iPhone X Face ID Doesn't Work During Presentation

During Apple's big presentation to unveil and show features of the iPhone X, the Face ID program didn't work.

The presenter, Craig Federighi, SVP Software Development, reacted briefly when the passcode screen came up. Then he said, "Let's try that again." He picked up another device, and the feature worked.

What happened? Verge reports that it probably wasn't a problem Face ID. Rather, the passcode screen came up as a precaution just as it would on earlier versions when you restart your phone or when you haven't used it for a few hours.

Still, it was tough moment for Federighi.

Things often go wrong during presentations but, as is the case for more serious company crises, how the situation is handled is sometimes remembered more than initial issue.

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Discussion:

• How well did Federighi handle the situation? What, if anything, could he have done differently?
• Apple has been quiet on the issue. Should the company explain what happened? If so, in what form, and what should they say?
• In this small moment, do we see authenticity from Federighi? What does he tell us about who he is as a person?

Uber's New CEO Is the Kalanick Opposite

Dara Khosrowshahi, Uber's new CEO, talks about his emotions, and he's getting big points in the media. An Inc. article applauds his vulnerability in saying to Expedia colleagues, "I have to tell you I am scared." His final email to staff continues:

I've been here at Expedia for so long that I've forgotten what life is like outside this place. But the times of greatest learning for me have been when I've been through big changes, or taken on new roles--you have to move out of your comfort zone and develop muscles that you didn't know you had.

Uber has been promoting Khosrowshahi's human side, a smart strategy to humanize the company after months of scandals under founder Travis Kalanick. In the board's email to employees, they started with the story of Khosrowshahi's immigration:

Team,

We are delighted to announce that Uber's Board has voted unanimously to appoint Dara Khosrowshahi to be our new CEO.

Dara came to America at nine years old when his family escaped Iran on the eve of the Iranian Revolution. He grew up in Tarrytown, N.Y., trained as an engineer at Brown, and spent many years at IAC serving as Chief Financial Officer and in various operational and strategic roles.

In 2005, he became CEO of Expedia, which he built into one of the world's leading travel and technology companies, now operating in more than 60 countries. He has four children and not surprisingly loves to travel, one of his favorite trips being to the Angkor Wat temples in Cambodia where his wife Sydney said yes to marrying him.

We're really fortunate to gain a leader with Dara's experience, talent and vision. The Board and the Executive Leadership Team are confident that Dara is the best person to lead Uber into the future building world-class products, transforming cities, and adding value to the lives of drivers and riders around the world while continuously improving our culture and making Uber the best place to work.

Dara will be joining us tomorrow, August 30, for an All Hands. Add your questions for Dara here, and stay tuned for a calendar invite with more details. He'll also be meeting with employees around the world in smaller groups over the next few weeks, and spending time with drivers.

Please join us in welcoming Dara on what promises to be an exciting ride!

-Yasir, Garrett, Matt, Ryan, Arianna, Travis, Wan Ling & David

For his part, Khosrowshahi introduced himself to staff as a fighter and a "no-B.S." leader:

"First, I am going to be totally transparent with you. I am not going to B.S. you. The thing that I've found in life and in management is that the higher up you get in an organization, the less you really know about what's going on. Because people start holding back, and they are afraid to tell you what's going on. The only way that I've seen to combat that is to be absolutely honest with you and to be completely straight and authentic with you. Hopefully that will allow me to deserve the same right back from you. I'm not going to B.S. you and I will ask you not to B.S. me.

Second, I'm a fighter. I'll fight with you. I don't like war metaphors, it's kind of a male metaphor, but we're in a battle here and I think everybody knows it. Just know that I'm here, I made the decision, I am all in and I'm going to fight for you with everything in my body. I hope you'll join me in that battle.

And last, I will know that I've succeeded here if everybody in this room and who is watching all over the world knows they can contribute to the success of Uber in their own way. Everyone's different, everyone has their own skillsets-if you're numerative or have a higher EQ, if you're here in the US or in a global office, if you're a dev, if you're in marketing, if you're in PR, or ops or regardless of your gender or your beliefs-everyone is going to participate and contribute in their own way. And if everyone feels like they can and they can be themselves but they can also be Uber, then I know I've succeeded. That's my goal."

