Royal Family Responds to Racism Allegations

In an interview with Oprah, Prince Harry and Meghan Markle accused the British royal family of racism, and the fallout is severe. Markle talked about having suicidal thoughts and how she had been treated by the family, including plans for the couple’s baby. She said he wouldn’t have a title or security, and that the family had “concerns and conversations about how dark his skin might be when he was born.”

Prince Harry said that he a discussion with his grandmother and two with his father about the couple’s concerns until his father “stopped taking my calls.”

Victoria Murphy, a writer for Town & Country magazine, describes the family’s reaction:

So far, the royal family has remained tight-lipped. There have been no statements and, it seems, very little guidance offered. Perhaps they are retreating into a default “no comment” stance, or perhaps they are sensibly waiting to see what sticks before deciding whether to add fuel to the fire. In this war of words, there is a sense that we could go on and on.

Buckingham Palace did release a short statement, and the Queen took some time before signing off:

The whole family is saddened to learn the full extent of how challenging the last few years have been for Harry and Meghan.
The issues raised, particularly that of race, are concerning. While some recollections may vary, they are taken very seriously and will be addressed by the family privately.
Harry, Meghan and Archie will always be much loved family members.

Of course, the issue is that the royal family is a public organization, with several public figures, whether they wish to be or not.

Two days later, Prince William gave an interview and said, “We’re very much not a racist family.”

Murphy sums up the situation: “Make no mistake, this is an interview that will go down in history as having rocked the British royal family to its core.”

Governor Cuomo Address Sexual Harassment Allegations

In a video statement, Governor Andrew Cuomo addressed sexual harassment allegations made by three women. He begins well, explaining his decision to speak directly to the public on the topic, although lawyers advised him to wait. To preserve his image, this is a good call: research shows that his apology is unlikely to negatively affect lawsuit outcomes—and may even have a positive effect.

But his apology goes awry. He uses language that is classic in non-apologies, for example, “It was not my intention” and “I certainly never meant to….” In sexual harassment law, intent does not matter—only the impact. Further, this type of language typically doesn’t land well. People don’t care. Instead, he should focus on the impact on these women and perhaps on the office.

He also says, “I now understand that I acted in a way that made people feel uncomfortable.” This is problematic because first, as he says at the beginning, he is a lawyer. As a lawyer and as a political leader, he should know better. Such language is reminiscent of “I’m sorry if you were offended,” implying that it’s the receiver’s problem. A couple of days earlier, after the second allegation, the governor said, “To the extent anyone felt that way, I am truly sorry about that.”

To his credit, he says, “I apologize” and “I’m sorry,” which people do want to hear in these types of statements.

We will see what results from these allegations, in the midst of calls for his resignation. Governor Cuomo also is embroiled in charges that he lied about the number of Covid deaths in nursing homes. So far, he says that he will not resign.

McKinsey Pays Settlement for Work with Purdue Pharma

Management consulting company McKinsey will pay almost $600 million to settle several lawsuits over its role in the opioid crisis, including offering marketing advice to Purdue Pharma. The largest settlement is for $573 million, which Massachusetts Attorney General Maura Healey describes in a video.

Healey’s presentation and delivery are interesting because she represents families and is speaking for 47 attorneys general in several U.S. states. Her anger is evident, but her audience is small: only 53 views one week after it’s posted, and at least three of those are me. What are the communication objectives? This will make a good class discussion.

McKinsey’s response is also interesting for students studying business communication and character. In an email to staff, Global Managing Partner Kevin Sneader describes “setting a higher standard.” Whereas the governors consider McKinsey’s actions unlawful, Sneader does not agree:

“Indeed, while our past work with opioid manufacturers was lawful and never intended to do harm, we have always held ourselves to a higher bar. We fell short of that bar. We did not adequately acknowledge the epidemic unfolding in our communities or the terrible impact of opioid misuse and addiction, and for that I am deeply sorry.”

The Massachusetts court filing explains the legal argument.

At some point in 2019, two McKinsey executives debated in emails “eliminating all our documents and emails.” These executives have been terminated. (See McKinsey communications.)

Fauci: "Numbers Don't Lie"

Dr. Anthony Fauci, the lead infectious disease expert in the U.S., was asked whether the nation has the worst COVID outbreak, and he said, “Numbers don’t lie.”

