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.

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.

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.

Victoria's Secret Admits "Toxic Culture"

A song has challenged Victoria’s Secret in a way I haven’t seen since “United Breaks Guitars.” Already struggling because of changing customer preferences, a Hulu documentary, and leadership ties to Jeffrey Epstein, the brand responded to try to repair its reputation.

Jax wrote the song for the girl she babysits, and now it’s 50 on Billboard’s Hot 100 songs. Viewed more than 30 million times, “Victoria’s Secret” speaks to young people about unrealistic body images. Jax demonstrates vulnerability by talking about her own struggles, including how she “stopped eating.” She wrote lyrics the company couldn’t ignore: “I know Victoria's secret / And girl, you wouldn't believe / She's an old man who lives in Ohio / Making money off of girls like me.”

The company responded with two statements. The first, an Instagram post, is a clever handwritten note from the CEO, complimenting the song and promising to do better. The second, below, is a spokesperson’s statement, which illustrates a classic crisis communication strategy: distancing yourself from the issue. Referring to the past, the writer remind us how far Victoria’s Secret has come. In my view, the company demonstrates some accountability but could offer more compassion.

For her part, Jax demonstrates integrity in her video response. She focuses on her intent, which wasn’t to “take down a brand,” and she invites others to share their stories.

We’ll see how Victoria’s Secret fares in the end. Some believe the brand hasn’t changed enough or took too long to be more inclusive of different body types. Regardless, the situation and response are good crisis communication and character examples.


At Victoria's Secret, we make no excuses for the past. We know the old VS lost touch with many people, projected a damaging standard of beauty, and perpetuated a toxic culture.

Today, we are proud to be a different company, with a new leadership team and mission to welcome, celebrate, and champion all women. We have made much progress, but recognize this transformation is a journey, and our work continues to become the Victoria’s Secret our customers and associates deserve — where everyone feels seen, respected, and valued.

We’re always open to engage with those looking to share feedback as we continue our transformation.



Should Students Change Their Names for the Job Search?

A new working paper confirms and expands what we know about discrimination in the job search. Applicants with names that are difficult to pronounce are less likely to be called for interviews and may suffer career loss down the road. The researchers describe related studies about racial bias: within minority groups, which already face discrimination, those with less “fluent or familiar-sounding names” are 50% less likely than those with “white” names to get called for an interview.

Students make difficult decisions about whether to change their names or “whiten” their resumes in other ways. In Chapter 13 of Business Communication and Character (11e), we explore the advantages, such as more callbacks for jobs, and the disadvantages. Understandably, students may want to keep their given name, which they feel is an important part of their identity. They also may resist because of moral reasons or because of concerns that, even if they get the job, they might not feel as tough they belong. Chalice Randazzo’s Business and Professional Communication Quarterly article, “A Framework for Résumé Decisions: Comparing Applicants’ and Employers’ Reasons,” offers useful guidance for all resume decisions.

Of course, the real onus is on employers to reduce bias by changing attitudes and hiring practices, for example, with blind hiring. In the meantime, students bear the brunt of a discriminatory system.

Image source.

Uber's Response to Hack

What sounds like a major security breach is getting minimal response from Uber so far. A hacker, possibly 18 years old, apparently posed as a colleague to get IT access through an employee. An embarrassment to the company, the breach could include “full access to the cloud-based systems where Uber stores sensitive customer and financial data.” But Uber communications are trying to minimize the impact.

Three days after the breach, the only message I can find is a “Security Update,” copied below, on Uber’s Newsroom page. Company leaders are likely scrambling to lock down and protect information, but more communication is important. Criticism is harsh because of how easily the hacker appears to have duped an employee through social engineering and because of the unfortunate timing: Uber’s former chief security officer is currently on trial for paying hackers $100,000 to avoid disclosing a breach back in 2016.

The communication and situation are challenging, but people are watching and waiting, as we see in these tweets. This situation raises issues of several character dimensions, for example, accountability, humility, integrity, and courage. With more transparency, the company might be less vulnerable now, not more, as the leaders might fear.


September 16, 10:30am PT

While our investigation and response efforts are ongoing, here is a further update on yesterday’s incident:

  • We have no evidence that the incident involved access to sensitive user data (like trip history).

  • All of our services including Uber, Uber Eats, Uber Freight, and the Uber Driver app are operational.

  • As we shared yesterday, we have notified law enforcement.

  • Internal software tools that we took down as a precaution yesterday are coming back online this morning.

September 15, 6:25pm PT

We are currently responding to a cybersecurity incident. We are in touch with law enforcement and will post additional updates here as they become available.

