OpenAI CEO Sets a Different Tone

In contrast to how SVB's former CEO handled his U.S. government testimony this week, OpenAI's CEO demonstrated humility, a willingness to learn and an acknowledgment that he doesn’t know everything. Sam Altman talked about the incredible potential of large language models, yet admitted risks. He asked for "regulatory intervention," which, to be fair, Mark Zuckerberg mentioned when he testified, but the tone of this US Senate committee hearing was entirely different from previous tech companies' interactions with regulators.

In his opening statement (starting at 20:45), Altman said, "But as this technology advances, we understand that people are anxious about how it could change the way we live." Later, Altman said, "I think if this technology goes wrong, it can go quite wrong . . . we want to be vocal about that," and, "We want to work with the government to prevent that from happening."

Senator Richard Blumenthal, who chaired the committee panel, also demonstrated humility by admitting “mistakes of the past”:

"Our goal is to demystify and hold accountable those new technologies to avoid some of the mistakes of the past. Congress failed to meet the moment on social media.”

Unlike the E.U., which has already proposed AI legislation, skeptics say U.S. government officials’ limited knowledge makes moving quickly unlikely. But admission of their failings and current risks could inspire action, although it’s unclear how that might happen.

SVB's Former CEO Deflects Blame for Bank Failure

Silicon Valley Bank’s former CEO, Gregory Becker, testified before the U.S. Senate Banking Committee (starting at 18:55). As the New York Times reported, Becker “pointed the finger at pretty much everybody but himself.”

Becker blamed the bank’s demise on regulators for failing to manage inflation and interest rates, the media for raising questions about the bank’s financials, and depositers for withdrawing money in a panic. Critics blame SVB management for the high percentage of uninsured deposits, the lack of client diversification, and the lack of liquidity because of overinvestment in long-term bonds and other government securities.

In his opening statement, Becker gave a nonapology; he didn’t acknowledge any wrongdoing. Notice the subject of the following sentence and the pronoun reference for “this”:

"The takeover of SVB has been personally and professionally devastating, and I am truly sorry for how this has impacted SVB’s employees, clients and shareholders."

In other words, he apologizes for how the takeover—the regulators’ actions—affected people. The Wall Street Journal ran this headline: “'I'm Truly Sorry': Former Silicon Valley Bank CEO Apologizes for Failure.” But he didn’t apologize for his failure.

The word of the day—and of the past three years—is “unprecendented,” which Becker used three times in his 5.5-minute speech. His strategy was to persuade senators that the failure was out of his control. In his written statement, we see “unprecendented” six times.

Senators were unforgiving, and we’re left to wonder whether they would have been more sympathetic if Becker had taken any responsibility for the damage. A CNN article reported harsh critism from both Republicans and Democrats, with one saying, “It sounds a lot like my dog ate my homework.”

Becker’s testimony is a good example for students to see a lack of accountability and humility, or learning from mistakes. He uses crisis communication strategies, such as distancing himself from the failure, but his testimony didn’t reflect well on the bank or on himself.

Tense NBA Player Interview About "Failure"

A reporter asked NBA Milwaukee Bucks pro Giannis Antetokounmpo whether he considers the season a “failure,” and his response offers lessons for business presentations. First, Antetokounmpo said the reporter asked the same “odd question” the previous year. He pushed back, asking the reporter whether he gets a promotion every year and drawing an analogy to Michael Jordan’s success: “Michael Jordan played 15 years, won six championships. The other nine years was a failure?” Antetokounmpo put the losses in greater context, as crisis communicators do.

Reactions to his response are generally positive, and some are debating whether the question, also asked of another player, was “fair.” Generally, public reaction approved of the question, although some viewed it as “unprofessional” or a “gotcha.” This raises a good discussion topic for class: what is an “unfair” question?

Students might think about questions for business presentations. What questions do they consider out of bounds for their own topics, and what would they avoid asking of others? At the same time, how can they prepare for the inevitable “unfair” question? For bad-news presentations, I have planted and encouraged a few from class. Although difficult to address, students gained confidence with more practice.