CNN’s Dr. Sanjay Gupta interviewed the doctor at a Harvard School of Public Health forum. Dr. Gupta asked, “We're not quite 5% of the world's population, yet represent 20-25% of the world's infections ... I mean, that has to be the worst. Is it not the worst?" 

Dr. Fauci responded, “Yeah, it is quantitatively if you look at it, it is. I mean the numbers don't lie.”

The doctors are looking at infections per capita. Of course, we could look at other measures. In this interview, President Trump considers the number of deaths as a percentage of those infected.

Discussion:

• Do numbers lie? Can they? What about this book: How to Lie with Statistics?

• Find evidence to both support and dispute the claim that the U.S. is the “worst.” What measures can you find? Which do you find more meaningful?

Developing Trust During the Pandemic

In his opinion piece, “How to Actually Talk to Anti-Maskers,” New York Times writer Charlie Warzel focuses on developing trust. He provides examples from previous pandemics and ways to encourage people to reduce spread of the disease.

Warzel explains the importance of empathizing with people and “meeting people where they are.” To meet resistance from people who don’t want to wear masks—and from those who may not get a vaccine when one is developed—Warzel emphasizes character and communication:

You cannot force public trust; you have to earn it by being humble and transparent, and by listening. And you can’t fake that care and maintenance — it’s the grueling and deeply human work of democracy, which is never finished.

Image source.

Discussion:

• What persuasion strategies does Warzel describe? Consider logical argument, emotional appeal, and credibility.

• Think about a time when you persuaded someone by first empathizing with their point of view. How did it work? What effect did your approach have on your relationship? You might also think about a time when someone persuaded you in this way.

• Which leadership character dimensions are illustrated in Warzel’s article?

Comparing Company Messages About Masks in Stores

Several companies have implemented policies for customers to wear masks in their stores during the pandemic.

Here are a few of these messages to compare. For some, the requirement is hard to find; search for “face” or “facial.”

• Best Buy

• Costco

• Starbucks

• Apple

• Walmart

• BJ’s

• Home Depot

Image source.

Discussion:

• What are the communication objectives of these statements? Who are the primary and secondary audiences?

• In what ways are these messages similar and different? How do you explain the differences? Consider customer demographics, locations, products/services, etc.

• Which do you consider most and least effective and why?

• In addition to the Starbucks tweet here, find other social media company posts about customers wearing face coverings. Apply the same questions to these posts.

Theme Parks in Japan Discourage Screaming

To prevent the spread of COVID-19, theme parks in Japan ask visitors to wear masks and to try not to scream while on rides.

In a video, two executives on the Fujiyama coaster at Fuji-Q Highland wear masks are stone-faced and don’t scream. According to a spokesperson, the park created the video to prove that keeping quiet is possible:

“We received complaints that the theme park association’s request to not make loud noises was impossible and too strict. That’s why we decided to release the video.”

So far, Disney parks in Florida are requiring masks, but they haven’t requested that visitors keep quiet.

Discussion:

• How effective do you find the executives’ video? Consider principles of persuasion discussed in class: logical argument, emotional appeal, and credibility.

• What, if anything, could improve the park’s messaging?

• Why wouldn’t Disney in Florida follow suit? What cultural, political, and other factors may be at play?

COVID-19 Crisis Communication for Reopening the U.S.

What comes after we “flatten the curve” of COVID cases? New York Times opinion writer Charlie Warzel warns that, without a clear communication strategy for what’s next, people will distrust leaders.

Warzel cites six communication guidelines from the report of a working group at The University of Minnesota, The Center for Infectious Disease Research and Policy (CIDRP).:

• Don’t Over Reassure.

• Proclaim Uncertainty

• Validate Emotions—Your Audience’s and Your Own

• Give People Things to Do

• Admit and Apologize for Errors

• Share Dilemma

Discussion:

• How should U.S. officials communicate now? What do they need to accomplish, and how well are our current leaders meeting the challenge? In other words, do you agree with Warzel that our leaders are falling short?

• Read the entire report. What other principles does the group recommend?

• Analyze the report: the audiences, objectives, writing style, organization, and so on. What are the strengths, and how could it be improved?

