New Uber Document Leaks
Internal Uber documents from 2013 - 2017 prove what many have thought about the company under the leadership of founder and former CEO Travis Kalanick. More than 124,000 illustrate how Uber, according to a Guardian article, “louted laws, duped police, exploited violence against drivers and secretly lobbied governments during its aggressive global expansion.” Company executives admitted to acting like “pirates.” One wrote, “We’re just f—ing illegal.”
In Building Leadership Character, I profiled Kalanick’s leadership as a example of failing humility. As a dimension of character, humility is being “rightsized”—believing you’re neither below nor above others. Bragging about skirting the law is an obvious illustration of a lack of humility.
A spokesperson for Kalanick responded to what is called the “Uber files.” The message itself demonstrates failing humility, including an inability to learn from mistakes. (Of course Kalanick may face legal in addition to image challenges.) Instead of taking responsibility, the spokesperson questions the authenticity of the documents and tries to distance Kalanick from them:
In pressing its false agenda that Mr Kalanick directed illegal or improper conduct, the ICIJ [International Consortium of Investigative Journalists] claims to have documents that Mr Kalanick was on or even authored, some of which are almost a decade old.
As a crisis communication strategy, distancing is often effective. Uber employs the same strategy in its statement, for example, “When we say Uber is a different company today, we mean it literally: 90 percent of current Uber employees joined after Dara became CEO.” The company admits mistakes and uses that fact as the impetus for change: “It’s also exactly why Uber hired a new CEO, Dara Khosrowshahi, who was tasked with transforming every aspect of how Uber operates.”
Business communication students can analyze both responses as crisis and persuasive communications. Which is more effective in restoring image?
Meta Bad-News Email to Staff
Facebook Chief Product Officer Chris Cox is direct in telling employees that “serious times” are ahead. The press reports contents of a “memo,” which appears to be a formal email or perhaps post on an intranet.
Organized by six “investment priorities,” the memo starts neutrally: “Every six months, we take stock of our product portfolio and investment plans across the company to assess how we are doing and chart the way forward.” But the tone and recommendations clearly represent tough decisions ahead that affect staff.
With no specific plans for layoffs, warnings come at the end of the memo:
I have to underscore that we are in serious times here and the headwinds are fierce. We need to execute flawlessly in an environment of slower growth, where teams should not expect vast influxes of new engineers and budgets. We must prioritize more ruthlessly, be thoughtful about measuring and understanding what drives impact, invest in developer efficiency and velocity inside the company, and operate leaner, meaner, better exciting teams.
Business communication students will notice lots of jargon, for example, “These are the areas where we see the biggest opportunities for angle-changes in the value we can deliver for people, or businesses, or for our own business, by investing disproportionately relative to our current baseline.” Out with the old; in with the new?
The memo echos a recent meeting CEO Mark Zuckerberg held with staff. Demonstrating vulnerability, he said that Meta is facing the “worst downturns that we’ve seen in recent history” and that hiring will slow. He also gave staff permission to leave:
I think some of you might decide that this place isn’t for you, and that self-selection is OK with me, [and]“Realistically, there are probably a bunch of people at the company who shouldn’t be here.
These warnings are helpful to manage employees’ expectations and to get them on board for the type of belt-tightening company leaders want. Meta might lose people, but this is an attrition strategy that could work in the company’s favor—opening up positions for new people with skills Meta needs going forward.
TikTok Tries to Reassure Senators
Two letters illustrate persuasive communication for students to analyze. The first is a letter from nine republican U.S. senators following a BuzzFeed article, “Leaked Audio From 80 Internal TikTok Meetings Shows That US User Data Has Been Repeatedly Accessed From China.”
The second is TikTok’s response. After a few introductory paragraphs (which say very little, in my opinion), CEO Shou Zi Chew tackles each question in sequence.