Antetokounmpo’s response is also emotional, and students will have opinions on what’s “appropriate” for business presentations. When I Googled to find his interview, this video appeared from 2019, titled, “Giannis Antetokounmpo EMOTIONAL SPEECH.”

Comms About TikTok Testimony

TikTok CEO Shou Chew’s testimony provides examples of persuasive communication. U.S. House Energy and Commerce Committee members called on Chew to address concerns about safety and security, but lawmakers were not convinced by his answers and are taking steps against the company.

The Committee webpage lists members’ comments under non-parallel, but descriptive headings. The page is self-promotional: congressional members are proud of grilling the CEO, and we see only pithy, unattributed statements—none of Chew’s responses.

Chew’s opening statement is his attempt to convince the committee that TikTok is sufficiently American and will become more so. To establish credibility—and to distance himself from the Chinese government—Chew starts with his brief background: born in Singapore, attended college in the U.K. and business school in the States, and married a Virginian. Chew describes “Project Texas,” the company’s plan to move data to the United States where it will be fully controlled by Americans. Students can analyze his persuasive strategies and delivery skills. He is clear but nods quite a bit.

During the five-hour testimony, as these hearings go, some representatives invested more in their questions than in wanting legitimate answers, while others never got their questions answered. Some sticking points were around 55 minutes into the video and then around the one-hour mark, when Chew evaded questions repeatedly. What made headlines is Chew’s admission that the Chinese government may be able to access some data—or he wasn’t clear enough: “After Project Texas is done, the answer is no,” and “Today, there is still some data that we need to delete.” Several times, Chew tried to put TikTok in context of the tech industry, saying the company is no worse than any others and may be doing more, for example, to protect kids and reduce misinformation.

After the testimony, a TikTok spokesperson tweeted: "Shou came prepared to answer questions from Congress, but, unfortunately, the day was dominated by political grandstanding that failed to acknowledge the real solutions already underway through Project Texas or productively address industry-wide issues of youth safety. Also not mentioned today by members of the Committee: the livelihoods of the 5 million businesses on TikTok or the First Amendment implications of banning a platform loved by 150 million Americans.”

Regardless, Chew’s testimony didn’t seem to impress lawmakers. We’ll see what happens next.

Image source.

Miami Beach Tries to Curtail Spring Break

Students might be interested in analyzing a video of the mayor of Miami Beach instituting a midnight curfew. Dan Gelber’s message comes after two fatal shootings, which he puts into broader context: “As is the case with most serious crime in our city, both shootings were between visitors to Miami Beach and did not involve residents.” Using anaphora as a rhetorical device, he also said, “We don’t ask for Spring Break in our city. We don’t want Spring Break in our city.”

The mayor describes the rapid police response but says police action would never be enough considering “the volume [sic] of people in our city, the unruly nature of too many, and the presence of guns.” He demonstrates accountability and courage with a clear plan despite the risks: a midnight curfew on South Beach within a defined area. The rules are clear, and the mayor refers to the city website for more details.

Mayor Gelber wards off criticism by saying they are within their legal rights. He apologizes for the “disruption and inconvenience” but could acknowledge more specifically the potential negative impact on businesses and residents.

Students may find his delivery interesting, for example, his impassioned speech, word emphasis, and gestures. The setting, his attire, and his choosing to reach a script also reflect on the mayor’s credibility and are worthy discussion topics.

Salesforce CEO Addresses McConaughey Controversy

The Salesforce CEO responded to criticism about paying actor Matthew McConaughey (“a friend,” according to a WSJ report) more than $10 million while laying off 8,000 employees. In a video interview, Marc Benioff uses persuasive strategies to convince the audience that this is appropriate and not an ethical issue or, as the Barron’s interviewer asks, “Is that fair?”

Benioff started with a joke, which is surprising considering the situation. He interrupts the interviewer to say, “alright, alright, alright,” a classic line from McConaughey’s 1993 movie Dazed and Confused. By not taking the issue seriously, Benioff might have reduced his credibility.

But Benioff then used an effective crisis communication strategy of distancing the current time: “Years ago, we signed a contract with Matthew . . . ” A better choice might have been to avoid using only his first name, which stresses his personal relationship. But the time period does separate the decision from the recent cost-cutting.