The line about "B.S." makes me wonder: what's the alternative? I have a similar reaction when people say, "I'll be honest with you." Why would I assume anything else?

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Discussion:

• How well do you think Khosrowshahi and how he's positioned will humanize the Uber brand? What else, if anything, can the company do at this point?
• To what extent do you agree with my skepticism about his promise for no "B.S."?
• To what extent do you agree with the Inc. writer's conclusion about Khosrowshahi's vulnerability?
• Khosrowshahi's last point in his talk with employees is about authenticity, being yourself at work. How do you think employees would react to his statement?

Pastor Responds to Criticism

Joel Osteen, senior pastor at Lakewood Church in Houston, Texas, has a large following, but he has taken a hit since Hurricane Harvey. Critics say Osteen should have offered his mega-church, which seats 16,8000, to people needing housing after the storm. Instead, Osteen tweeted his prayers, and people say it wasn't enough.

Church officials said the building experienced "severe flooding," but pictures told a different story. In TV interviews, Osteen defended the church's practices. He said, "The main thing is, the city didn't ask us."

 In an article on PR Daily, Brad Phillips raised the issue of authenticity:

If you're cynical about televangelists, Osteen's tone in the Today show interview probably struck you as smarmy and self-satisfied. If you're one of the millions of people who watch his sermons and read his books, you probably viewed him as sincere.

Phillips also questioned why the church didn't have plans in place and, specifically, why the leaders didn't coordinate with Houston city officials ahead of time. 

The social media response has not been kind: memes abound.

Discussion:

• What's your view of the church's actions during and after the hurricane?
• How well did Osteen respond to criticism? What are his main arguments? Which are strongest, and which fall short?
• Given Phillips' question about Osteen's authenticity, how do you view his interview on the Today show?
• What's your view of the social media response and memes: cruel, justified, or something else?
• How do your own religious beliefs or practices influence your assessment of the situation and of Osteen, particularly? 

Uber Announces New CEO

Uber hired Expedia Chief Executive Dara Khosrowshahi to replace founder Travis Kalanick. Khosrowshahi is seen as a stable force, which is needed at Uber after many months of controversy. In addition to his role at Expedia, Khosrowshahi is on The New York Times board of directors.

The news was announced today in major newspapers, but as of 4:30 pm, the company hadn't posted a statement on its news site or on Twitter. A Bloomberg interview says the news is "still under wraps," although it was all over Twitter and other social media sites.

Finally, the company posted a message sent to employees from the board of directors: 

Team,

We are delighted to announce that Uber's Board has voted unanimously to appoint Dara Khosrowshahi to be our new CEO.

Dara came to America at nine years old when his family escaped Iran on the eve of the Iranian Revolution. He grew up in Tarrytown, N.Y., trained as an engineer at Brown, and spent many years at IAC serving as Chief Financial Officer and in various operational and strategic roles.

In 2005, he became CEO of Expedia, which he built into one of the world's leading travel and technology companies, now operating in more than 60 countries. He has four children and not surprisingly loves to travel, one of his favorite trips being to the Angkor Wat temples in Cambodia where his wife Sydney said yes to marrying him.

We're really fortunate to gain a leader with Dara's experience, talent and vision. The Board and the Executive Leadership Team are confident that Dara is the best person to lead Uber into the future building world-class products, transforming cities, and adding value to the lives of drivers and riders around the world while continuously improving our culture and making Uber the best place to work.

Dara will be joining us tomorrow, August 30, for an All Hands. Add your questions for Dara here, and stay tuned for a calendar invite with more details. He'll also be meeting with employees around the world in smaller groups over the next few weeks, and spending time with drivers.

Please join us in welcoming Dara on what promises to be an exciting ride!

-Yasir, Garrett, Matt, Ryan, Arianna, Travis, Wan Ling & David

The message is unusually personal for a CEO introduction, drawing on Khosrowshahi's immigrant past and family life.

