Handwritten Thank-You Notes
About once a year, I read an article reminding us that handwritten notes are still appreciated. The rarer they get, the more meaningful they are. One etiquette coach explains:
Handwritten notes are a differentiator. They show the person you’re thanking that you made a sincere effort to acknowledge their act of kindness or generosity.
I haven’t seen new evidence supporting these thank-you notes, but they certainly can’t hurt as long as they’re sincere. Students also shouldn’t forgo a thank-you email, for example, after an interview: an email within 24 hours of an interview is still expected, while a postal note can take a few days—perhaps after a call-back or hiring decision is made.
Experts suggest just three sentences:
Thank the giver for the gift or act.
Say what it means to you: how you’ll use it or how it affects you.
Say thanks again and write something forward-looking, for example, what you’re looking forward to and how you’ll reconnect with them.
Public Talk of Layoffs
I remember when people where ashamed of being laid off. Old movies show men leaving for “work” months after they no longer had a job.
Today, people find community in discussing their fate, and they use their favorite platform—sometimes their former employer—to share their stories. Partly, the shame is lifted because of the numbers: 11,000 at Meta; 10,000 at Amazon; 3,700 at Twitter; 950 at Salesforce; and many others. In a colorful, but mostly unreadable chart, TrueUp logged 192,997 so far in 2022. (Maybe the logos could be scalable?)
The unfortunately named Blind app connects employees in several industries, particularly tech (95% of Twitter employees signed up). Students can review comments for an inside scoop just as they do on Glassdoor.
I feel encouraged by the public postings. In addition to the obvious compassion and vulnerability, the stories—good and bad about the layoff process and communication—keeps employers on their toes. Also, people are finding new jobs, and this will get easier as the market, once again, opens up.
SoftBank Tones Down Presentations
SoftBank is changing how it presents information. Gone are the “flamboyant” charts. At the latest earnings results presentation, CEO Masayoshi Son started by describing what will be different this time and going forward: he will no longer deliver results but will pass that responsibility to the chief financial officer.
First, he addressed directly concerns about his health. He says, “You may ask why . . . “ [translated to English] and proceeded to tell us in about 30 minutes. After background about his interest in the “information revolution,” he explained,
Goto [CFO] is more suitable than me for playing defense. Me, I’m an aggressive person, not a defensive person, and I’d like to concentrate on Arm [chip manufacturer] for the time being.
Son said he’ll still be active: “I’ll continue to do the shareholder meetings, and when something unpredictable happens, I’ll come back anytime.”
Son has shown infamous charts with golden geese, unicorns, and rainbows. I wrote about his “hypothetical” line charts—like the WeWork line chart above, with an arrow but no data—in Chapter 9 of Business Communication and Character.
The current earnings deck is notably different, and this slide shows why. Losses are mounting, Son’s more “subdued role” matches SoftBank’s less aggressive investing style. The company has taken a dose of humility.
An Argument to Abolish the Greek System
An Insider Higher Ed opinion letter might interest students as an example of a persuasive argument. Cornell faculty member Daniel Schwartz argues that fraternities and sororities do more harm than good.
Schwartz includes a few opposing reasons, as we teach students to do. For example, he writes, “To be sure, one can find alumni and students who believe fraternities and sororities do enrich the lives of young adults.” He also acknowledges that the system contributes housing and that pressure from alumni makes the decision difficult. But, of course, he counters these points.
Students can identify examples of logical arguments, emotional appeals, and credibility in the letter. I’m sure they will offer their own evidence, including examples from their experience.
Meta's Well-Timed Layoff Message
How clever for Meta to announce 11,000 layoffs as we watch the news for election results. Still, the news ranked highly, with a big headline on the WSJ home page.
Unlike Elon Musk’s curt email to Twitter employees last week, Mark Zuckerberg’s note is longer and posted publicly, which is smart since it would likely hit the press anyway. He follows business communication guidelines by placing the main point up front, and he demonstrates accountability and compassion in the introduction:
I want to take accountability for these decisions and for how we got here. I know this is tough for everyone, and I’m especially sorry to those impacted.