Patagonia Letter with Indirect Structure

Using an indirect structure, Patagonia founder Yvon Chouinard wrote an open letter to explain his decision to transfer company ownership to two trusts. One trust is controlled by the family and another, which will have 98% of the stock, is controlled by Holdfast Collective, an organization dedicated to the environment. With these entities, Yvon Chouinard maintains control of the company but donates all profits not reinvested in the company.

Chouinard’s letter illustrates a positive message and demonstrates character, particularly compassion, humility, and integrity. Although the move could be viewed as a marketing ploy, Patagonia’s leadership has a history of taking ethical stances despite the impact on profits; for example, the company has donated 1% of all sales and 100% of sales on Black Friday.

The letter does not follow typical business communication principles, particularly, putting main points up front. Chouinard starts with his personal view, explains options he considered, and then describes the new ownership arrangement. Business communication students can analyze whether this structure works, given the purpose and audience. My view is that it generally works. The letter is short and emphasizes emotional appeal rather than logical argument. If this were written to employees, they might read the beginning and worry about their future. But the audience is the public, who probably already heard the news, so the letter serves more as an explanation than an announcement.

Columbia’s Ranking, Data, and Communication Issues

The news of Columbia University’s tumble in college rankings from 2 to 18 offers business communication lessons for reporting data—and for persuasive arguments. In February 2022, Professor of Mathematics Michael Thaddeus identified discrepancies in how the Columbia reported data for U.S. News’s annual list. His analysis resulted in a persuasive argument with the following main points summarized in the introduction:

In sections 2 through 5, we examine some of the numerical data on students and faculty reported by Columbia to U.S. News—undergraduate class size, percentage of faculty with terminal degrees, percentage of faculty who are full-time, and student-faculty ratio—and compare them with figures computed by other means, drawing on information made public by Columbia elsewhere. In each case, we find discrepancies, sometimes quite large, and always in Columbia’s favor, between the two sets of figures.

In section 6, we consider the financial data underpinning the U.S. News Financial Resources subscore. It is largely based on instructional expenditures, but, as we show, Columbia’s stated instructional expenditures are implausibly large and include a substantial portion of the $1.2 billion that its medical center spends annually on patient care.

Finally, in section 7, we turn to graduation rates and the other “outcome measures” which account for more than one-third of the overall U.S. News ranking. We show that Columbia’s performance on some, perhaps even most, of these measures would plunge if its many transfer students were included.

New reports about Columbia’s fall credit Thaddeus’s analysis. The argument serves as an excellent example for our students, who might also explore their own views about the college rankings. In addition to data integrity, Thaddeus questions the value of these rankings and the influence they have on students’ college choice.

Students can also analyze the university’s response. In a statement posted on September 9, Provost Mary Boyce admitted, “we had previously relied on outdated and/or incorrect methodologies.” She also expressed “regret”:

The Columbia undergraduate experience is and always has been centered around small classes taught by highly accomplished faculty. That fact is unchanged. But anything less than complete accuracy in the data that we report—regardless of the size or the reason—is inconsistent with the standards of excellence to which Columbia holds itself. We deeply regret the deficiencies in our prior reporting and are committed to doing better.

The statement is more about future plans, for example, participating in the Common Data Set initiative, than about acknowledging wrongdoing. A fuller apology, including the impact of the inaccuracies and posted earlier than just days before rankings were published, would have demonstrated more humility and integrity.

New McKinsey Report with Charts

Business Communication and Character always includes a McKinsey report as a positive example, and the latest report about attrition and hiring doesn’t disappoint. Posted on the website without a fee, the report starts with a clear heading:

People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs.

Main points are interspersed throughout the report in blue text, and descriptive headings with background images provide clear section divisions. The report is logical and easy to read, starting with the reasons for “The Great Renegotiation” or “The Great Attrition” (renamed from the “The Great Resignation” in previous news reports). Next, readers learn about “five personas”—types of workers and how to target each for employment.

As I always enjoy in McKinsey reports, the charts are clear, visually appealing, and varied. This report uses a simple color scheme and charts as they should be used: to interpret data and provide a lot of information at-a-glance.

Overall, this is a good example for our business communication students to follow.

Bed Bath & Beyond Statement About CFO Suicide

A leader’s death by suicide is particularly difficult to communicate. Bed Bath & Beyond, with an interim CEO and already suffering from declining sales, profits, and stock price (despite a temporary run-up by Reddit), faced news of the CFO’s dramatic death. Sadly, Gustavo Arnal jumped from his apartment building in Manhattan two days after an investor presentation about the company’s strategy to further cut jobs and close stores. Hired two years ago, Arnal was recently accused, with another executive, of artificially inflating the stock price before selling about $1.4 million worth of shares, which was pre-planned.

What is appropriate to say in such a situation? News articles took one sentence from the company’s statement: “The entire Bed Bath & Beyond Inc. organization is profoundly saddened by this shocking loss.” The entire statement is below and does what it needs to do: express condolences and respect to his family and recognize his career and his value to the company.

