How to Check in on People in Difficult Times

A New York Times article, “How to Ask if Everything Is OK When It’s Clearly Not,” suggests ways to offer compassion. Here are Anna Goldfarb’s recommendations:

• Check for signs of distress: moodiness, unkempt appearance

• Check yourself first: Are you in a good place to engage?

• Be specific about your observations: What behavior could indicate a problem?

• Ask general or specific questions, depending on your relationship:

  • “Is anything on your mind?” or

  • “How are your kids adjusting to so many changes at school?”

• Or just make a statement: “I’m wondering how you are.”

• Talk about your own challenges; be vulnerable

• Just listen; you don’t have to solve anyone else’s problem

• Set a time to follow up

This article reminds me a model for appraising whether we offer compassion. This version is in Building Leadership Character, adapted from Jennifer Goetz, whose article was published in Psychological Bulletin.

Discussion:

• How comfortable would you feel engaging someone in this way during the pandemic? What might prevent you from doing so?

• Think of a time when you offered someone compassion. How does the appraisal model apply? How about a time when you didn’t offer someone compassion?

Redskins Drop Their Name

Add The Washington Redskins to the growing list of organizations that are changing their name following the killing of George Floyd and protests around the world. The NFL team has been under pressure from fans and sponsors but, until now, has resisted changing the 87-year-old name.

Redskins owner Dan Snyder said he would never change the name, but requests could no longer be ignored from FedEx, Bank of America, PepsiCo, and Nike, the NFL’s apparel partner, which removed Redskins products from its website.

A team statement announced the decision, with no replacement name or logo yet.

Image source.

Discussion:

• Did the team do the right thing by changing the name? Why or why not?

• What are your thoughts about announcing the changing without a new name a logo? Should the team have announced both simultaneously? Why or why not?

https://www.nytimes.com/2020/07/13/sports/football/washington-redskins-new-name.html

AI to Increase Politeness in Writing

Researchers at Carnegie Mellon’s Language Technologies Institute are using artificial intelligence to make writing sound more polite. Their work goes beyond previous AI attempts to mark tone in written communications by replacing impolite sentences with more polite language, and the results are sentences that sound natural.

This table compares other computer results with those of this team. In the third column, we see more polite revisions of the first column.

For the second example, the authors argue that using first-person plural we “creates the sense that the burden of the request is shared between speaker and addressee.”

Image source.

Discussion:

• What’s your reaction to this work? How helpful would you find this program?

• What’s your view of the revised sentences in column three: natural and better, stilted and insincere, or something else?

• Why aren’t people more polite in their writing. In other words, why do we need this program—or do we?

P&G Commercials Demonstrate Empathy

Two Proctor and Gamble ads illustrate the role of empathy in understanding aspects of being Black in America. The first ad here, “The Look,” shows how a Black man experiences others’ reactions to him throughout the day. The second ad allows the viewer to watch intimate conversations that Black families have about race.

Discussion:

• How would you describe the role of empathy in addressing bias?

• What are the objectives of these ads? How well do they meet those objectives?

• What makes these ads effective—or not—in your opinion?

Analyzing the NFL's Apology

Years after NFL players “took a knee” to protest police brutality and other discrimination against Black people, NFL Commissioner Roger Goodell apologized “for not listening to NFL players earlier.” On June 5, less than two weeks after a police officer murdered George Floyd, Goodell posted a video to express his regret in handling player protests.

The response came on the heels of a video of Black NFL players saying, “What if I was George Floyd?” and asking the league to listen to its players.

Goodell’s video was introduced on NFL’s Twitter account with this statement:

“We, the NFL, condemn racism and the systematic oppression of Black People. We, the NFL, admit we were wrong for not listening to NFL players earlier and encourage all to speak out and peacefully protest. We, the NFL, believe Black Lives Matter.”

Skeptics wonder what will change in the league. Jim Litke, an Associated Press sports writer notes the lack of diversity within the NFL: “Three-quarters of the players are people of color, but just four head coaches, two general managers, and one owner, Shad Khan of the Jacksonville Jaguars, are.” Litke also points to Goodell’s shaky record of handling other “big issues,” like player concussions and domestic violence.

To that last point, this isn’t the first time Goodell apologized publicly. With a different delivery style, in a 2014 video, he said, “I got it wrong” after four players were temporarily benched for domestic violence incidents.

