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.
Argument for Public Health Approach to Reduce Shootings
After the tragic shooting at a Texas elementary school, pundits are proposing ways to finally reduce gun deaths. A New York Times opinion article, with graphics, describes a public health approach, which is different from what Nicholas Kristof calls the “liberal approach” of gun control.
The article is a good example of persuasive communication with descriptive message titles and infographics to illustrate each main point. Kristof summarizes his ideas in a 3 X 3 matrix.
In addition to his mix of text of graphics, Kristof uses strong language throughout, including the ending: “So let’s not just shed tears for the dead, give somber speeches and lower flags. Let’s get started and save lives.” I find the balance of logical argument, emotional appeal, credibility (logos, pathos, ethos) appropriate, but others might disagree.
Questions for business communication students might be, does Kristof demonstrate both courage and compassion, and how well do the graphics illustrate the main points of Kristof’s argument?
Spirit Airlines Appeals to Shareholders
Spirit Airlines is trying to persuade shareholders to approve a merger with Frontier Airlines (and reject a hostile takeover bid from JetBlue). Communications on the website, evenmoreultralowfares.com, don’t mention JetBlue’s bid at all:
These messages illustrate adapting information to different genres. As we read each, we see clear, repeated main points—more cost savings for customers and value for shareholders. The company also promises promises more career opportunities and greater job stability for team members. In short, “Everyone wins.” The slide deck is a particularly good example for business communication students to analyze.
In a press release, Spirit confirms the plan with Frontier and encourages shareholders to reject JetBlue’s bid. But the messages on the website, above, remain unchanged. I was expecting to see a clearer comparison, but Spirit’s approach seems to be offensive rather than defensive.
JetBlue's Persuasive Appeal to Spirit Shareholders
Having lost bids to purchase Spirit Airlines, JetBlue is trying a hostile takeover, which includes appealing directly to Spirit shareholders. The letter and website, JetBlueOffersMore.com, are examples of persuasive messages.
On the website, the company uses a simple visual to compare, side-by-side, JetBlue’s offer and Spirit’s plan, which is to merge with Frontier Airlines. A fact sheet promotes the “JetBlue Effect,” which the company describes as lowering fares. In another document, JetBlue counters Spirit’s claim that the takeover would face regulatory challenges.
JetBlue uses strong language and message titles to present its main arguments, for example, “JetBlue’s All-Cash Superior Proposal Offers Greater Value and Closing Certainty.” Business communication students will find more examples of how the company uses persuasive communication principles in these messages.
Netflix's New "Culture Guidelines" Push Back on Employees
Netflix is letting employees know—before they’re hired—that they might find some content “harmful.” In the website “Jobs” section, the company writes “Culture Guidelines” to promote its culture and help applicants see whether the company is a fit.
Recently, Netflix added a new section called Artistic Expression. As a Wall Street Journal article explains, the company faces pressure that all technologies face and had a recent reckoning with comedian Dave Chappelle’s “The Closer,” which caused employee protests (and the CEO to regret his handling of the situation). Netflix is also facing subscription cancellations and increasing competition, so maybe the leadership team believes it can’t afford to censor content that maintains current and attracts new users.
The language, below, is probably innocuous enough, although “harmful” is a strong word. Trouble ensues when specific situations arise. How the company handles those in the future will be interesting to see.
Artistic Expression
Entertaining the world is an amazing opportunity and also a challenge because viewers have very different tastes and points of view. So we offer a wide variety of TV shows and movies, some of which can be provocative. To help members make informed choices about what to watch, we offer ratings, content warnings and easy to use parental controls.
Not everyone will like—or agree with—everything on our service. While every title is different, we approach them based on the same set of principles: we support the artistic expression of the creators we choose to work with; we program for a diversity of audiences and tastes; and we let viewers decide what’s appropriate for them, versus having Netflix censor specific artists or voices,
As employees we support the principle that Netflix offers a diversity of stories, even if we find some titles counter to our own personal values. Depending on your role, you may need to work on titles you perceive to be harmful. If you’d find it hard to support our content breadth, Netflix may not be the best place for you.
Twitter's New Privacy Notice
Like most people, I ignore privacy notices, those jumbles of legalese in small print with too few headings. But Twitter’s latest is well designed and written in an authentic voice with conversational language. I can’t say whether previous notices were similar, but this one covers what users might care about and walks the reader through each part.
The notice starts with an engaging introduction that speaks to the reader: “Before you scroll, read this.” Six main points are up front, and each section leads with a user’s question, for example, “Seriously — what happens with my data?”