As a bad-news message, the main point is right up front. Appropriately, the writers demonstrate compassion and integrity: the statement does not mention the cause of death or the pending litigation.

UPDATE: A Wall Street Journal article describes the incredible stress that Arnal was under, working 18-hour days. Before the long weekend, he had requested a break, which was in discussion.

Bed Bath & Beyond Inc. Mourns the Loss of Executive Vice President and Chief Financial Officer, Gustavo Arnal

UNION, N.J., Sept. 4, 2022 /PRNewswire/ -- Bed Bath & Beyond Inc. (NASDAQ: BBBY) today announced that Gustavo Arnal, Executive Vice President and Chief Financial Officer of the Company, passed away on September 2, 2022. The entire Bed Bath & Beyond Inc. organization is profoundly saddened by this shocking loss.

"I wish to extend our sincerest condolences to Gustavo's family. Gustavo will be remembered by all he worked with for his leadership, talent and stewardship of our Company. I am proud to have been his colleague, and he will be truly missed by all of us at Bed Bath & Beyond and everyone who had the pleasure of knowing him," said Harriet Edelman, Independent Chair of the Bed Bath & Beyond Inc. Board of Directors. "Our focus is on supporting his family and his team and our thoughts are with them during this sad and difficult time. Please join us in respecting the family's privacy."

Mr. Arnal joined Bed Bath & Beyond Inc. in May 2020 following a distinguished global career in finance at Avon, Walgreens Boots Alliance, and Procter & Gamble. At Bed Bath & Beyond Inc., Mr. Arnal was instrumental in guiding the organization throughout the coronavirus pandemic, transforming the Company's financial foundation and building a strong and talented team. He was also an esteemed colleague in the financial community.

Image source.

RadioShack Takes Risks in New Ad Campaign

RadioShack launched a new advertising campaign that includes sexual and other questionable references. The situation is an interesting example of persuasive communication—catchy and potentially offensive.

A Wall Street Journal article describes franchisees’ mixed reactions to the approach as well as the company’s new cryptocurrency exchange platform. As the majority franchisee, Bob Wilke, president of HobbyTown Unlimited complained, “This is so damaging to their integrity, and the reputation of the brand. We just do not want to be associated with that type of marketing.”

The company follows a sad story line, with 8,000 at its prime in 1999, filing for bankruptcy in 2015 and 2017, getting acquired, and limping along with 110 stores today. Looking at RadioShack’s history, we do see a different picture from the current marketing. This Business Insider article chronicles ads from the company’s inception in 1921, when products were sold primarily through catalogs.

Abel Czupor, the new marketing head, responded to the controversy: “Every company that has lovers also has haters, but that just means that marketing is working. And I would rather have lovers and haters than not having anyone that knows about the brand.” Edgy marketing attracts attention, but it’s not always positive. Business communication students can analyze the company’s roots and progression to decide whether the current strategy might work or only drag the brand further down.

This Week’s Charts

A Wall Street Journal article includes a few simple data slides about people losing and finding jobs. The first line chart, shown here, is a good example of an at-a-glance picture of the employment rebound. The second chart, below, takes a bit longer to digest but provides more information. Both do what graphics should do: illustrate relationships of data to provide insights.

This Bloomberg image about SoftBank’s “epic losses” made me smile. I used the bank’s vague, data-less graphics as examples in Chapter 9 of Business Communication and Character. But in those SoftBank slides, one of which is below, the arrows pointed up, showing the bank’s overly optimistic view of WeWork.

Google Employee Petition

Google employees are petitioning for the company to stop collecting abortion-related data. The concern comes after Roe v. Wade was overturned, which could put women who search for abortion services in jeopardy.

Launched in January 2021, Alphabet Workers' Union is driving the petition, now signed by more than 650 employees. The group is asking Google to refrain from turning data about searches and illegal abortions over to authorities, as Facebook did; to omit “misleading ‘pregnancy crisis centers’” in search results, including maps, which often lead to anti-abortion centers; to stop donations and lobbying entirely; and more.

As tech employee activism becomes more prevalent, employees feel more empowered to demonstrate courage. I don’t see the entire petition, but I wonder whether employees are asking for too much, particularly an end to all lobbying and political donations. A more focused, realistic request of actions that show the company’s leadership among tech companies could be more effective.

Although the petition was sent to CEO Sundar Pichai and other executives on Monday, the group hadn’t received a response by Thursday. Company leaders are called on to demonstrate integrity—transparency in communication and consistency with company principles. This is also an opportunity to lead with humility and to show a willingness to be vulnerable because this is a highly sensitive issue with no clear answers. Although a difficult situation to address, leaders must respond, particularly before the story becomes about the lack of response.