His explanation of what went wrong also demonstrates accountability—and humility: “I got this wrong, and I take responsibility for that.”
Zuckerberg describes severance and other benefits in bullets, and he expresses optimism in the future. Employees will question whether they’re affected, but I’m not sure he can say anything differently in the message because cuts are across the board. Still, people might appreciate a bit more information about how decisions were made.
People must be on edge. Zuckerberg wrote, “Everyone will get an email soon letting you know what this layoff means for you.” How soon? He also offers the chance to “speak with someone to get their questions answered and join information sessions.” The goal seems to be communication by email and mass meetings. In-person meetings are best for delivering bad news, but given remote work and scale, this method is probably the only practical way to go
Twitter Layoff Messages
Perhaps the best example of a bad-news message is a layoff memo (below), and Elon Musk’s Twitter email doesn’t disappoint. Just days after the purchase went through and after a deafening silence, the new CEO sent a short message confirming what employees expected.
The email is classic Musk: direct and decisive, without a lot of compassion. He makes the news extra painful by expressing his distrust: cutting people off from offices and systems and reminding people not to share confidential information (which at least one person did by sharing the internal email).
Layoff messages are typically softer, with more specific reasons for the decision, a rationale for who goes and who stays, more gratitude to those leaving, more information about what people can expect, and more optimism about the future of the company. They are also a chance for leaders to demonstrate their own humility and vulnerability. But that’s not Elon Musk. (That describes Brian Chesky, whose Airbnb layoff message—posted publicly—is still one of my favorites.)
The actual layoffs the next day didn’t go much better. “Confusion” prevailed as 50% were laid off, some losing access in the middle of meetings. Now Musk is left with what he called a “massive drop in revenue” and class-action lawsuits from employees.
Team,
In an effort to place Twitter on a healthy path, we will go through the difficult process of reducing our global workforce on Friday. We recognize that this will impact a number of individuals who have made valuable contributions to Twitter, but this action is unfortunately necessary to ensure the company's success moving forward.
Given the nature of our distributed workforce and our desire to inform impacted individuals as quickly as possible, communications for this process will take place via email. By 9AM PST on Friday Nov. 4th, everyone will receive an individual email with the subject line: Your Role at Twitter. Please check your email, including your spam folder.
If your employment is not impacted, you will receive a notification via your Twitter email.
If your employment is impacted, you will receive a notification with next steps via your personal email.
If you do not receive an email from twitter-hr@ by 5PM PST on Friday Nov. 4th, please email xxxxxxxx.
To help ensure the safety of each employee as well as Twitter systems and customer data, our offices will be temporarily closed and all badge access will be suspended. If you are in an office or on your way to an office, please return home.
We acknowledge this is an incredibly challenging experience to go through, whether or not you are impacted. Thank you for continuing to adhere to Twitter policies that prohibit you from discussing confidential company information on social media, with the press or elsewhere.
We are grateful for your contributions to Twitter and for your patience as we move through this process.
Thank you.
Research About "Low-Response" People
Research about persuading people to pay NYC parking tickets has implications for business communicators—and raises questions of character. The study, published in American Economic Journal: Economic Policy, found that reminder letters get more people to pay fines, but this approach doesn’t work for everyone.
People who respond least to the “nudges,” including notices about greater fines, happen to be those least likely to pay in the first place. Referred to as “low-response” types, these folks need sterner warnings. As one author says, “It’s only when they get this legal-looking letter that says, ‘We are in default judgment against you; you may get towed.’” Most interesting, people in the “low-response” groups tend to be from historically “disadvantaged populations—lower income, less education, and higher proportions of Black or other racial groups.”
The authors acknowledge that their recommendations ”would not be based on individual characteristics (e.g., income, race, neighborhood) but only on past behavior–while statistically helping traditionally underserved populations to avoid penalties with a nonintrusive nudge. We further note that, in proposing this policy, we are not assuming that the low baseline response rates of the LRs are suboptimal. Rather, we are pointing out a lower-cost policy that could induce more timely payments from the LRs without imposing larger penalties on them.”