As we might expect, some responses are clearer than others. In a fairly obvious obfuscation, Chew doesn’t respond to sub-questions (a, b, c, etc.) individually. Question 9, about Beijing parent company ByteDance and a newly named subsidiary, is particularly confusing.
Despite company efforts, at least one senator believes TikTok should testify before Congress.
Lizzo Apologizes for Ableist Slur
Singer and songwriter Lizzo apologized to fans and critics, many of them on TikTok, offended by the term “spaz” in her new song, “GRRRLS.” One tweet explained the controversy:
@lizzo please re-release “grrrls” without the ablist [sic] slur. That word is not kind to disabled people. Your music is global and you have a voice folks listen to. We are trusting and asking you to release it without the slur.
Others mentioned their surprise because the singer “champions women, plus size people and others whom society treats poorly, Lizzo preaches inclusivity and should do better.”
Lizzo responded with an apology that demonstrates accountability and authenticity. She admitted the mistake, announced a new version, and highlighted her own identity. The apology could have been improved by recognizing how the term is offensive and harmful. Regardless, fans seemed to appreciate the response and, overall, the apology was effective.
Airbnb Announces Party Ban
Airbnb’s message banning parties could be considered good news or bad, depending on your perspective. The company’s decision follows a temporary ban during the pandemic, when public gathering spots shut down and parties in rental homes increased. At the time, the rationale was to prevent COVID-19 spread and to reduce the negative impact on neighborhood, a common complaint about Airbnb even before the pandemic.
The decision is easier now—a continuation of the ban rather than a new announcement. As the company wrote in the statement, “It’s been working.” The rationale is clear, and the message is well organized with “Key Takeaways” at the beginning and message titles as headings. Points address concerns of three likely audiences: hosts, neighbors, and guests.
Whether you consider the news good or bad, the statement is an example of a persuasive message. The goal is to stop parties and to win favor of neighbors and municipalities frustrated with noise and other negative effects of short-term rentals, for example, diminished housing inventory and higher home prices. In this regard, the company is demonstrating accountability, although, of course, some would like Airbnb to do more.
BBB's Balanced Executive Change Announcement
On the day that Bed Bath & Beyond posted dismal first-quarter results, the company announced two leadership departures. Like most of these types of news releases, the statement includes quotes from the board chair complimenting the outgoing leaders.
But in this case, the statement starts with a clear acknowledgment of issues and plans to change:
“Bed Bath & Beyond Inc. (NASDAQ: BBBY) today announced significant changes to the Company's senior leadership to focus on reversing recent results, addressing supply chain and inventory, and strengthening its balance sheet. Sue Gove, an Independent Director on the Company's Board of Directors and Chair of the Board's Strategy Committee, has been named Interim Chief Executive Officer, replacing Mark Tritton, who has left his role as President and Chief Executive Officer and as a member of the Board.”
Interim CEO Sue Gove also reinforced the company’s turnaround strategy: "We must deliver improved results. Our shareholders, Associates, customers, and partners all expect more.”
The quote highlighting Tritton’s accomplishments, and those of the merchandising VP, who is also leaving, comes later, under the heading, “Executive Changes.”
Comparing Bed Bath’s statement to similar messages, organization and accountability are probably the most obvious differences. The message sequencing illustrates the company’s primary purpose of reassuring shareholders—prioritizing financial performance over outgoing leader relationships. Although this strategy is sound, the stock fell 20.6% so far today to 5.18, a dramatic fall from its 2013 high of more than 80.
Comms About Disney Leadership Changes
When companies announce leadership changes, they typically include quotes from outgoing executives, but a Disney press release mentions the head of TV only in passing. The focus of the release is on Dana Walden’s promotion to Chairman of Disney General Entertainment Content. The 817-word statement mentions Tim Rice near the end of the first paragraph:
She will have oversight of ABC Entertainment, ABC News, Disney Branded Television, Disney Television Studios, Freeform, FX, Hulu Originals, National Geographic Content, and Onyx Collective. Walden previously served as Chairman, Entertainment, Walt Disney Television and succeeds Peter Rice, who is leaving the Company. Her appointment is effective immediately, and she will report directly to Chapek.
