Airlines' Statements About Mask Changes
After a U.S. federal judge struck down the mask mandate on airlines, and companies are posting their new requirements.
As neutral/positive messages, the statements are similar. Each starts with context by referring to the federal order, and then the change is described, particularly giving customers the option to wear masks. Southwest takes the opportunity to reinforce its air filtration system, while American Airlines reminds people that local mask ordinances in other countries still apply.
A New York Times article lists more airlines’ statements, and they interesting to compare. What each chooses to emphasize tells us a bit about their sales approach and customer service.
Editable Tweets
News about Elon Musk’s proposed Twitter takeover has died down, but a new feature to edit tweets, which Musk encourages, is in progress. The feature would allow users to change tweets without deleting them and reposting.
Proponents point to other platforms—Reddit, Facebook, Instagram—that allow text changes. The ability to edit would fix typos (remember “covfefe”?) and allow people to change their minds after sending, say, offensive tweets.
When Jack Dorsey was CEO, he resisted the idea, and Twitter made this joke about wearing masks. After all, the platform was designed like a text messaging service, and texts cannot be changed. The company viewed editing as an issue of integrity.
The company will keep a history of tweets, so editing creates a new one without deleting the original. This seems to be a good compromise and still meets users’ many requests for the feature.
New Messaging About COVID-19 Protection
U.S. health officials are changing course on COVID-19 messaging. At first, groups like the CDC and experts like Dr. Fauci persuaded all citizens to isolate, wear masks, and get vaccinated. Now that infection and hospitalization rates have declined, messaging is focusing more on individual choice. Those who favor less government intervention have been encouraging a more personal approach from the start.
This strategy complicates communication for doctors, who might now ask patients about their personal goals and risk tolerance before recommending actions. For example, a second booster shot may not be best for everyone. I wonder whether doctors have the skills and will take the time for these conversations. I also wonder whether friends, family, and community members will engage with each other in new ways to support different choices. I’m hopeful but weary.
Schultz Is Explicit About Share Price
As he returns as CEO to the company he founded, Howard Schultz is clear about short-term trade-offs in order to invest more in Starbucks employees. Hired back partly to manage growing union activity, Schultz told employees, “I am not in business, as a shareholder of Starbucks, to make every single decision based on the stock price for the quarter,” and “Those days, ladies and gentlemen, are over.”
To manage expectations, Schultz also said, “For all of you following the stock price today and that the stock is going down, that’s a short-term thing.” He knows that messages to employees will be made public.
His communication is direct and sounds harsh, but it’s rather expected. Primary issues facing the company are about staffing—the tight labor market, rising wages, and union activity. He demonstrates integrity by being transparent. In this case, reinforcing what people already know.
Amazon Insults an Employee
Amazon’s Staten Island, NY, warehouse is the company’s first to unionize. The vote is momentous and could start a wave of activity in other Amazon facilities.
Similar to their response at other facilities, for example, Bessemer, Alabama, company leaders used aggressive tactics to fight the union. In this case, the employee leading the effort, Christian Smalls demonstrated all the markings of a courageous leader. But a leaked email from the general counsel shows the company’s response to him personally:
“He’s not smart, or articulate, and to the extent the press wants to focus on us versus him, we will be in a much stronger PR position than simply explaining for the umpteenth time how we’re trying to protect workers.”
“Not smart” is insulting and obviously inaccurate. “Articulate” is also highly inaccurate—and stings with racism. Amazon underestimated its employees, but the battle is not over.
Amazon is trying to get the decision overturned. Company leaders might demonstrate vulnerability and humility at this point instead.
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.”
Shaming Doesn't Work
A recent study explores companies’ responses when an employee falls for hacking. Turns out, shaming doesn’t work.
When an employee causes a cybersecurity breach, company leaders may want to single out that employee by “blaming and shaming.” The intent is to prevent future breaches, but the results can be devastating, as the author explains:
“Shame is similar to a boomerang that will come back to hurt the organization, as well as harming the employee. Managers should deal with the mistake, but not reject the employee. If employees feel that their personhood is being attacked, they will respond defensively. Shaming results in a lose-lose outcome.”
I can’t think of a situation when blaming and shaming works. In the case of a hack, the employee already feels bad and won’t likely make the same mistake. Instead of causing disloyalty, leaders might try demonstrating compassion.
Persuasive Messaging About Permanent Daylight Saving Time
U.S. lawmakers will debate the Sunshine Protection Act, which would make daylight saving time permanent—no more falling back or springing ahead. The Act name, emphasizing more sunshine, is a lesson in framing. If we keep daylight saving time year round, we’ll get more light in the evenings, but we’ll lose light in the mornings. An NBC writer jokes that it should be called the Rising in Darkness Act.