Still, this study raises questions about character, for example, compassion, integrity, and accountability. Am I the only one cringing at the term “low-response type” and use of “LRs”? Is it right to threaten one group but not another, even if it’s based on past behavior? True, people should pay fines, but we have deeper societal issues and inequities to consider. How do people in these groups view rules and law enforcement? Are people in lower-income neighborhoods or with cars in greater disrepair more likely to get tickets in the first place?
If, as the authors say, their proposed policy is helpful to avoid “imposing larger penalties,” why not simply eliminate fines that some people can’t afford to pay? Our local library has stopped charging late fees so they don’t discourage reading and cause a disparate impact. The authors do propose eliminating later, greater fines that have little impact and most affect people in historically disadvantaged populations. Theoretically, data can also be used for a sliding fee scale according to income level—or perhaps the value of one’s car.
The simpler takeaway for business communication students is the relevance of knowing your audience. As study authors say, NYC already has the data and can customize approaches. We do teach analyzing an audience and tailoring a message. But students may discuss the ethics of using data and taking different approaches in these types of situations.
Trevor Noah Announces Leaving The Daily Show
At the end of the show and the middle of a bunch of jokes, Trevor Noah announced that he’s leaving The Daily Show after seven-years. The video is an example of bad news, although I’m surprised at how he delivered the message (and I missed it last month).
His decision seemed to surprise his boss, who had lunch with him the day before and thought he would stay for at least the 2023-24 season. Even more surprising is that people at the media company would admit this to The Hollywood Reporter, which quoted a “high-ranking insider” (debatable?) as saying, “We were completely shocked.”
Noah’s five-minute video started with his gratitude for the seven-year experience. About two minutes in, he said, “My time is up. Yeah, but in the most beautiful way, honestly.” Then he described what he enjoyed about the show and what he misses, including traveling. All of it sounded unscripted, which of course, is consistent with his style and sounded authentic.
His approach is understandable partly because he didn’t have a set departure date at the time. He joked, “I’m not disappearing. Don’t worry. If I still owe you money. I’ll still pay you.”
Otherwise, it felt awkward. He did say, “I’ve never been good at, uh, goodbyes.” That much is clear.
Accommodations and Persuasion in the PA Debate
The Pennsylvania Senate Debate between John Fetterman and Dr. Mehmet Oz illustrates several interesting points for business communication students. One is the art of not answering questions, perhaps best illustrated by the first question, an opportunity to describe the candidates’ own qualifications, which they spent criticizing their opponent.
Another example is how the debate was structured to accommodate John Fetterman’s auditory processing issues, five months after he suffered a stroke. Fetterman kicked off the debate by admitting his illness and saying, “I had a stroke. He’s never let me forget that.” His speech was sometimes halting and repetitive, and he confused a few words. Repeating his doctor’s clearance, he tried to persuade voters that he is fit to serve.
Hot topics about abortion and fracking were discussed at length, with candidates balancing their party affiliations and ideals. At some point, Dr. Oz said, “I want women, doctors, local political leaders, letting the democracy that’s always allowed our nation to thrive to put the best ideas forward so states can decide for themselves.” This inspired jokes and “Inside Amy Schumer” segments that I won’t link (because they’re NSFW).
Students will find more to discuss about the candidates’ presentation skills, responses to questions, and persuasive communication.
Comparing Company Statements About Kanye West
Since his anti-semitic posts and after pressure from consumers and industry leaders, companies are dropping ties with Kanye West. Here are several statements for students to compare. These messages could be considered positive or bad news, but they are all persuasive. Which demonstrate more courage and compassion?
MRC Entertainment: Company leaders wrote a personal note about their decision to stop distribution of a Kanye West documentary. They explain his flawed logic about Jewish people and call out others for being silent.
Balenciaga: The fashion company gave only a short statement to WWD: “Balenciaga has no longer any relationship nor any plans for future projects related to this artist.”
CAA: Similarly, CAA Talent Agency reportedly dropped West as a client but gave no statement.