The website also now includes "Highlights from Today's Company Meeting," where Khosrowshahi was introduced and talked about himself, again, in a more personal way than we usually hear from a chief executive. He also says, several times, he's not about "B.S."

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Discussion:

• Why would the company take this personal approach in introducing its new leader?
• Khosrowshahi clearly is trying to come across as authentic. Is he succeeding?
• When people say, "I am not going to B.S. you," I think that they will. To me, it's like saying, "I'll be honest with you." Why would you be anything else? Do you share this view or not?

CEOs Leave President Trump's Business Advisory Councils

Several CEOs have left or were planning to leave President Trump's business advisory councils after his response to the Charlottesville, VA, incident. President Trump has been stalwart in blaming "both sides" of the protests in Charlottesville, which escalated in violence. For some CEOs, the response wasn't strong enough in condemning white supremacists. In a news conference, President Trump said there was violence among the liberal contingent as well as those wanting to, for example, defend confederate statues. He drew an analogy between George Washington and Thomas Jefferson, who owned slaves, with Robert E. Lee, who led the confederate army during the U.S. civil war.

Merck chief executive Ken Frazier was the first to resign from the president's manufacturing council. Others filed suit, and still others planned to resign, including Indra Nooyi of Pepsi, Jamie Dimon of JP Morgan, Alex Gorsky of J&J, and Jeff Immelt of GE.

Doug McMillon, Walmart's chief executive, has been vocal and has faced criticism from Walmart customers. In a memo to employees, McMillion explained his position:

 Respect for the individual is one of our core beliefs at Walmart. And the role we play in communities around the country to build a more diverse and inclusive society is more critical than ever as the tragic events in Charlottesville over the weekend painfully reminded us. Our prayers are with the victims and their families. 

As we watched the events and the response from President Trump over the weekend, we too felt that he missed a critical opportunity to help bring our country together by unequivocally rejecting the appalling actions of white supremacists. His remarks today were a step in the right direction and we need that clarity and consistency in the future.

Our country is facing some very difficult issues that require our elected officials, business leaders and community-based organizations to work together. Representing a company with the largest and one of the most diverse groups of associates in the U.S., and an even more diverse customer base of tens of millions of customers, we believe we should stay engaged to try to influence decisions in a positive way and help bring people together. I will continue to strongly advocate on behalf of our associates and customers, and urge our elected officials to do their part to promote a more just, tolerant and diverse society. 

Thank you for representing Walmart and our values today -- and every day.

Before another group, inspired by Nooyi of Pepsi, could resign, President Trump decided to disband all of his business advisory councils. The decision is a blow to the president, who prided himself on his business relationships when taking office.

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Discussion:

• Did these business leaders do the right thing? Why or why not?
• What did it take for Merck's CEO to take the lead, and for Pepsi's CEO to inspire the next wave? What was at risk for both of them and for other CEOs?
• Besides addressing the Charlottesville situation differently, what could President Trump have done differently to maintain his relationships with these business leaders?

Should We Curse at Work?

A book, What the F: What Swearing Reveals About Our Language, Our Brains, and Ourselves, explains why cursing is good for us. Author Benjamin K. Bergen also argues that cursing is a social construct: certain words are "bad" only because we say they are.

Cursing has some benefits. One study showed that swearing in response to an injury helps us tolerate pain. Another showed that swearing improved performance in bicycle and hand-grip exercises. Bergen argues that cursing allows people to show their emotional state instead of hiding it. He also says cursing brings people of similar backgrounds or cultures together.

But what about swearing at work? This seems to vary based on industry, company, and work group. Some cursing, such as ethnic slurs, are offensive and would rarely be tolerated. However, many teams will curse among themselves, depending on the relationships and circumstances.  

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Discussion:

• Do you curse? Why or why not? Under what circumstances would you curse or avoid it?
• How do you feel about cursing in professional work environments? What are the advantages and disadvantages?