Airlines CEOs Criticize Boeing CEO's Prediction

During an interview on the “Today” show, Savannah Guthrie asked Boeing CEO David Calhoun whether a major U.S. airline might not survive because of the pandemic. Calhoun said, “Well, I don’t want to get too predictive on that subject, but yes, most likely. Something will happen when September comes around.” He also said that “we believe we will return to a growth rate similar to the past, but it might take us three, five years to get there.” 

The response angered major airline executives, who are currently negotiating for federal assistance.

Another Boeing executive defended Calhoun’s statement:

“Some weren’t keen on his sobering assessment of industry challenges ahead, but others appreciated him telling it like it is. It’s in his nature to be frank.”

Discussion:

• What’s your view of Calhoun’s comment? One view is that, during a global pandemic, executives might need to be particularly sensitive. Another view is that this is a time for honest, direct talk.

• What are the potential implications of his comment? Should he have avoided it?

• What the entire interview. How did Calhoun do overall? What are his communication objectives and key messages?

United Airlines Message

The COVID-19 messages keep coming from airlines and other companies. Here’s one from United Airlines, encouraging us to fly by offering flexibility and promising cleanliness.

Dear Amy,

As we all adjust to this new normal, my thoughts are with you and your families and I hope you're staying safe and healthy. The last several weeks have been emotional and trying for all of us, but I continue to be inspired by the goodness in people and the genuine acts of kindness, large and small, that I see every day. These gestures of warmth, strength and caring give me the confidence that in time, we will emerge more United Together than ever before.

It's in that spirit that I wanted to share with you some good news about what the 100,000 family members of United Airlines have been doing for you as we tackle the biggest and most disruptive crisis we've faced in our 94‑year history.

Good news as you're making travel plans

Life is unpredictable in lots of ways right now. We know many of you started the year planning to fly with us to visit family, go to a game or concert, attend a trade show or just get away. And you might be feeling anxious about what to do about your upcoming travel plans. That's why we've waived the fees to change or cancel any trip with us through the end of 2020, including travel that was already planned as well as trips that you're hoping to take in the future. Every customer now has until May 31 to make changes to current reservations or book new flights that can be changed or canceled without a fee, and you'll be able to reschedule your trip for anytime in the next 12 months. So take the next few weeks and do what's best for you, your family and your work.

Good news for when you choose to fly

Safety has always been our top priority, and because of that, the social distancing and cleaning procedures that have become a way of life for all of us are now staples of the way we run our airline. When you're ready to fly, you'll see that a lot has changed at the airport and on board our aircraft. We're boarding fewer customers at a time and starting from the back of the plane to avoid crowding in the gate area, on the jet bridge and in the aisle. We're automatically blocking middle seats to give you enough space on board, requiring all our employees on board, including our flight attendants, to wear masks and, in early May, making masks available to our customers. Of course, these measures are in addition to our state‑of‑the‑art sanitization procedures like cleaning our aircraft with electrostatic sprayers, and extra precautions like taking our employees' temperatures before they start work to protect the well‑being of our customers and colleagues. Find a complete overview of what's changed at United to adapt to this new normal.

Good news for our communities

While we wait to welcome you back, we've been using our time and resources to do our part and support those on the frontlines of this crisis as well as the millions of families who have been affected by the most dramatic disruption of the labor market since the Great Depression. Leveraging the full power of our airline to do the right thing, we've flown more than 1,000 medical volunteers for free; donated 170,000 pounds of food; and used our fleet to get close to 20,000 stranded people home and medical supplies to the places that need them most. Here are just a few examples of how we're contributing in the fight against COVID‑19: 

I'll end where I started: I hope you and your family continue to be well. This crisis has revealed a great deal about who we are as people and I'm moved by your continued resilience and resolve. We look forward to welcoming you the next time you take to the friendly skies.

Stay safe and be well,

Toby Enqvist
Chief Customer Officer
United Airlines

Discussion:

• What principles of business communication does the United message follow? What could be improved?

• How does this message compare to others you received recently?

• After reading the Morning Consult report about messaging during COVID-19, what recommendations would you make to United?

Similar COVID-19 Ads

Are all COVID-19 ads the same? A digital marketer compiled excerpts from recent ads showing similar images, music, and phrases. He titled his video, “Every Covid-19 Commercial Is Exactly the Same.”