News reports explains that Rice was fired for differences over creative decisions, compensation, etc. The company statement could have acknowledged a bit more and demonstrated integrity and accountability for the decision; otherwise, the press carries the message.
In Walden’s email to employees, she mentions Rice in the 14th of 16 paragraphs:
In reflecting on my own professional journey, I am very fortunate to have worked alongside Peter Rice for a long time. We have been friends for almost three decades and he was my boss for eight years. He is a gifted executive, and I learned a lot from him. I know you all join me in wishing him the best in whatever he chooses to do next.
Of course, this is the right thing to do—and important for employees who may have loyalties to Rice. I respect that she didn’t sugarcoat his departure (and at least Disney isn’t claiming the weasley “mutual agreement” reason for leaving).
As always, leaders communicate by what they say and what they omit. This situation also illustrates a question for business communication students: is this bad news, good news, or a persuasive message? I would argue that it’s all three, depending on your perspective.
Fined for Writer's Block
I’m fascinated by a business in Tokyo, Manuscript Writing Cafe, that charges people if they miss the writing goal they set for their time working.
In addition to the $22 fee, book authors, corporate managers, and others (surprisingly, the article doesn’t mention students or academics) benefit from gathering with others to write. Co-owner Takuya Kawai says the strategy works: “Looking at each other, they find themselves under the same amount of stress—and so, together, they end up working hard.” Customers choose from varying levels of intervention from being left alone to constant observation.
Parts of this strategy match advice offered in Chapter 4 of Business Communication and Character for curing writer’s block, for example, choosing the right environment and scheduling a block of time. The cafe also might encourage free-writing and tackling the easiest parts first, particularly if goals are measured by number of words rather than quality.
Customers of the cafe (and business communication students) could consider why they experience writer’s block. For example, are they trying to make it perfect the first time? Are they impatient with the naturally slow pace of the writing process? Or do they avoid writing because they don’t like it? Many of us carry years of baggage, for example, feeling as though we’re “bad writers,” which would stymie anyone’s process. For this and other reasons, the cafe might help us overcome resistance by just writing—getting projects done. How can students use these principles in their academic work?
PGA Commissioner Sends Letter to Suspend Golfers
After a new golf tour has wooed Professional Golfers’ Association players, the association announced that they are no longer eligible to play in the PGA. The commissioner’s letter is an example of bad news for those who accepted the opportunity from the LIV Golf Invitational Series, a Saudi-backed organization, and it’s an example of persuasive communication for those who might consider doing the same.
In his letter, Commissioner Jay Monahan justifies the decision, using the word “regulations” several times. He mentions that players didn’t get proper releases for the conflict and blames players for making a “choice for their own financial-based reasons.” Monahan also appeals to a wide audience when he writes, “But they can’t demand the same PGA Tour membership benefits, considerations, opportunities and platform as you. That expectation disrespects you, our fans and our partners.”
Monahan uses strong language throughout and calls out specific players at the end of the letter, which players received while they were in the middle of a tournament. He demonstrates courage by facing some backlash, and he demonstrates some vulnerability by acknowledging, “What’s next? Can these players come back?”
The PGA is also holding players accountable, although not everyone agrees. In a statement, LIV Golf calls the decision “vindictive” and promises further action. The brief tweet is a notable counterweight to the PGA’s two-page letter. Students may analyze both in terms of tone, audience focus, content choices, and organization.
Walmart Apologizes for Commercializing Juneteenth
Walmart is facing backlash for using the Juneteenth holiday to market its products. The new U.S. federal holiday on June 19 commemorates the emancipation of enslaved African-Americans. Walmart took the opportunity to promote clothing, books, and food.