I wish more companies would write privacy notices this way. But then, people might actually read them.
Comm Tech Advice for New Grads
A Wall Street Journal article offers good advice for new grads to navigate the many communication tools available at work. Here are a few recommendations:
Don’t text your bosses unless they text you first.
Don’t ask 10 questions in 10 separate communiqués—batch them together before approaching your manager.
On video calls, arrive early and stay late.
Find out which [virtual meeting platform] is deployed by your company and download the apps for your desktop and mobile device in advance, then try a test meeting.
Turn [your] camera on in meetings by default to build connections with colleagues.
Don’t type anything you wouldn’t want your employer to see on Slack or any other company communication tool.
Start with a summary and your main point or request up top [of emails].
All good advice for new hires—and others—to make a good impression at work.
Starbucks CEO Letter to Partners
After his first month back as CEO, Howard Schultz posted a letter to employees, promising changes. As Starbucks faces labor shortages and more unionized stores, Schultz is doing his best to quell further unrest—and to return to the HR practices, such as benefits for part-time employees back in 1988, that gave the company the reputation as a good employer.
I wonder how this letter “lands” with employees. Is it specific enough? Does it address their bottom-line needs, like enough pay to buy gas and keep up with rent? For example, what does a $1 billion investment mean for the average worker? Also, although not explicit here, reports say that pay increases will apply only to nonunion stores, which has raised legal questions.
These questions also raise issues of leadership character. Is Schultz demonstrating integrity, particularly transparency, in his letter? Otherwise, this is a typical positive-news letter. He demonstrates compassion and empathy and conveys hope. A feel-good video shows Schultz with partners and their ideas for the future.
Dear Partners:
Over the past month, I’ve traveled the country and met with thousands of you from our retail stores and all five roasting plants as we embark on co-creating the future of Starbucks.
The conversations we had were both humbling and inspiring. I heard about the challenges and frustrations you have faced. I heard how hard it has been during the pandemic, and the strain caused by accelerating demand and customer behaviors that have changed. I heard how your experience doesn’t always feel like the Starbucks you used to know or thought it would be.
You also voiced a great deal of hope: hope that meaningful change is possible; hope that Starbucks will restore our leadership in offering new and innovative investments that truly make a difference in your lives; and hope that we will reintroduce joy and connection back into the partner experience and make you proud.
The most important thing we must do in this moment is affirm unequivocally that to be a partner means:
You have the pay, benefits, and stability you need, so you can focus on your aspirations
You have everything you need to have the best shift, every shift
You are recognized and celebrated for who you are
You are part of co-creating the future of Starbucks. You have a voice, you feel heard, you can make a difference
As a direct result of your feedback, we are now making additional investments to lift up Starbucks partners and the store experience, contributing to the $1 billion in investments we are committing to the partner and store experience this year alone. Some of the new and more immediate changes you can expect are:
Doubling training hours in our stores
Pay increases that will apply to all U.S. store partners while recognizing and rewarding tenure
Reintroduction of the Black Aprons, Coffee Master program and Leadership in Origin trips to our coffee farm at Hacienda Alsacia
New collaboration tools and programs, including a new partner app for easier access to communication, information and resources
That’s just the start. We are also prioritizing and accelerating investments in equipment and technology, enhancements to digital tipping, a financial stability toolkit benefit, and recognition and career development, all with your input. Our history shows that working together is always the best way to transform and elevate the experience we deliver to you, to our customers and to the communities we serve.
As I shared with you last month, love and responsibility are what brought me back to Starbucks: my love of the company and my deep responsibility to our partners and shareholders. Hearing from so many of you since my return has only deepened my commitment and affirmed the need to take bold action to restore your trust and belief in Starbucks. I could not be more optimistic or confident in our next chapter that is now underway.
Onward with gratitude,
Howard
What New Grads Want
A Wall Street Journal article raises questions about how employers communicate jobs and whether new grads are realistic. The survey results of this graduating class are not surprising, for example, that they want to move up quickly. For as long as I remember, young, new hires have expected to advance in an organization as they have advanced through their school years. This study revealed that “40% of respondents want to earn a promotion in their first year on the job,” and the author suggests ways for employers to sell promotion opportunities during the interview process and on its website. But that percentage of students will not advance as quickly as they hope: the organization chart narrows at the top.
Two other results are mildly interesting: that 80% of students want to work in the office, and that they want to feel that they belong at work—that they can be themselves. Both make sense considering that this group was isolated during the pandemic and spent some of their precious college time alone.