Discussion:

• Analyze Goodell’s video message: primary and secondary audiences, communication objectives, content, organization, etc.

• Compare this video to Goodell’s 2014 video. What differences do you notice in the delivery style? How do you explain Goodell’s strategic choices?

• What’s your view of the latest apology: genuine, placating, or something else?

• On face value, what leadership character dimensions does Goodell demonstrate? Which dimensions could Goodell display more strongly or directly?

Facebook Responds to Employee Protests

Facebook is in a bind after Twitter’s decision to post qualifiers above President Trump’s recent tweets. CEO Mark Zuckerberg has made his position clear—Facebook won’t censor the president’s or others’ posts—but his employees are protesting the decision.

On his Facebook page, Zuckerberg posted his response, including his difficult decision:

“I've been struggling with how to respond to the President's tweets and posts all day. Personally, I have a visceral negative reaction to this kind of divisive and inflammatory rhetoric. This moment calls for unity and calmness, and we need empathy for the people and communities who are hurting. We need to come together as a country to pursue justice and break this cycle.

“But I'm responsible for reacting not just in my personal capacity but as the leader of an institution committed to free expression. I know many people are upset that we've left the President's posts up, but our position is that we should enable as much expression as possible unless it will cause imminent risk of specific harms or dangers spelled out in clear policies.”

Separately, Zuckerberg acknowledged employees’ right to disagree:

"We recognize the pain many of our people are feeling right now, especially our Black community. We encourage employees to speak openly when they disagree with leadership. As we face additional difficult decisions around content ahead, we'll continue seeking their honest feedback.”

Image source.

Discussion:

• What are the arguments for and against Zuckerberg changing his position because of employee protests?

• How well is Zuckerberg communicating during this time. Read posts about the pandemic, remote work, the killing of George Floyd, etc.

Atlanta Mayor Speaks to Protests

Atlanta Mayor Keisha Lance Bottoms delivered a speech from the heart and from her experience. Mayor Bottoms speaks from her experience as an African-American mother and implores people to protest peacefully.

Discussion:

• Analyze the mayor’s speech: audience, communication objectives, organization, tone, delivery style, and so on. What works well, and what could be improved?

• In what ways does this speech demonstrate authenticity? How does the mayor’s identity play a role in her message and her delivery?

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?

A Leader Example in My Book Is Charged With Conspiracy

I was sad to see that Paul Kruse, former CEO of Blue Bell Creamery, has been charged with covering up the listeria breakout in 2015. In my book, Building Leadership Character, Kruse is a positive example of a leader who demonstrates vulnerability. His 2016 video announcing employee layoffs after the breakout was emotional and authentic.

Prosecutors say that Kruse delayed recalling tainted products, instructed employees to tell customers that product delays were caused by mechanical problems, and failed to take other appropriate action.

Blue Bell agreed to pay $19.5 million to the Department of Justice and posted a statement on its website, which focuses more on the future than on the past.

Discussion:

• Can you reconcile both perspectives of Kruse as a leader? Could he be someone who covers up listeria and someone who gets emotional when talking about employee layoffs?

• Assess the company’s statement. Who are the audiences, and what are the communication objectives?

Airbnb Layoff Message

Airbnb Co-Founder and CEO Brian Chesky wrote to employees to announce layoffs. Ask we see more and more, the company posted the message publicly on its blog, knowing it would likely go viral anyway.

In his message, Chesky announces the decision to lay off about 25% of the workforce as part of their more targeted business strategy. Airbnb is reducing investments in some services to focus on its core business.

Although he sends a mass email, Chesky tailors the last part to different groups:

To those of you staying, 

One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.

To those leaving Airbnb, 

I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.

Brian

Image source.

Discussion:

• What’s your view of the message? Consider the audiences and objective.

• It’s quite long. Is it too long or just right?

• I wish that people who were staying in their current role could get a message too. It’s unclear whether that’s planned—only that they “will not receive a calendar invite.” Your thoughts?

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?

What Not to Say

An article posted on Medium, “11 Things Socially Aware People Don’t Say,” offers good advice during this crisis—and for other times. Michael Thompson suggests avoiding the following: “I told you so,” “I know how you feel,” “Good luck with that,” “It’s not my fault,” “It’s all in your head,” “That was stupid,” “You always/You never,” “Everything happens for a reason,” “As I said before,” and “With all due respect.”