A particularly painful example is a container of red-velvet ice cream showing the Pan-African flag with the text, “Share and celebrate African-American culture, emancipation, and enduring hope.” Twitter users point to a similar ice cream at the Black-owned company Creamalicious. As one Twitter user wrote, “Walmart could have used this opportunity to highlight this brand instead of making a cheap copycat for OUR Independence Day.”
Walmart published a statement to several news organizations:
"Juneteenth holiday marks a commemoration and celebration of freedom and independence. However, we received feedback that a few items caused concern for some of our customers and we sincerely apologize. We are reviewing our assortment and will remove items as appropriate."
Does the statement meet criteria for a “good” apology: express regret, explain what went wrong, acknowledge responsibility, declare repentance, offer reparation, and request forgiveness? I would say only minimally. It does use the word “apologize,” acknowledge what went wrong, and promise to take action, but the statement doesn’t identify why the promotion might “cause concern.” Notice a glaring logical leap between the first and second sentences. Leaders could demonstrate more humility and accountability by explaining how the decision fell short and what damage it caused.
FDA Communications About Baby Formula
In the midst of the baby formula shortage, the U.S. Food and Drug Administration has compiled resources for companies and parents.
A website provides “information about additional products headed to the U.S.” I find the language rather jargony and apparently targeted to companies seeking “enforcement discretion,” a technical term. The audience doesn’t seem to be parents.
A statement about the organization’s work sounds defensive and, again, not audience focused:
“We have made tremendous progress, including notable steps in just the past week, which will allow us to immediately begin bringing specialty and infant formula products into the U.S. as quickly as possible,” said FDA Commissioner Robert M. Califf, M.D. “We continue to work closely with our U.S. government partners and domestic and international manufacturers to identify additional formula product that will be available to parents and caregivers in the weeks and months ahead. It is our goal to ensure that hospitals, specialty pharmacies, and retail store shelves will begin seeing adequate supplies again in the coming weeks.”
The following paragraph is a good one for business students to revise. If this were intended for worried parents, how could the segment be more reassuring? What is most important to parents? (Hint: When will products be available?)
On Tuesday, the FDA announced that it informed Kendal Nutricare that the agency is exercising enforcement discretion for the importation of certain infant formula under the Kendamil brand. Under the agency’s recent increased flexibilities regarding importation of certain infant formula products, the company initially estimates that about 2 million cans of infant formula (over 50 million full-size, 8-ounce bottles) are expected to land on U.S. store shelves beginning in June. Kendal Nutricare also currently has over 40,000 cans in stock for immediate dispatch. The FDA also announced that it is not objecting to the release of about 300,000 cans of EleCare amino acid-based infant formula previously produced at Abbott Nutrition’s Sturgis, Michigan, facility to individuals needing urgent, life-sustaining supplies of this specialty formula on a case-by-case basis. These products will undergo enhanced microbiological testing before release.
McKinsey Testifies About Role in Opioid Crisis
McKinsey’s managing partner testified about what the U.S. Oversight Committee considers a conflict of interest and issue of integrity: consultants worked for drug manufacturers like Purdue Pharma while working for the federal government. Several communication examples illustrate business communication principles:
The Committee’s full report, a 53-page analysis of the situation
The Committee’s press release about the hearing, which includes a summary of the report
Both persuasive communication examples use descriptive message titles throughout the report and provide evidence under each claim. The claims (main points) focus on McKinsey’s questionable actions, particularly how its private and public work may have influenced the other and how the company may have failed to disclose conflicts of interest.
Testimony during the hearing also illustrates persuasion communication. Here are two examples:
Jessica Tillipman, Assistant Dean for Government Procurement Law Studies, George Washington University Law School
Bob Sternfels, Global Managing Partner, McKinsey & Company
In addition to integrity, as Carolyn B. Maloney said in her opening, this situation is also about accountability and humility. Of course, compassion is a subcurrent throughout, with several impassioned comments about the toll of opioids, including Fentanyl.