Career management offices may need to counsel students to prioritize what is most important to them. For example, they may need to sacrifice upward mobility for a supportive, inclusive work environment. This, too, is nothing new.
Business Attire Trends
A New York Times article describes new approaches to what people wear to work, which could influence what students wear on interviews and on their first day at the office. Since the pandemic, new language has emerged: “business comfort,” “workleisure,” and “power casual.” Dress is more relaxed, with more elastic waistbands and stretchier fabrics. The article author says that trends follow the economy: in bad times, people dress up to impress recruiters and managers, while in good times (tight labor markets like today), people tend to dress down.
This advice for recent grads seems reasonable for now:
J.T. O’Donnell, a former human-resources executive and founder of the career coaching platform Work It Daily, said she would not recommend that job applicants or recent graduates automatically buy interview suits these days. While that may work for some industries, like banking and consulting, she said, job candidates should research potential employers on social media to get a sense of how people at the company dress, then “dress slightly higher than what their proclaimed style is.”
“It can be very easy to say right now that they’re lucky to even have me walk through the door, so I just don’t care about my appearance right now,” Ms. O’Donnell said. But “you do want to not be wrinkly, have stuff tucked in, look like you made an effort.” She advises job hunters to wear clothing suitable for visiting their grandmothers.
In addition to reducing stress, the new attire may reflect students’ authenticity—who they are and what they like to wear. Both are good results of new clothes instead of the black/gray/navy suit-costumes of the past.
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.
Messages About Twitter Purchase
After a month-long saga, Elon Musk, the wealthiest man in the world, has an accepted offer to buy Twitter. The news release illustrates a positive message, which, like most, is also persuasive. I’ll also acknowledge that the news is not viewed positively by all.
Twitter’s news release includes the following quotes:
Bret Taylor, Twitter's Independent Board Chair, said, "The Twitter Board conducted a thoughtful and comprehensive process to assess Elon's proposal with a deliberate focus on value, certainty, and financing. The proposed transaction will deliver a substantial cash premium, and we believe it is the best path forward for Twitter's stockholders."
Parag Agrawal, Twitter's CEO, said, "Twitter has a purpose and relevance that impacts the entire world. Deeply proud of our teams and inspired by the work that has never been more important."
"Free speech is the bedrock of a functioning democracy, and Twitter is the digital town square where matters vital to the future of humanity are debated," said Mr. Musk. "I also want to make Twitter better than ever by enhancing the product with new features, making the algorithms open source to increase trust, defeating the spam bots, and authenticating all humans. Twitter has tremendous potential – I look forward to working with the company and the community of users to unlock it."
Some users promise to leave Twitter, concerned that losing controls the company implemented over the past several years will create an unsafe environment. More conservative groups tout the move. The Wall Street Journal editorial board wrote that “it will be fascinating to watch Mr. Musk try to break Silicon Valley’s culture of progressive conformity.”
Musk’s early moves will be particularly interesting to watch. Will he reinstate former President Trump’s account? The president said he won’t return to Twitter regardless. Will employees leave in droves, which could be a problem in a tight labor labor? CEO Parag Agrawal tried to quell fears in an all-hands meeting:
This is indeed a period of uncertainty. All of you have different feelings and views about this news, many of you are concerned, some of you are excited, many people here are waiting to understand how this goes and have an open mind ... If we work with each other, we will not have to worry about losing the core of what makes Twitter powerful, which is all of us working together in the interest of our customers every day.
These messages illustrate the uncertainty Agrawal acknowledges. Unlike Musk, he demonstrates compassion and humility. How the news affects Twitter’s culture—both for employees and its users—remains to be seen.
PPT About Lost Luggage
An @AerLingus passenger had been tracking his luggage with Apple’s Airtags but had no luck getting it back from the airline to his home in Dublin. He decided to tweet a PowerPoint presentation to show exactly what happened and where one of his three bags was left—at an address in London. He described the experience, including poor communication from the airline.
The news went viral and was picked up by CNN, but still, the airline didn’t respond. So far, he reports, “I still haven’t had a response or apology from the airline. Am I surprised? No. Am I disappointed? Yes.”
This story reminds me of a PPT way back in 2007, “Yours is a very bad hotel,” when PPT was in its infancy.
@aviosAdventurer did a nice job with the map graphics and location icons. I wish he had included some of the messages to and from the airline. Selfishly, I would like to analyze them against business communication principles, but I also believe they might have strengthened his case against the airline.
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