Directly addressing the question, Benioff said, “Putting those two things together, I don’t think is fair,” and “it’s not related to our layoffs.” Another strategy Benioff used was providing context. First, he explained that the company ramped up and then faced currency and inflation issues that required reductions. Next, he said, “Do we have to take an employment action [layoffs]? Well, I think every company is.” Acting in line with other companies makes the layoffs sound reasonable—even necessary—without requiring other cuts, such as marketing.

Of course, Benioff doesn’t address the possibility of cancelling McConaughey’s contract, and he doesn’t provide evidence of McConaughey’s “great work” that would warrant maintaining the expense. But overall, Benioff does a good job pushing back on the criticism.

"Intense" Google All-Hands Meeting

A window into a Google employee meeting reveals strife within the company and how executives are responding by redefining/clarifying strategy and downplaying problems. Employees are still frustrated about the embarrassing introduction of Bard, Google’s AI competitor to ChatGPT. In the exchange, below, Bard product lead Jack Krawczyk tried to distinguish the engine from search, which employees say differs from the initial strategy. A new feature, “Search It,” is newly built for internal use for this purpose.

[Employee Question] “Bard and ChatGPT are large language models, not knowledge models. They are great at generating human-sounding text, they are not good at ensuring their text is fact-based. Why do we think the big first application should be Search, which at its heart is about finding true information?”

Krawczyk responded by immediately saying, “I just want to be very clear: Bard is not search.”

“It’s an experiment that’s a collaborative AI service that we talked about,” Krawczyk said. “The magic that we’re finding in using the product is really around being this creative companion to helping you be the sparkplug for imagination, explore your curiosity, etc.”

But Krawczyk was quick to follow up by saying, “we can’t stop users from trying to use it like search.”

CEO Sundar Pichai stressed improvements over time, downplaying Bard’s factual error, which overshadowed the rollout and caused Alphabet’s 9% stock decline. He said, “It’s important to acknowledge that it’s experimental, and “Products like this get better the more the people who use them. It’s a virtuous cycle.”

At some point, Pichai acknowledged, “It’s an intense time.” The meeting sounded rough, showing us the difficulty of facing employees in real time. All-hands meetings like this take leaders’ patience and sometimes call for vulnerability, which isn’t apparent from these quotes. From the reported excerpts, it’s difficult to gauge how employees responded, but the intensity, as Pichai said, is clear.

Campus Communications About a Shooting

In the most recent gun violence tragedy, a man shot and killed three Michigan State University students, injured five more, and then shot himself. Although this may be a difficult class discussion, students can learn about crisis communications from the incident.

MSU Communications

The day after the shooting, Interim President Teresa K. Woodruff posted a video to the “Spartan” community. In some ways, her presentation is classic crisis communication with the typical sympathy to the families and friends; gratitude to locals, colleagues, and President Biden; encouragement for everyone to feel and to heal; and information about classes, counseling, and events. The presentation is also classic academic with metaphors and a Henry Wadsworth Longfellow quote. Woodruff sounds formal and scripted, starting with “Dear Spartans and Friends.” She plays it safe, giving no comment about the political controversy about guns.

A Chronicle article is titled, “‘We Have a National Crisis’: How Michigan State Responded to a Mass Shooting,” but it’s misleading. The article quotes an associate professor of education; the quote is not an official university stance and illustrates the problem with individuals speaking to the press. Students can debate whether the university should take a stand and whether now is the appropriate or effective time.

From at least Tuesday at 9:30 p.m. until Wednesday at 9 a.m. ET, the entire MSU home page is an “alert” shown here.

On the "emergency” page, we see a series of messages from the “Shelter-in-place order” to “Property assistance information.”

Other University Communications

Emails like this one from Cornell University central administration and this one from a dean are typical. In these types of situations, universities tend to reach out to their own students. Students may have friends at MSU and, even if they don’t know someone affected, a shooting incident, understandably, makes people in similar situations feel unsafe. Campus security is always questioned. Perhaps students can compare Cornell’s message to ones they may have received.