What Happens When a 15-Year-Old Manages the Twitter Account?

For Southern Rail in the U.K., an intern taking over the Twitter feed was a welcome reprieve from angry customer tweets. Eddie, the 15-year-old intern put out a call for people to ask him anything. And they did.

Eddie answered each. The answers to the questions at right were 100 duck-sized horses and rollerblades for feet. (Note that he corrected the grammar and punctuation for the first one.)

A few users got snarky. About the rollerblade response, one wrote, "And you'd get there faster than on a @SouthernRailUK service too." Another tweeted, "Nobody wishes to troll a 15 year old [sic], but Eddie should be made well aware how lives are being ruined by GTR." To this, a regular member of the train company's  Twitter team responded, "We're showing a 15 year old the wonderful world of work today. Appreciate if you could lay off the abuse for a bit."

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Discussion:

• The organization could have shut down the questions or left responses to the regular employees. Did they do the right thing? Why or why not?
• How is this situation different from and similar to other hijacked hashtags?
• As far as I see, the tweets are fun but not mocking. What do you see as the difference? If they were more mocking, how should Southern Rail have responded? 
• In the book, we talk about an authentic social media voice. How do Eddie's tweets measure up?

WSJ Article Encourages Exotic Clothes for Networking

Time to go shopping. A Wall Street Journal article profiles Pradeep Aradhya, a digital marketing executive and investor, about his approach to networking. He says that networking didn't come easy to him, but he now attends events for six to eight hours a week and finds ways to stand out.

Aradhya follows a model he learned to "entertain, enlighten or enrich" others. He also changed his wardrobe from traditional suits to "crushed silk or woven with metallic thread, and wears exotic-looking designer shoes." According to Aradhya, he doesn't always have to start conversations; often, people will comment on his unusual clothing. Another strategy is saying something shocking, such as introducing himself as the king of India.

An article in Career Ladders offers advice for networking attire. The recommendations sound prescriptive-based on the event, for example, a barbecue or a cocktail party. For women going to a cocktail party, for example, the article suggests the following:

Choose a cocktail dress that is flattering and exposes a tasteful amount of skin. No plunging necklines or bandage dresses, please. Look for a hem that grazes the knee - any longer, and you will look dated; any shorter, and you will look like you belong in a club. Dresses made in chiffon or silk lay nicer than satin, which tends to rumple in all the wrong places. A silhouette that flatters almost any women's body is sleeveless, with a scoop neck, fitted waist and slightly fuller skirt. Avoid fussy prints and stick to colors that translate well at night: black, gray, shades of red and navy. Wear open-toed heels and your favorite ear or neck sparklers for a finishing touch.

Compared to Aradhya's strategy, this is certainly a conservative approach.

Discussion:

• How do you balance presenting your "best self" and being authentic? Can you think of times when you felt inauthentic during a networking or another type of event? What were the circumstances, and what did you learn?
• How do you know what risks to take during networking? What's enough to distinguish you, and what's too much?
• How important do you think attire is during networking events? How difficult is it to overlook someone who isn't dressed for the part but may be a great business partner or hire?

Customer Service Gone Wrong

An article in Ad Age details a scripted, annoying customer interaction at Chase bank. The customer waits on line for a teller and is encouraged to use an ATM instead (with a longer line). The conversation seems relentless:

"I can stand with you by the ATM and walk you through it -- it's really easy," he said.

Oh God. He was obviously working off some sort of script.

"Right, yeah," I said, "I've used them before. I'd just prefer to deal with a teller today." Head back down, eyes on my iPhone.

"Can I ask why?" (Oh jeez.)

The killer line was this rationale for using the machine: "You know, if you use one of the ATMs, you reduce stress for him [the teller]." Although the representative claimed the bank is adding tellers, it didn't take long for the writer to find headlines about Chase laying off 5,000 employees.

Encouraging people to use technology may be good for business, but customer service people need to read social cues to know when to end a conversation-and they should get the facts straight.