A Wall Street Journal article describes opposing arguments. One of the biggest downsides is that children will travel to school in the dark, which could lead to accidents. Others cite three previous tries to move to a permanent daylight saving time—all reversed.
The American Academy of Sleep Medicine (AASM) strongly opposes the Act. In a statement, the group supports a permanent time but writes that the better choice is standard time, with more light in the mornings. They cite research that standard time “aligns best with human circadian biology and provides distinct benefits for public health and safety” compared to daylight savings’ “increased risk of adverse cardiovascular events, mood disorders, and motor vehicle crashes.”
Both AASM statements, linked above, are good examples of concise communication and clear organization. I question the organization around “acute” and “chronic” impacts and would favor main point headings, but the argument is short and easy to read for laypeople—the primary audience.
Marimekko Chart Showing U.S. Aid to Ukraine
A New York Times graphic shows U.S. spending on the Russian war on Ukraine. The display is a Marimekko chart, a visualization of multiple data sets—an at-a-glance picture of a lot of data. In this case, the chart groups data and assigns colors to show traditional foreign aid, military supplies, military deployments and intelligence, and sanctions and other aid.
Although this chart is often called a Marimekko, or Mekko, this article author would call it a treemap because data isn’t displayed in all boxes, and we don’t see columns that add up to 100. I don’t find the distinction important, but the article is useful to see several ways to create a Marimekko chart. Perhaps the easiest is to select, within Powerpoint, a treemap as your chart type.
Starbucks Announces CEO Transition
After 13 years at Starbucks, including five as CEO and president, Kevin Johnson will retire. Company founder Howard Schultz will serve as interim executive as the search for a replacement begins.
The company statement includes the typical quotes: the board chair complimenting Johnson’s accomplishments, Johnson expressing pride and gratitude, and Schultz providing a vision. Of course, the company doesn’t explicitly address two of the biggest challenges Schultz will face, which a Wall Street Journal article calls out in the headline, “Former Starbucks CEO Howard Schultz to Return as Chain Faces Union Push, Rising Costs.”
Shares declined 24% in the past year, and it’s been a rough time for the company, as for all restaurants trying to regain their footing after the pandemic amidst rising prices, staffing shortages, and wage increases. In the statement, Johnson says that he notified the board a year ago of his plan to leave, and the WSJ article confirms the story with a quote from the board chair, “His decision to leave was his own, not the result of any board or outside push, she said.”
We’ll never know the truth, and expecting full transparency in these situations isn’t realistic. Perhaps it’s a mix, anyway. The board may want a leadership change to address difficult issues, including improving relations with employees and unions, and Johnson felt internal and external pressure to leave.
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.
McDonald's Announcement About Closing Stores in Russia
McDonald’s and other companies have taken bold steps by closing stores in Russia while the invasion of Ukraine continues. In an email to employees, CEO Chris Kempczinski describes ongoing support to employees in Ukraine, pride in building Russian locations, and the decision to close those locations:
“…our values mean we cannot ignore the needless human suffering unfolding in Ukraine. Years ago, when confronted with his own difficult decision, Fred Turner explained his approach quite simply: ‘Do the right thing.’ That philosophy is enshrined as one of our five guiding values, and there are countless examples over the years of McDonald’s Corporation living up to Fred’s simple ideal. Today, is also one of those days.”
Kempczinski explains that the company will continue to pay both Ukranian and Russian employees’ salaries. They also will keep the Ronald McDonald House Charities open to work with local hospitals.
My Googling led me to this bare-bones page, perhaps designed to reassure investors. Although 955 stores are in Russia and Ukraine, they represent only about 2% of systemwide sales and <3% of operating income. However, the revenue percentage is quite high at 9%. The document explains why: 84% of stores in Russia and 100% of stores in Ukraine are company operated, while the global average is only 7% (so 93% of all stores are franchised). Company-owned stores bring far more revenue to the company, which is one of the many reasons this was probably a difficult decision for the executive team.
Data in Domino's TV Commercial
To fill work hours, companies are getting creative about recruiting. Domino’s, FedEx, and other companies are running commercials on TV and using social social media influencers to drum up applications.
The Domino’s ad features an employee who rose through the company ranks to become a franchise owner. She seems “relatable,” we say these days, so viewers can picture themselves working at Domino’s and maybe having the same success. Surprisingly, she is only 27 years old.
