individual, which requires seamless communication between the optician and the patient.

As Prof. José M. González Méjiome explains, “Switching contact lenses for dissatisfied users depends on the professional. That’s why it’s crucial to dedicate time to improving lens fitting and prescribing the appropriate maintenance system when needed, identifying the best option for each person.”

Despite this, the survey revealed that only 35% of contact lens users discuss these issues with their optician. “When a patient experiences discomfort or other problems related to their lenses, it’s essential that they feel confident enough to talk to their vision care professional, who can then seek the best alternative to ensure their satisfaction,” Prof. González Méjiome notes. In this regard, there is significant room for improvement in communication, as 55% of users lack the confidence to discuss lens comfort with their optician.

The “Corporate Brown-Noser”

In the corporate world, where hierarchies and power dynamics are ever-present, a peculiar social phenomenon thrives: employees and executives who specialize in "brown-nosing" their superiors. While this behavior is hardly new, it has intensified in modern organizations where personal visibility and recognition can sometimes outweigh actual performance in value.

"Brown-nosing" refers to a set of actions and attitudes adopted by an employee or executive with the primary goal of pleasing and winning favor with their boss, often at the expense of productivity and workplace effectiveness. These behaviors may include:

Excessive Flattery: Lavishing praise on the boss’s decisions, even when they’re far from sound.

Relentless Visibility-Seeking: Ensuring the boss notices their presence and dedication, often by over-attending meetings or events where the boss will be.

Playing the Messenger: Rushing to deliver news—especially good news—directly to the boss to score favor points.

Unconditional Alignment: Adopting the boss’s opinions, even when common sense or professional ethics suggest otherwise.

Risk Avoidance: Refusing to make decisions without explicit approval from the boss, sidestepping any chance of failure that might reflect poorly.

Impact on the Company

This behavior can have significant repercussions for both the individual and the organization:

Uneven Work Distribution: Brown-nosers often spend time on activities that add little real value, leading to reduced productivity and overburdening colleagues who focus on their actual responsibilities.

Popularity Over Merit: Promotions or key project assignments may hinge more on who’s the boss’s favorite than who’s truly capable, demoralizing talented employees.

Toxic Workplace Culture: Perceptions of favoritism can breed distrust, unfair competition, and disengagement among staff.

Stifled Innovation: Suppressing dissent or differing opinions to stay in the boss’s good graces can choke creativity and hinder progress within the company.

From a psychological standpoint, this phenomenon might stem from insecurity, a need for validation, or a calculated strategy for career advancement. Yet, from the perspective of effective leadership, a boss should distinguish between flattery and genuine merit:

Authentic Leadership: Leaders must cultivate an environment that prizes hard work and innovation over sycophancy. This requires self-awareness of biases and openness to constructive criticism.

Merit-Based Culture: Implementing objective evaluation systems that reward real performance and contributions to company goals can diminish the effectiveness of brown-nosing as a career tactic.

Education and Awareness: Raising awareness among employees and executives about the downsides of these practices can foster a collaborative, respectful workplace.

Conclusion

While brown-nosing may seem like a winning short-term tactic for some, in the long run, both individuals and organizations thrive in environments where excellence, integrity, and innovation drive success. The key lies in recognizing and rewarding authentic performance, building a culture where every employee—regardless of their place in the hierarchy—can contribute value genuinely. The “art of pleasing the boss” is a fleeting skill that doesn’t stand the test of time.

Wednesday, April 16, 2025

The plague of “Laziness” in the workplace

In any organization, regardless of size or industry, there are employees who can be described as "lazy." These workers exhibit a range of behaviors that not only hinder their personal performance but also significantly affect the company’s overall productivity, team morale, and workload distribution.

Workplace laziness is both an efficiency issue and a moral one, manifesting in various ways:

Missed Deadlines: These employees rarely complete tasks on time, often seeking extensions or crafting excuses to justify delays.

Absenteeism: They frequently miss work, citing questionable illnesses or recurring personal emergencies as reasons.

Time-Wasting: They spend an excessive portion of their workday on non-work activities, such as lengthy chats with colleagues, overuse of social media, or unnecessarily long breaks.

Unnecessary Movement: They constantly move around the office, creating the illusion of busyness while actually dodging their duties.

Excuses and Justifications: They maintain a stockpile of excuses for every situation, from incomplete tasks to subpar work quality.

Impact on the Company

The presence of such employees can lead to serious consequences:

Reduced Productivity: Unfinished or poorly executed work drags down team and project efficiency.

Workload Imbalance: More diligent employees, particularly the most responsible ones, end up taking on extra tasks, risking burnout and fostering resentment.

Low Morale: A sense of unfairness arises when some seem to “get away” with shirking duties, dampening the spirits of those who consistently perform.

Reputation and Work Quality: Substandard output can harm the company’s reputation with clients and partners.

Strategies to Combat Laziness

Tackling this issue demands proactive and strategic measures:

Performance Evaluations: Implement clear, regular assessments that measure not just results but also work-related behaviors and attitudes.

Absenteeism Management: Set firm policies on absences, with defined consequences for unjustified time off.

Accountability Culture: Foster an environment where every employee is held accountable for their tasks, rewarding transparency and initiative.

Training and Development: Provide training that enhances technical skills while also addressing time management and work ethic.

Personalized Intervention: In clear cases of laziness, meet individually with the employee to uncover potential underlying issues (e.g., lack of motivation or personal struggles) that could be addressed.

Recognition and Motivation: Celebrate and reward strong performance to inspire all employees and encourage positive behavior.