Press Conference

Local leaders and police officials held a press conference, which serves as an example of crisis communication and handling public questions. Of course, students will have comments about delivery, style, and other aspects of presentations skills.

New Zealand PM Resignation

Jacinda Ardern’s announcement of her resignation as the prime minister of New Zealand is a good example for students to analyze. In addition to the obvious discussion about delivery skills and script writing, Ardern demonstrates several character dimensions, for example, humility, vulnerability, authenticity, and integrity. Her decision also raises issues of gender roles, as this opinion article explains.

Southwest Communications

This week’s debacle will make a great case study. As other airlines recovered from the storms, Southwest lagged. Here are a few communications for students to analyze and compare. For an assignment, students could act as consultants advising the company on their messaging or assessing the ethics and character issues demonstrated throughout this time.

CEO Bob Jordan’s video message. Students have a lot to analyze in this example: the apology, explanation of what went wrong, audience perspective, communication objectives, plans for the future, delivery style, etc. The persuasive video raises questions of accountability, compassion, humility, vulnerability, and other character dimensions. Students can identify which Jordan demonstrates and which are lacking.

Southwest webpage. A link to this page is prominent on the Southwest homepage. Customer can find “Travel disruption information,” including how to request a refund and locate baggage. Students can analyze how well the site is organized and how easily users can find what they need.

Employee interview on Democracy Now! What are the character and ethical issues associated with an employee defending staff yet speaking out against the company? The interviewed employee blames Southwest’s technology and says union employees have been asking for changes for years. This raises integrity issues for airline management.

U.S. Secretary of Transportation Pete Buttigieg interview. Buttigieg gave several interviews distinguishing Southwest’s performance from other airlines that struggled but recovered. He defended the Department of Transportation’s recent push for airlines to do right by customers. Critics say the secretary is using the moment for political gain.

Making Sense of Big Numbers

On a recent “No Mercy, No Malice” podcast episode (NSFW), Scott Galloway compares Meta’s spend on Reality Labs—$1 billion per month—to what he considers better investments.

In Business Communication and Character, I suggest that students compare data to concrete objects to help people understand the magnitude. Galloway offers several suggestions to put the expense into context—and to show how Mark Zuckerberg might put the money to better use than building a doomed Metaverse. One is to “pay the entire cost of attendance for every undergrad in the University of Texas and California systems.”

Of course, his point is how much money is being wasted. For students, it’s a good example of making numbers more relevant to an audience.

Image source.

FTX Founder Plays the Innocent

Sam Bankman-Fried’s interview about the collapse of FTX tells us a lot about him, about investors, and about regulation. Bankman-Fried chose to tell his story to New York Times columnist Andrew Ross Sorkin via video from the Bahamas. (See transcript.) Starting with a discussion of the many people were “hurt” by the business failing, Sorkin tried to hold Bankman-Fried responsible for billions of losses. He offers two divergent views of what happened to the company: that Bankman-Fried is a “young man who made series of terrible, terrible, very bad decisions,” or that he “committed a massive fraud—that this is a ponzi scheme, a manipulation of the system.”

Business communication students might see this as a false dichotomy. Bankman-Fried claimed that his goal was to “do right” by people and that he made mistakes. He said, “Look, I screwed up. I was C.E.O. I was the C.E.O. of FTX. And I say this again and again that it means I had a responsibility, and I was responsible ultimately for us doing the right things and didn’t. We messed up big.” But he denied setting out to commit fraud. Ross read a letter from someone who says he lost $2 million—his life savings—and that Bankman-Fried used his money to fund his hedge fund. Maybe both narratives are true, and Bankman-Fried isn’t seeing or admitting it.

Students might benefit from a class discussion or assignment about the investor perspective. Not to the blame the victim, but what accountability do investors have in this situation? What were they hoping to achieve compared to other investors—or compared to the general public who do not have $2 million to invest? Depending on how far you want to take this story, a discussion about regulation is certainly relevant, and students, particularly if they or they families have benefitted from crypto investments, might have a lot to say about it.