Sean Haney describes why so many ads are the same:

What's the deal? In reality, many companies have found themselves short on cash, almost overnight. They needed to get a message out - and quick. They asked their teams to throw something together. Since they can't film a new ad because of social distancing, they compiled old stock b-roll footage and found the most inoffensive royalty-free piano track they could find. This, combined with a decade of marketing trends dictated by focus groups and design-by-committee, released a tsunami of derivative, cliche ads all within a week of one another. It's not a conspiracy - but perhaps a sign that it's time for something new.

A Morning Consult report offers guidance for companies. From 2,200 Americans at the end of March, we learn how companies should communicate. For example, people say they are more likely to purchase from a company that provides “a public statement about support being given to laid-off employees” compared to other types of statements.

Discussion:

• What’s your view of these company ads? How do you react when you see them? Do you react differently to different companies’ ads?

• Read the report. Analyze the audience, objectives, tone, organization, visuals, and so on. What principles of business communication are followed?

• What else do you learn from the report about how companies should communicate during COVID-19?

Employees Seek Better Benefits from Applebee's and IHOP

Employees of Applebee’s and IHOP are asking for better benefits from the restaurants’ parent company, Dine Brands.

The group’s website, Applebeesisrotten, paints a dire picture of the impact of the pandemic on restaurant workers and asks people to sign their petition for “comprehensive paid sick leave, paid family and medical leave, and income relief to all works.”

A tweet posted on April 22 indicates that company executives haven’t responded to the group’s demands.

Discussion:

• Analyze the group’s use of persuasive strategies on the website. How well do they balance logic, emotion, and credibility? What suggestions for improvement would you offer?

• The petition shows less than 7,000 signatures as of today. What, if any, effect might this have on the executives’ response.

• Should the executives respond? If so, how?

Does Persuasion by Scarcity Work?

Business communication students may learn about Robert Cialdini’s Six Principles of Persuasion, including scarcity. For example, a online retailer indicates “Only two left!” or “Only one left at this price!”

In a Wall Street Journal article, a researcher questions whether the “quantity scarcity” strategy works under all conditions. Dr. Christopher Tang explains new research:

“…scarcity messages work best with time-sensitive and perishable products such as hotel rooms or plane tickets, as well as unique items like collectibles or limited editions.

“They are less effective with durable goods such as home-improvement products or kitchenware, in part because they can give shoppers the impression that the product is being pushed because it is undesirable, lower quality, obsolete or discontinued. And in the case of items typically bought in larger quantities, such as partyware, lightbulbs and batteries, we found that scarcity messages can actually hurt sales by making shoppers believe they won’t be able to buy as much of a product as they want.”

To use the scarcity principle effectively, Dr. Tang suggests that retailers highlight quality, promote urgency, and offer product bundles

Discussion:

• When have you seen the quantity scarcity at work? Did it persuade you to purchase something?

• Think of a specific product that you might buy. How would you recommend that retailers use this strategy effectively to move remaining products?

Marriott CEO Demonstrates Authenticity

A Forbes article calls him an “authentic leader” and applauds his video about the business. Marriott CEO Arne Sorenson begins by talking about his appearance: he is undergoing treatment for pancreatic cancer.

Sorenson gives the bad news directly: the company hit from COVID-19 is worse than the impact from 9/11 and the 2009 financial recession combined. He compares the worst quarter in the company’s history—about a 25% revenue decline—to the almost immediate 90% decline today.

Towards the end of the video, Sorenson is visibly emotional as he talks about employees losing their jobs.

Discussion:

• What principles of delivering bad news does Sorensen use in the video?

• How well does Sorenson balance emotional appeal, logic, and credibility in this message?

• In addition to authenticity, what other leadership character dimensions does Sorenson demonstrate?

Tourism CEOs Meet with President Trump

President Trump invited CEOs of major tourism companies to discuss the COVID-19 response.

Hilton CEO Christopher Nassetta began by highlighting issues in the industry:

“Hilton’s been around 100 years -- we’ve never closed a hotel that wasn’t going to be demolished or rebuilding, The bulk of our hotels in the major cities are closing as we speak.”

Nassetta was also complimentary to President Trump and Vice President Pence and said that he wanted to protect employees. The president reassured him that they’ll be up and running soon, although both said the situation is currently a “disaster” “all over the world.”