United: This talent agency’s CEO, Jeremy Zimmer, was more vocal. In an email, he encouraged staff to boycott Kanye West.
Adidas: After much pressure, including a dropping share price and a tweet and petition from the Anti-Defamation League, Adidas finally announced an end to their partnership. The Adidas statement identified what Kanye (“Ye”) did: “[H]is recent comments and actions have been unacceptable, hateful and dangerous, and they violate the company’s values of diversity and inclusion, mutual respect and fairness.” But the rest of the statement focuses on the financial impact. Fun fact: Adi Dassler, the founder of Adidas, was a member of the Nazi party.
Gap: In as short statement, Gap announced the end of its Yeezy partnership. Posted the same day as Adidas’s announcement, the message doesn’t mention that West ended the relationship in September for breach of contract. The current decision is to stop selling products that were in the pipeline.
Surgeon General's Report Example
The U.S. surgeon general’s report, Framework for Workplace Mental Health & Well-Being, offers several discussion points for business communication students. The report itself is unusual, the first time a surgeon general has weighed in on what the media is framing as “toxic workplaces.” Coupled with over-reporting about “quiet quitting,” the report highlights problems at work.
An obvious discussion with students is about the report format and organization. It serves as a good example of a primarily text-based report, with few graphics except for the visual summary, which serves as an organizational cue throughout the 46 pages. We see some data and plenty of footnotes but no charts.
The report content—and how the U.S. surgeon general presented the findings on PBS NewsHour, for example—is worth exploring. First, of course, we want our workplaces to be more positive places. The recommendations presented are sound and perhaps obvious; in addition, as Vivek Murthy says, organizations have better outcomes when they are healthier places to work.
Second, what strikes me is the lack of accountability for organizational leaders and the challenges they face. Not once in the PBS interview does Murthy mention “leaders” or “managers”—actual people responsible for putting his recommendations in place. Murthy’s opening letter in the report is personal—about his immigrant parents—but his content summary is not. He blames the pandemic and uses impersonal subjects, for example, “organizations,” “we,” and “workplaces.” In the accompanying deck, titled “Reflection Questions,” “I” is never used, and “leaders” is used as the subject only once in the 20 questions; “we,” “workplace,” and “workers” prevail.
In the report, leaders, managers, and supervisors are called to action, sometimes in vague ways, for example, having the “opportunity” to do better. But the HR department gets no mention at all. A Wall Street Journal article summarizes, “The surgeon general’s guidance on the role of the workplace in well-being comes as many workers report work stress and difficulty concentrating.” I wonder how “workplaces” will respond.
Prime Minister's Resignation Speech
After a mere 45 days in office, British Prime Minister Liz Truss resigned. She gave a short speech, giving context about the challenges she faced, the tax plan she enacted, and the agreement for her to resign.
What’s missing is the turmoil that ensued, including how her economic plan rocked the markets. We see little humility and vulnerability, except of course, in the decision to resign—but that hardly seems her choice. She was terribly unpopular, with only 10% approval, the lowest of any PM.
The day before her resignation, Truss faced jeers from House of Commons members. How anyone maintains their composure during such political theater is beyond me. Robin Williams joked, "The House of Commons is like Congress with a two-drink minimum."
I’m all for putting our students in challenging speaking situations, for example, interrupting them or changing the audience or conditions for a planned speech, but this kind of response would rattle anyone. What Truss lacks in humility she makes up for in courage—at least stamina.
Charts for Students to Analyze
NYU professor, author, and podcast host Scott Galloway has a new book, Adrift: America in 100 Charts, with good examples for students to analyze. His newsletter also describes charts, for example, a few that illustrate the U.S. incarceration problem. He uses data to conclude that our extraordinary incarceration rates do little to reduce crime.
On one page, he uses a bubble, a column, a paired column, a people graph, and a line chart. Each is chosen well for the purpose, although he doesn’t use message/descriptive titles, as business communication faculty would advise. Students will find other improvements, for example, maybe adding data labels to the first chart (despite the Y axis) and better distinguishing “All Men” in the people chart.