Boeing's Scant Statement on Crash
As we wait for details about the plane crash in China, Boeing has issued a statement. The plan was a Boeing 737—not the Max that caused two crashes in 2019 and 2020. Still, the company has suffered greatly, taking longer than expected fixing problems and doing PR damage control in the meantime. This latest situation doesn’t help the company’s reputation.
At the same time, this crash is highly unusual, taking place during descent, during which only 3% of plane crashes occur. In addition, this plane had been operating for six years without issue. Both black boxes were found, so investigators will find more information. But, sadly, knowing the reason for the crash won’t change the fate of 132 victims and their loved ones.
Boeing’s statement is the bare minimum. The company follows its typical communication protocol, saying as little as possible and coming from no one in particular. I understand not taking responsibility at this point, but how about a little more compassion and authenticity? I wonder what lessons company leaders learned in the past two years about communication and character.
Boeing Statement on China Eastern Airlines Flight MU 5735
CHICAGO, March 26, 2022 – Boeing today released the following statement:
“We extend our deepest condolences for the loss of those on board China Eastern Airlines Flight MU 5735. Our thoughts and prayers are with the passengers and crew, their families and all those affected by this accident. Boeing will continue to support our airline customer during this difficult time. In addition, a Boeing technical team is supporting the NTSB and the Civil Aviation Administration of China who will lead the investigation.”
Contact
Boeing Communications
media@boeing.com
Will Smith's Apology
The 2022 Academy Awards ceremony was eventful, with Chris Rock referencing Jada Smith’s appearance and her husband, Will Smith, hitting Rock on stage. Jada Smith has spoken openly about having alopecia, a hair loss condition. Rock’s joke clearly hit a nerve with her husband.
From the audience, Smith cursed at Rock, who continued with his presentation. Later, Smith gave a tearful acceptance speech for Best Actor in a Leading Role, comparing himself to the character he played, Serena and Venus Williams’ father: they both protected their family. He apologized to his fellow nominees and the Academy but not to Rock. The next day, he posted a fuller apology on Instagram, mentioning Rock first.
The Academy tweeted a pat response, “The Academy does not condone violence of any form. Tonight we are delighted to celebrate our 94th Academy Awards winners, who deserve this moment of recognition from their peers and movie lovers around the world.” I don’t see any response from Rock yet.
The rest of the ceremony was awkward, and host Amy Schumer made a joke, “Did I miss something? There's like, a different vibe in here....” Her idea was probably to call out what was obvious.
Everyone seems to have an opinion on the situation. Was Rock’s joke about “G.I. Jane 2” over the top? Was Smith’s response appropriate? Should he have been prevented from speaking after that point? Should the Academy do more?
The situation is complex and calls us to explore issues of character, for example, compassion, courage, authenticity, accountability, and vulnerability.
Confusing Airbnb Message
Informational messages should be straightforward, but Airbnb sent one that confused hosts and former hosts. I received this email about taxes with the subject, “Action required: Provide missing taxpayer info.” The tone is threatening, and I wasn’t sure whether this applied to my recent international booking or a remnant from my hosting days, although I stopped in 2018.
Apparently, I wasn’t alone. Within two days, I received the second message, “Clarification regarding taxpayer information request.”
My guess is that the message inadvertently went to people who are no longer hosting. The second message could have admitted the mistake but didn’t. Instead of demonstrating accountability and humility, the author wrote, “We wanted to clarify that this action is not required for everyone.”
Company Responses to the Russian War on Ukraine
Whether and how companies respond to the Russian war on Ukraine presents a case study in leadership character and communication. A New York Times article describes a Ukrainian Vice Prime Minister’s messaging to persuade companies to take action. Mykhailo Fedorov is using social media to call out specific companies—sometimes complimenting their response, for example, closing stores or cutting off services to Russian citizens, and sometimes calling for them to do more.