Discussion:

• How would you describe the purpose of this gathering? What are President Trump’s objectives?

• Assess each of the CEOs during the meeting. How well did they represent their brand?

Singapore PM Lee Hsien Loong

Two students sent me Singapore Prime Minister Lee Hsien Loong’s news conference as a positive example. I can see why: he gives a model speech, balancing emotional appeal and straight talk. He is proud of Singapore’s response, and yet he is honest about the challenges ahead. The PM also gives examples from other countries and the lessons learned.

Discussion:

• What are the strengths of the Prime Minister’s speech?

• Assess his delivery skills.

• How have leaders in other countries followed this example—or how have they fell short?

• Which leadership character dimensions does the PM demonstrate in his speech?

Governor Cuomo's Press Conference

In his second news conference about Coronavirus, New York Governor Andrew Cuomo announced new cases, provided resources, and answered questions.

Discussion:

• Assess the news conference. What does Governor Cuomo do well, and what suggestions would you have for him to improve his communication?

• What strategies for answering questions does the Governor demonstrate?

Comparing Airlines Messages About COVID-19

Transportation companies would like to see more people travel, yet people are wary of COVID-19. Compare these emails to travelers:

United Airlines

Allegiant

Delta

American Airlines

Discussion:

• Analyze the messages: audience, communication objectives, organization, writing style, etc.

• In what ways are the messages similar and different? How might the travel mode—airline or bus—affect the communication choices?

• Which messages are most and least effective and why?

• What’s your view of the American Airlines video? How does the media choice affect the message?

KFC and Crocs?

An unlikely pair, KFC and Crocs have partnered to create a shoe that looks and smells a lot like chicken. Thankfully, the KFC X Crocs Bucket Clog is a limited edition product.

Terence Reilly, Crocs SVP and CMO, explained the companies’ strategy in a news release:

"As Crocs continues to create new, unexpected brand collaborations, we're thrilled with this 'bucket list' partnership with Kentucky Fried Chicken that will bring fans an unbelievably fun and fashionable take on our classic clog. We're honored to feature this fashion-forward style between two iconic American brands at one of New York's biggest weeks in fashion that promises to surprise and delight consumers around the globe."

This isn’t the first time KFC created an unexpected product. In December, the company partnered with Enviro-Log to sell the 11 Herbs & Spices Firelog exclusively on Walmart.com. They sold out in just three hours. Sorry I missed that.

Discussion:

• What persuasive strategies do these products illustrate? Consider Cialdini’s six principles and other models.

• Am I the only one slightly repulsed by these products? Would you buy them?

Apologies About the Iowa App

The New York Times published “everything that went wrong at the Iowa Caucases,” and it’s a long list about the app. The technology was untested and unfamiliar to volunteers, and connection problems prevented accurate data submission and reporting.

An opinion writer blamed “techno-utopianism and laziness” for the trouble: “The two fuel each other: The overarching belief that software will fix everything leads to slapdash engineering, procurement and deployment.”

Troy Price, the Iowa Democratic Party Chair, apologized for the “multiple reporting challenges.” He explains the decision to delay reporting to ensure “accuracy and integrity.”

The CEO of Shadow, the app company, also apologized:

“We sincerely regret the delay in the reporting of the results of last night's Iowa caucuses and the uncertainty it has caused to the candidates, their campaigns, and Democratic caucus-goers. As the Iowa Democratic Party has confirmed, the underlying data and collection process via Shadow's mobile caucus app was sound and accurate, but our process to transmit that caucus results data generated via the app to the IDP was not. Importantly, this issue did not affect the underlying caucus results data. We worked as quickly as possible overnight to resolve this issue, and the IDP has worked diligently to verify results. Shadow is an independent, for-profit technology company that contracted with the Iowa Democratic Party to build a caucus reporting mobile app, which was optional for local officials to use. The goal of the app was to ensure accuracy in a complex reporting process. We will apply the lessons learned in the future, and have already corrected the underlying technology issue. We take these issues very seriously, and are committed to improving and evolving to support the Democratic Party's goal of modernizing its election processes."

Discussion:

• Analyze each of these apologies: the audiences, communication objectives, writing style, organization, delivery choice, etc. Each message has distinct purposes.

• What works well in these statements, and what could be improved?