Galloway’s posts regularly offer examples to engage students in current political, tech, and business topics.
Not about charts, but this podcast episode (posted here) made me laugh out loud. Galloway describes text messages between Elon Musk, Satya Nadella, Jack Dorsey, and others. Turns out, they struggle with technology just like the rest of us. This is Musk’s response to Dorsey, who is waiting for him to join a meeting.
CAM Communication Model
At the 2022 ABC Conference, I presented with colleagues about the CAM communication model. Useful for deciding whether, what, and how to communicate, the model walks students through three steps:
Character Check: What drives me to communicate? To what am I reacting, and what is my purpose? What impact do I want to have? How do I want others to perceive me? How can I demonstrate good character?
Audience Analysis: How can I tailor my communication to my audience? What context should I consider? How does communication travel within the organization? What barriers might get in the way?
Message and Medium: What is the content of my message, and how will I convey that message?
You’re welcome to download and use this handout, which provides generic questions and then a sample activity for students to apply the model when deciding whether to include something potentially controversial or perceived negatively during the job search.
Helping Students Negotiate Salary
With more companies posting salary ranges, students may have an easier time negotiating job offers. New laws in California, New York, and Colorado require companies to be more transparent, and the hope is to reduce gender and racial inequities. Advice from Business Communication and Character, 11e (Chapter 14), follows. Asking for more requires courage, so students need encouragement and practice.
Consider the entire package. Negotiating an increase in salary is best because annual merit increases will build on a larger base every year. But the compensation and benefits package also could include bonus and equity (company stock) pay, healthcare benefits, relocation assistance, tuition reimbursement, sign-on bonus—and other aspects of the job that you may value, such as how much time you can work from home, the start date, and so on. Think about what is most important to you and where the company might have flexibility. For example, vacation time and retirement plans may be fixed for every new hire at your level, but a hiring manager might have more leeway with relocation, a sign-on bonus, and remote work options.
Know your value. Review your resume and focus on your skills and accomplishments related to the job and company. Be confident about what you bring to the table. People in dominant identity groups may have an easier time with this idea, which partly explains the gender pay gap in the United States and elsewhere.
Research starting salaries. Explore your college’s career management office, Glassdoor, PayScale, Salary.com, and other sites to determine the likely range for the position and location. You might share your offer with other students; people are surprisingly willing to talk about their finances today, and transparency helps reduce the pay gap. Keep your expectations realistic. You can ask a recruiter about a salary range—but not too early in the process. Negotiations typically don’t start until after you have a job offer. If asked about your requirements, try to get a salary range from the employer first, so you don’t “low-ball” yourself.
Highlight your assets. When you begin to negotiate, give concrete examples, for example, similar work and accomplishments at other companies. Think about why the employer should pay you more. Often, they are looking for your motivation level. In other words, how can you prove—with evidence—that you’ll work harder than other employees and, therefore, be worth the extra compensation? Avoid talking about your needs, for example, student loans; other than relocation, an employer will pay more for what you can contribute—not for your expenses.
Decide on your approach. Include all your requests up front so the employer doesn’t get frustrated and feel manipulated when you negotiate each term separately. If you don’t get the salary or other terms you request, what will you do? Be clear about what you’re willing to compromise and at what point you will decline the offer.
Practice. Practice what you’ll say with friends and others to address counterarguments and hold your ground. You don’t need to apologize (“Sorry to bother you with this. I know you’re busy”). Instead, adopt a confident, persuasive, yet friendly tone (“I’m very excited about the position and joining the team, and I know I’ll bring a lot of value to the table, particularly because of my experience at ___ [or something relevant you accomplished]. I'm wondering if we can explore a slightly higher starting salary of $ ___”). Your goal is to convince the employer, without sounding too demanding, that you’re worth the extra compensation.
Comms We Regret
Two news stories remind us that what we say may come back to bite us. Two Los Angeles officials resigned from their positions following crass and racist comments by City Council president, Nury Martinez. (Details here, if you have the stomach to read.) Other resignations may follow.