Fedorov’s tweets, particularly, chronicle what companies are doing and what, in his opinion, is left to do. The NYT article summarizes Fedorov’s strategy:
“The work has made Mr. Fedorov one of Mr. Zelensky’s most visible lieutenants, deploying technology and finance as modern weapons of war. In effect, Mr. Fedorov is creating a new playbook for military conflicts that shows how an outgunned country can use the internet, crypto, digital activism and frequent posts on Twitter to help undercut a foreign aggressor.”
The Ukrainians are using every weapon they can. Technology and persuasive communication, including questioning leaders’ character, are now front and center.
For examples of how companies are supporting Ukraine, see Anthony Winslow’s LinkedIn article.
Doodle Explains Outage
Doodle, the meeting scheduler, gives us a good example of a bad-news message. In this short email, CEO Renato Profico apologizes and explains a recent outage. Having Profico craft the message with an apology that doesn’t deflect blame demonstrates accountability.
I would suggest two changes to the message. I would have liked for Profico to acknowledge the impact on users—how it may have affected them. Also, I note a couple of grammatical errors and hope that business communication students can spot them.
Peloton's New Ad Campaign
Peloton is trying for a comeback with a new ad campaign. After losing market share, market value, a CEO, a couple of fictional characters, and about 2,800 jobs, the company needs a boost, but the latest campaign feels, to me, defensive and, dare I say, desperate.
Ads quote negative views of the company and counter with positive quotes, presumably from people who have been converted. For persuasive communication, research supports acknowledging opposing sides, even hostile points of view, and then arguing against them. But the counter-quotes in these ads represent one person’s opinion and may not provide enough evidence to outweigh the introductory quote, which seems to represent many.
I also wonder whether Peloton—without providing more evidence—might inadvertently reinforce negative perceptions of the company and products. Introductory quotes refer to Peloton as a fad, a cult, elitist, a scam, an easy workout, and an overpriced coatrack. These are all good reasons for me to never buy a Peloton.
The ads seem to disregard real challenges. The quotes represent good feedback for company leaders who, in response, defend rather than try to change the brand.
A Resume for Remote Work
A Wall Street Journal writer offers good advice for adjusting your resume for a remote job. The author of Remote, Inc.: How to Thrive at Work . . . Wherever You Are, Alexandra Samuel suggests five ideas to incorporate.
Some suggestions may be obvious, for example, including remote work experience and tech skills, such as Slack or Basecamp proficiency. But Samuel also recommends describing “facilities” or “affiliations,” for example, if you have dedicated space in your house or a private remote office. You might write, “ergonomic home office with excellent soundproofing” and identify special equipment you own.
Of course, these distinctions might disadvantage people who don’t have private spaces or the luxury of buying high-end technology. Employers may decide to properly equip new hires.
All this is to reinforce what we know about employment communication: applicants need to find ways to differentiate themselves in job search. If an employer reviews 20 resumes for a remote position, maybe yours will stand out. Convince the employer that you are accountable and can be trusted to work well independently.
Zillow's Letter to Shareholders
Zillow ended its failed iBuying business, but is recovering well, as the latest letter to shareholders explains. A foray into the home-flipping business didn’t pan out for the company, resulting in losses and layoffs.
The company’s letter demonstrates accountability, humility, and vulnerability, yet express optimism, as the CEO and CFO write in the closing:
“We want to acknowledge the past few months have been challenging for us all — Zillow leadership, employees, and investors — but innovation is a bumpy road. Big swings are core to Zillow, and they are what make our company so unique. We are excited about the opportunity in front of us. Thank you for joining us on this journey.”
In addition to describing plans, the leaders want readers to take away that performance was “better than expected.” “Better” is used 13 times in the 20-page letter. The approach seemed to work. As a CNBC article summarizes, “Zillow soars on upbeat outlook and faster-than-expected selloff of homes in portfolio.” However, for perspective, the article reports that the stock increased 20% after the letter was published, yet “the stock has lost three-quarters of its value since reaching a record almost a year ago.” Zillow’s leaders have more work to do.