I would add one: “Frankly” or “Honestly.” When people introduce a statement this way, I find myself disbelieving them and questioning what they say typically. Without the preface, I’ll assume you’re speaking frankly and honestly.

Image source.

Discussion:

• Many of these phrases have a positive or harmless intent, but how could the impact be harmful?

• What could you say instead of these expressions?

• What would you add to this list?

Governor Cuomo's Leadership

A Wall Street Journal article analyzes NY Governor Cuomo’s leadership during the coronavirus pandemic. Crisis communication experts conclude that, although he’s not a naturally gifted orator, he is doing what the public needs now.

People appreciate the governor’s focus on facts and his direct style as well as his discussions of emotion and his brother’s illness, which “humanize” him.

The article sites Cuomo’s current popularity: “Gov. Andrew Cuomo’s job-performance rating soared in March to its highest level ever, according to a poll conducted by the Siena College Research Institute.”

Performer Randy Rainbow produced a funny video, “ANDY!” to the tune of “Sandy” from the musical Grease about his appreciation.  

Discussion:

• Read the article for other conclusions about the governor’s leadership style. With which ideas do you agree and disagree?

• What other examples have you seen of people stepping up when the situation required them to be leaders? How did they do?

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?

FreshDirect Message

FreshDirect CEO David McInerney sent a message to all company “team members, suppliers, and customers.” Primarily, the purpose is to express gratitude. Assess the message, particularly in light of the Fast Company article about brands sending too many emails.

Dear FreshDirect Team Members, Suppliers, and Customers,

In the past few weeks, our community has come together in an extraordinary way as we navigate this ‘new normal’ of everyday life for the foreseeable future. Our team members, our suppliers, and our customers are all part of this evolving conversation so I thought it appropriate to address everyone together.

Thank you, first and foremost, to our remarkable FreshDirect employees who are receiving, preparing, packing and delivering food during this extremely challenging time, and working around the clock to serve even more customers. Your dedication and perseverance is inspiring, and I’m privileged and proud to be on your team. You are true heroes.

Thank you to all of our suppliers, particularly our food suppliers on farms, boats and ranches, who, even with their own challenges, tell us that they will stop at nothing to not let us down. Grocers are now being called heroes, but know that we consider all of you heroes as well – boots on the ground, ensuring that the quality food that you grow continues to roll.

Thank you to our loyal customers, for trusting us to serve you and your family during this unimaginable time, and for continually asking about our team members, sharing encouragement and appreciation for all they are doing to provide food. The shift of virtually all food consumption into the home has strained the entire food industry, and we are all working tirelessly to address the resulting shortage in time slots.

Together, as a community, we are going to be doing even more to help others.

In just the last 10 days, the FreshDirect customer community has donated over $75,000 to the NY Common Pantry, an organization that for years has been helping others and now needs a helping hand. The FreshDirect employee community continues to support them as well, by packing and delivering thousands of boxes every week.

And this week, we are launching a new public/private partnership with the five NYC Borough Presidents, which we’ve dubbed Operation 5 Borough Food Drive. Starting Tuesday, the FreshDirect team will be donating and packing 2,000 boxes of food staples each weekday. These boxes will be delivered at the direction of each Borough President to those in need, free of charge, thanks to the generosity of our suppliers.

Thank you, and stay healthy and strong.

David

Image source.

Discussion:

• Analyze the message: the audiences, communication objectives, and so on.

• What works well, and what could be improved?

• How do you assess the message, given criticism of the Fast Company article?

Starbucks Communication

The Starbucks website has been updated regularly with news about the company’s response to COVID-19. Near the top of the page is a link to “At-a-glance: What customers need to know about Starbucks response to COVID-19.”

The big news is that stores will offer only drive-thru service for the next two weeks. In a letter to Starbucks partners (employees), the company promised 30 days of pay whether they work or not.

Discussion:

• Analyze both the public website and the letter to partners. Describe the audiences and communication objectives of each.

• What organizational structure is used for these bad-news messages?

• What does Starbucks do well in its communications? How can communications be improved?

• How well does the company balance emotional appeal and logical arguments?

• In this post, you see “Starbucks response” on the company’s website and “Starbucks partners” in my text. Neither has an apostrophe. Is that correct?

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?

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?