Otherwise, the video serves as a good example to analyze for delivery, persuasion, character, and interview skills. How is Bankman-Fried as a presenter? How does he balance logical arguments, emotional appeals, and credibility? What character dimensions are at play? Was it the best decision, going against his lawyers’ advice, to do this interview—and from his penthouse in the Bahamas? How well did he respond to questions? Overall, are students more—or less—favorable about Bankman-Fried after watching the interview?

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.

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.

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.

The King's Speech

Although not a business presentation, King Charles III’s first address after Queen Elizabeth’s passing teaches communication lessons. His objectives are to pay deep respects to his mother, while reassuring the British citizens (and the world) by establishing his leadership.

Although, news reports show people “shocked” by the Queen’s death, this time was inevitable, and The King had plenty of time to prepare. He tackles difficult subjects, for example, the family split, in expected fashion—by alluding to them without addressing them directly. Another example is the extraordinary inflation that Britain has suffered. He mentioned “charities and issues for which I care so deeply” that will now be taken up by the new Prince of Wales.

The Guardian identifies a few examples of “expressions of open emotion.” One was “I want also to express my love for Harry and Meghan as they continue to build their lives overseas.” The couple’s leaving royal life after experiencing racist comments from the family has been painful and a public scandal. Other examples follow, as The Guardian reports:

“I count on the loving help of my darling wife, Camilla” and finished with an emotional sign off to his “darling Mama” when he wished: “May ‘flights of angels sing thee to thy rest’,” a quote from the ending of Shakespeare’s Hamlet.

From an American perspective—and other cultures—the speech may be considered flat. He is sitting and reading from a script, and his pace is slow and deliberate. But the speech is certainly appropriate for the difficult situation that the King faces, just one day after a new Prime Minister shook hands with the beloved Queen.

Nuclear Preparedness Video Fail

A New York City video about what to do during a nuclear disaster is criticized as unhelpful and lacking context. Mayor Eric Adams approved the PSA, part of a series about how to handle emergencies, such as extreme heat and flooding. Those videos received a few hundred views, while this one garnered more than 800,000, so officials consider it a success, but the reaction is mocking.

The video narrative says, “So there’s been a nuclear attack. Don’t ask me how or why; just know that the big one has hit.” Critics say that these types of service commercials typically start with some public announcement telling us what has or could happen. Mayor Adams said that the video was planned ”after the attacks in the Ukraine, and O.E.M. took a very proactive step to say, let’s be prepared,” and he “thought it was a great idea.” But we have no introduction. We’re left to worry: is the Ukraine facility an imminent danger?

Video presentation and quality count. Oddly, the YouTube post starts with an ad for a survival food kit. Then, the 1.5-minute video offers simplistic suggestions: get inside, stay inside, and stay tuned. Experts also question the advice. As one says, “get inside” isn’t practical when your house is gone, which will be the more likely case.

This situation may be the result, as the New York Times article suggests, of using a small, inexperienced production company. I wonder whether more context and more research, including focus groups, would have helped. Regardless, this is a communication failure.

Boris Johnson's Resignation Speech

British PM Boris Johnson’s resignation speech is a lesson in delivery skills. Johnson reads a script and yet sounds natural—he uses conversational language and comes across as authentic.

Johnson resisted calls for his resignation, both at this point and previously, when lawmakers believed other transgressions were cause for him to leave office, for example, holding parties that violated Covid guidelines. The “final straw" was when Johnson hired someone who faced sexual misconduct charges. Although Johnson denied knowing about the claims, he later admitted that he did know. Two high-ranking officials resigned, followed by several others.

The speech, 6.5 minutes long, begins with his decision and the “will of the Parliamentary Conservative Party” that a new leader should be instated. He then highlights successes during his tenure, including Brexit, Covid actions, and supporting the Ukrainian people during the war. Expressing regret, he concedes that “no one is indispensable.” At the same time, he acknowledges that some people will be “relieved” and, with colloquial language says, “Them’s the breaks.”

Ending with gratitude for the job, lawmakers, and the public, Johnson leaves on a positive note about the future of the United Kingdom. Despite issues of integrity throughout his time as PM, Johnson does the right, if not obvious, thing in the end.

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.