The company touts data: “95 of our franchisees started out as delivery drives or store employees.” That sounds impressive and potentially inspiring. But I want to know what percentage of drivers and store employees have become franchisees? Also, the commercial omits important information about the investment costs. Fees vary by store, but could range from $145,000 to $500,000, and a net worth of $250,000 may be required. Still, maybe the ad works to recruit new employees? I wonder.
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.
LinkedIn Gives Options for Employment Gaps
In a new feature, LinkedIn gives users 13 ways to describe reasons for employment gaps. In a blog post, a senior product manager at LinkedIn explained the rationale:
“According to a recent survey, more than half of professionals have taken a career break. Yet for far too long, the possibility of embarking on a career break has been overshadowed by stigma, which 60% of people believe still exists. . . . 46% of hiring managers believe candidates with career breaks are an untapped talent pool.”
Recruiters have business reasons to be more open-minded about time away from work. The “Great Resignation” and tight labor market left openings that employers need to fill.
LinkedIn’s survey found that 51% of employers are more likely to contact candidates who “provides context” about a gap. Of course, what LinkedIn doesn’t say is that 49% may be less likely or just as likely to follow up. Still, we may be seeing more compassion about personal challenges, including breaks for mental health reasons, family responsibilities, and illness.
If this feature is used widely, it could normalize work breaks and reduce the stigma of taking time off. Personal reasons are personal, but revealing them may encourage applicants to be more vulnerable and authentic—to trust that employers won’t judge them harshly and to present themselves genuinely, “warts and all.”
To explain a gap is to take a risk but so is not explaining a gap. In this case, an employer may think the worst, and applicants have no chance to include their own voice.
Advice for Resignation Emails
A Wall Street Journal article suggests ways to resign from your job gracefully. With a wave of post-pandemic departures, we’re seeing all sorts of resignation messages, some more appropriate than others. The string of emails can be disheartening for people who decide to stay, and leavers should be mindful of burning bridges they may want to walk across in the future.
A law career coach advises that people “Let it rip. Let everything out”—in a document that you don’t send. Then, send an email that respects the workplace and the people you’ll leave behind:
“For the real deal, be gracious and express gratitude. Include up to three career highlights. (Any more and you risk being seen as a braggart.) And skip the passive-aggressive jabs.”
I hadn’t thought about including career highlights, and I wonder whether coworkers would appreciate reading them. Instead, I suggest observing what other resignation emails include and following suit. Every workplace has its own norms around these types of messages.
I do agree with this advice:
“By giving your notice, ‘the power dynamic has been leveled.’ Use that new sense of control and confidence to share more authentically about yourself, not torpedo your relationships on the way out the door.”
The coach is right: you made your decision and are burdening your manager and coworkers who will pick up the slack. Now’s the time to demonstrate humility instead of rubbing it in and causing more hurt feelings.
More Companies Eliminate the Annual Performance Review
For many years when I worked for large companies, I was responsible for the annual performance review process: identifying competencies, creating forms, training managers, and tracking those yearly conversations that were often painful for everyone involved. Since then, more and more companies are eliminating the annual review.
The tight labor market seems to be the biggest impetus for the recent wave. With more frequent reviews, managers can increase antsy employees’ salaries, hoping to retain talent. However, companies are cautious because more frequent reviews may set expectations that employees will always get an increase. Instead, managers have other retention tools, such as increasing benefits and giving one-time bonuses.
This recent news reminds me of a 2016 article. But at that time, the impetus was to increase feedback. When an annual process exists, some managers rely too heavily on that one meeting in lieu of giving feedback when needed throughout the year. Eliminating the review also reduces anxiety and ends a rating system that some see as inaccurate or unfair.
Of course, the best feedback is ongoing. Ideally, managers and their reports have a relationship where either can initiate a conversation at any time to encourage accountability and improved performance.
Deception in the Hiring Process
A New York Times article surprised me. During a video job interview, someone else answered “technical questions while the job candidate moved his lips onscreen.”
All applicants present themselves in the best light. We describe our accomplishments and may push the limits of our expertise. We also “cover” parts of ourselves that we fear may be undesirable to an employer.
But having a friend interview for a candidate is out of bounds. In this example, the interviewer wondered, “What did he think was going to happen when he moved across the country and realized he couldn’t do the job?” The article concludes with a quote from a deceptive candidate who felt relieved when she didn’t get the job. Of course, that’s a better outcome than suffering the embarrassment of failure.
This situation is a clear example of integrity—misrepresenting oneself, claiming to be someone they (intentional plural) are not. Today, we have a particularly strong job market; I would hope that candidates can find a job for which they’re qualified.