Conclusion

Laziness in the workplace isn’t just an individual flaw; it’s an organizational challenge that requires a comprehensive approach to resolve. By identifying and addressing these behaviors, companies can boost efficiency and cultivate a fairer, more motivating work environment where everyone can thrive.

The solution lies in blending firm policies, inspiring leadership, and a corporate culture that values and demands commitment from all its members.

Everything you should know (and Do) about Rare Diseases

The biotechnology company Sobi, dedicated to developing innovative treatments for people suffering from rare diseases, has made available a document titled “33 Proposals to Improve Care, Support, and Quality of Life for Patients with Rare Diseases” (see the link to the document at the end of this article).

The 33 proposals highlight the need to update the National Rare Diseases Strategy, promote the humanization of care and support, improve access to medications, and increase investment.

The document calls for updating the National Rare Diseases Strategy with specific measures, such as: strengthening Primary Care to address rare diseases; resolving the financial challenges of patient referrals between autonomous communities; tackling the diagnostic odyssey, which can take up to ten years; developing the National Rare Diseases Registry; and addressing delays and inequalities in access to pharmacological treatments.

It also proposes humanizing care for people with rare diseases through measures involving patients, their associations, and healthcare professionals. To this end, it suggests an organizational and management model that enhances healthcare professionals’ knowledge and skills through continuous training and humanistic education, as well as improving their communication and emotional management abilities.

Additionally, it calls for the effective participation and involvement of patient associations and their families in decision-making processes. On a broader level, it advocates for the establishment of humanization protocols and, more specifically, an increase in human resources to improve the functioning of healthcare centers and institutions, along with the inclusion of clinical psychologists and social workers in care teams.

On another note, the commercialization and reimbursement of orphan drugs in Spain typically take an average of two years. Similarly, more than 50% of the drugs authorized by the European Medicines Agency (EMA) have not been incorporated into the service portfolio. To address this issue, the document emphasizes the need to adhere to the 180-day reference period, improve coordination among regional and hospital pharmacy and therapeutics committees to avoid drug reevaluations, establish common evidence criteria, enhance regulation of orphan drug funding, and create special financing procedures.

Regarding research, it is considered a fundamental pillar. The document calls for an increase in investment from 1.2% to 2% of GDP, a return to pre-pandemic levels of clinical trials, and a stronger role for scientific societies.

In terms of funding for orphan drugs, proposed measures include centralized purchasing, payment based on outcomes, and greater flexibility in regulations governing public-private collaboration. It also identifies potential funding sources such as the NextGenerationEU program, the Recovery, Transformation, and Resilience Plan, the Cohesion Fund, as well as the allocation of a specific budget and a multi-year investment plan for rare diseases.

Finally, from a legislative perspective, addressing the deficiencies that create inequities among people with rare diseases requires harmonizing the criteria of various regional regulations and amending laws such as the Dependency Law, the Biomedical Research Law, or supporting global policies like the Pharmaceutical Strategy for Europe, the Digital Health Strategy, or the Pact for Science.

You can download and read the document at this link: https://sobi.es/sites/default/files/informe-humanizacion_eerr_sobi.pdf

The “Ostrich Executive” in the workplace

In the business world, where communication is pivotal to an organization’s success and reputation, there exists a leadership archetype that resists this fundamental principle: the "ostrich executive." This type of leader is defined by a deep-seated fear of engaging with the media, opting to sidestep any public interaction they cannot control as effortlessly as they do within their own company.

The "ostrich executive" is characterized by:

Fear of Journalists: Every suggestion from their Communications Director for interviews or press conferences is met with excuses or reluctance. They only participate when left with no choice, and even then, they do so grudgingly.

Ignorance of Image Value: They fail to see how a polished presence and well-crafted words in the media can bolster the company’s image. Their focus remains on internal control, not external perception.

Lack of Training: They refuse to engage in spokesperson training programs that could equip them with the skills to handle tough questions and high-pressure media situations.

Control vs. Reality: Accustomed to an environment where their word is law, they struggle to grasp that journalists aren’t under their command. Their desire to dictate the narrative, as they do with employees, clashes with the media’s independence and scrutiny.

This behavior carries consequences:

Corporate Image: The executive’s absence from public events and interviews can be perceived as a lack of transparency or leadership, damaging the company’s reputation.

Missed Opportunities: Failing to seize key moments to communicate achievements, strategies, or crisis responses means losing the chance to shape the public narrative in the company’s favor.

Media Relationships: Avoiding journalists can strain ties with the press, making future communication efforts more challenging and less effective.

Disconnect with Stakeholders: Leaders who shun public communication lose touch with stakeholders—from customers to investors—who value accessibility and transparency in leadership.

To address this behavior, several approaches could be considered:

Education and Training: Offer targeted training in communication and crisis management. Confidence comes from preparation and practice.

Culture of Transparency: Foster an organizational culture that values external communication as much as internal efforts, acknowledging its role in reputation and business success.

Communication Strategy: Develop a plan where the executive has a clear role in the public narrative, with concise messages and specific goals for each media appearance.

Advisory Support: Equip the leader with a Communications team that not only prepares them for public engagements but also highlights the benefits of proactive media interaction.

The "ostrich executive" reflects a disconnect between leadership and one of the most critical aspects of modern management: strategic communication. These leaders must realize that, just as in their companies, they cannot "bury their heads" when faced with media challenges. Public image and corporate reputation are valuable assets that demand direct engagement and proper preparation. Only by transforming fear into opportunity can they turn media communication into a cornerstone of their leadership strategy.