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Discussion:

• Read the article for more detail. What verbal and body language cues did the bank representative miss?
• What should the rep have said or done differently? What would have made the interaction sound less "scripted"?
• Did the situation warrant the writer's reaction? Should he have simply done as suggested and used the ATM?

Uber CEO Tries to Change His Image

After many stories of Uber's questionable practices with reporters, employees, drivers, and technology, CEO Travis Kalanick is trying to change his image. A Recode author writes, "A more cuddly Uber CEO Travis Kalanick has returned to social media."

After a Twitter hiatus in 2016, Kalanick is back on, as Recode reports, "as the nicest CEO in the whole wide world." We see pictures of Kalanick with his mom on Mother's Day, with his parents at the Kentucky Derby wearing hats, and of his grinning face while he touches his heart.

Recode reminds us this isn't the first time Kalanick has taken to social media to try to change the company's and his own image:

After the media furor around whatever scandal of the moment died down, Kalanick tried to humanize himself - and, by virtue, the company - and often turned to puppies or children to do that.

After we saw a video of Kalanick arguing with an Uber driver over declining wages, he promised to improve. But the promise was about his leadership style. This seems like a PR fix. 

Discussion:

• Assess Kalanick's approach. Who is his audience, and what are his objectives?
• Am I justified in questioning Kalanick's sincerity or too harsh?
• What else could he do to improve the company's image and his own image?

Mall of America's Social Strategy

PR Daily News reports on Mall of America's successful "newsjacking," or taking advantage of news stories to promote business. Being close to the Mineapolis-St. Paul International Airport gives the mall the chance to lure travelers to shop when their flight is delayed.

Last summer, the mall wrote a blog post, "Flight delayed? 11 things to do at MOA," offering better options than wandering aimlessly like Tom Hanks in "The Terminal." Like a lot of malls these days (what's left of them), Mall of America is part amusement park.

Through social listening, the mall is responsive, but they also promote timely events, such as the mall's 25th anniversary, and greet people who announced celebrations at the mall. We can see the potential for creepiness here, but management believes people appreciate this.

The mall has a bunch of people writing posts, and manager Timothy Pate lets them have their own voice: "Mall of America happens to have a lot of quirky stories, and we aren't afraid to share those with our readers. We find when you really let your quirks shine through, readership goes up."

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Discussion:

• From Chapter 3 in the text or from your own research, how would you define social listening?
• I mentioned the concern about "creepiness." Where should social media managers draw the line? What are some examples of overstepping?

Trouble for Pepsi's Kendall Jenner Ad

Backlash is fierce after a Pepsi commercial featuring Kendall Jenner, Caitlyn Jenner's daughter. Critics say it's disrespectful of important issues today and mocks activism. The short version of the commercial, now unavailable, shows Jenner at a photo shoot, smiling at a man, throwing off her blond wig, wiping off her lipstick, grabbing a Pepsi, giving it to a police officer, and then joining the cheering crowds.

The description on the YouTube video reads, 

A short film about the moments when we decide to let go, choose to act, follow our passion and nothing holds us back. Capturing the spirit and actions of those people that jump in to every moment and featuring multiple lives, stories and emotional connections that show passion, joy, unbound and uninhibited moments. No matter the occasion, big or small, these are the moments that make us feel alive.

Tweeters criticize the simplification of complex issues, with one tweeting, "Can't believe Kendall Jenner just solved institutionalized racism and oppression by giving a cop a Pepsi. Groundbreaking."

Pepsi is making no apologies: "This is a global ad that reflects people from different walks of life coming together in a spirit of harmony, and we think that's an important message to convey."

UPDATE: Pepsi decided to pull the ad and issued this statement: "Pepsi was trying to project a global message of unity, peace and understanding. Clearly we missed the mark, and we apologize. We did not intend to make light of any serious issue. We are removing the content and halting any further rollout. We also apologize for putting Kendall Jenner in this position."

Discussion:

• What's your reaction to the ad? What was Pepsi trying to do, and where did the ad fall short?
• Should Pepsi apologize? If so, what should the company say?
• Did the company do the right thing in pulling the ad? Why or why not?