In another situation, Ye (Kanye West) faced Instagram and Twitter restrictions following his anti-Semitic comment. He wrote, “I’m a bit sleepy tonight but when I wake up I’m going def con 3 on Jewish people. . . ” In response, Adidas is reviewing its sponsorship agreement.
In the LA situation, someone illegally recorded and posted a conversation on Reddit. In the second, West made his own comments public, but he admits being tired. In both cases, the comments were offensive and not a good choice.
Let’s remind students that they are responsible for their communications and may not know how what they say and write will be publicized.
Resume Cakes and Other Attention-Getters
Every couple of years an attention-getting resume goes viral, and students might wonder what they could do to get eyes on their job application. This time, we see a cake with a resume screen printed in the icing, sent to Nike headquarters.
The lesson for students is the same: creative approaches for creative jobs might work but are probably not appropriate for more conversative positions or industries. I also wonder, despite the reports on programs like Good Morning America, how often these ideas turn into job offers. A couple have, but I imagine that companies don’t want to encourage a lot of cakes, which, because of safety concerns, are probably discarded.
This story doesn’t have a happy job ending but became about the Instacart driver who carried the cake—and her 8-month-old son—around Nike’s campus to hand deliver the cake. It’s inspiring to see the lengths people will go for their dream job and how determined people can be. But I would encourage students to find other ways to differentiate themselves in the job market.
Communications About Fast Company Breach
Fast Company is suffering embarrassment because of a data breach during which hackers sent racist messages through Apple News on iPhones. The offensive comments reflect poorly on Apple as well, which a Washington Post article describes as an otherwise “walled garden.”
In addition to posting the message shown here on its website homepage, Fast Company sent this message by email:
Fast Company’s Apple News account was hacked on Tuesday evening. Two obscene and racist push notifications were sent about a minute apart. The messages are vile and are not in line with the content of Fast Company. We are investigating the situation and have suspended the feed and shut down FastCompany.com until we are certain the situation has been resolved.”
A similar white-text-on-black-background message plasters Inc.’s home page: “As a result of the FastCompany.com breach, Mansueto Ventures (which also owns Inc.) is temporarily shutting down Inc.com out of an abundance of caution while the investigation is underway.”
Without further comment to news organizations, Apple posted this tweet: “An incredibly offensive alert was sent by Fast Company, which has been hacked. Apple News has disabled their channel.” Apple is doing its best to stay out of the fray, letting Fast Company take the blame.
Suggestions for Sending Voice Notes
A Wall Street Journal article, “The Year of the Voice Message,” offers advice that business communication faculty might want to share with students. The voicemail message is out of favor, but voice notes (or voice memos), which brings their own annoyances, are in.
The article describes dislike for voice notes—both sending and receiving them. Still, they persist for convenience and, in some cases, to preserve tone. Some advice is similar to old voicemail messages: keep them short (less than a minute) and beware that others might hear you. Something new: Send a text to introduce the voice note when your receiver needs encouragement to listen.
Other advice is universal for business communication: consider your audience and choose a medium according to your goals. A very short message is best as a text, and a longer message could be an email. Ask yourself, does my voice make a difference in this message? If you’re sending a voice note just for your own convenience, then reconsider: it may be quicker for the receiver to scan a text than to listen.
Comparing Donation Webpages
How do nonprofit organizations structure webpages to solicit Hurricane Ian donations? A Google search for “how to donate for hurricane ian” showed these top three ads:
Red Cross: The boldest of the three, this page shows users how to donate but provides no “why.” The cover image, palm trees blowing in the wind, could be more original.
Salvation Army: Although the Red Cross palm tree image lacks originality, the Salvation Army’s images are generic, showing volunteers with a truck and loading boxes. The call is for other recent hurricanes—not just Ian. Users can find information, including how their donation will be used, in the “Questions” box.
American Humane: Dedicated to rescuing pets, this smaller organization explains its work. Several photos show cute cats and dogs, and text explains the urgency and how quickly volunteers are responding.
Students will find more differences among these three organizations and their favorite nonprofit. An interesting activity could be guessing the organization name, given their webpage without identifying information.