Calm App Layoff Email

Even meditation apps get bad news. Although the Calm app grew quickly during the COVID lockdowns, the company is now laying off 90 of its 400 employees—more than 20%.

I can’t find the full email online, but the Wall Street Journal posted these quotes:

Regrettably, today we are reducing our overall workforce by 20%. While some of you will be impacted, all of you will be affected. I can assure you that this was not an easy decision, but it is especially difficult for a company like ours whose mission is focused on workplace mental health and wellness.

“We did not come to this decision lightly, but are confident that these changes will help us prioritize the future, focus on growth and become a more efficient organization.”

The article also describe what’s missing:

Mr. Ko’s memo didn’t elaborate on the reasons for the layoffs but promised employees “a more in-depth discussion on the future of the business” at an all-hands meeting scheduled for Friday. A Calm spokeswoman declined to make Mr. Ko available for an interview.

Typically, layoff memos explain reasons, which we know helps employees understand and accept bad news, as I describe in Chapter 8 of Business Communication and Character. More transparency and accountability might be useful.

Maybe Ko doesn’t want the reasons publicized, knowing that the email would be circulated. I also wonder whether the reasons are dire, and despite having a $2billion valuation, the company doesn’t yet have a solid plan for regrowth.


Quiet Quitting and Communication

I wonder whether “quiet quitting” is a communication cop out. TikToker @zkchillin describes the term as “quitting the idea of going above and beyond at work.” He explains, “You’re still performing your duties, but you’re no longer subscribing to the hustle culture mentality that work has to be your life. The reality is, it’s not.”

This sounds like having a work-life balance, and I’m all for it. But the hyperbolic language (and alliteration) makes me curious about how this decision gets communicated. In professional jobs, position descriptions are flexible documents, with the last bullet typically, “other duties as assigned.” How do employees decline responsibilities, particularly tasks they were expected to—and had been willing to—perform in the past?

If an employee feels overburdened, it’s their responsibility to raise concerns over time. That takes courage and integrity and is a more mature and direct strategy than what sounds like passive-aggressively not doing work. Without that conversation, when output is compared to previous work, the employee will appear to be slacking even if they are meeting job responsibilities.

What is the impact on others? If tasks are openly renegotiated, then a team could work more efficiently. Instead, “quiet quitting” misses this opportunity and implies that some work might get tossed to other team members.

I also wonder how long this strategy will last if layoffs become more prevalent in a down economy. Employees have the upper hand now, but that won’t always be the case.

Amazon + iRobot Press Release

Amazon’s news release announcing the iRobot acquisition is as simple as they come. As a neutral/positive message, the news is right up front and focuses on the benefits to customers of using the Roomba product.

The statement says that the companies “have entered into a definitive merger agreement under which Amazon will acquire iRobot,” but acquisition seems more accurate than merger. The typical quotes from company leaders express enthusiasm on both sides. Then, company information sections and legal boilerplate dwarf the news.

As usual, what’s most interesting is unsaid. Roomba will help Amazon expand its Astro robot, which has had limited success. The day of the announcement, iRobot, struggling with declining sales and delayed orders, laid off 10% of the workforce. The acquisition faces anti-trust questions and privacy concerns. As the head of a consumer advocacy group said, “It's about the company gaining still more intimate details of our lives to gain unfair market advantage and sell us more stuff." Of course, all that is missing from the company statement.

CEOs’ Direct Talk

A Wall Street Journal article this week, “CEOs Ditch the Warm Talk as Economy Shows Signs That ‘Winter’s Coming,’” provides several examples of leaders’ direct communication. When we analyze bad-news messages in business communication, we consider the organizational strategy and, more important. tone and content choices. The current wave is for CEOs to warn employees about layoffs and prepare them for tough times ahead.

Some CEOs use this direct strategy to manipulate employees to return to offices, but others are demonstrating integrity. A CEO who asks employees to “do more with less” is being transparent. Employees may be motivated by this type of talk—either to work harder and cut costs or to leave the company. If employees leave, the CEO might be OK with that, hoping to reduce headcount or hire new workers who are more productive and have different skills.

Although the article title refers to declining “warm talk,” I would argue that the talk is compassionate—honestly preparing employees so they can make decisions about how and whether they want to continue working for the company.

Images source.

Honest Email Auto-Responses

The New York Times published a series of automated email responses that let senders know why the receiver will take a while to reply or will not replay at all. Each explains a mental-health reason, for example, vacationing or recovering from a miscarriage. Some are funny, like this one:

Thanks for your email—but unfortunately, I’m rocking in a corner somewhere trying to find my inner peace. As soon as I’ve found it, I’ll be back at work, so please bear with me.

Alain Sobol, Sharm el-Sheikh, Egypt

Generally, I like the idea. The responses are honest and demonstrate integrity, vulnerability, and authenticity. A few of the examples might be “TMI” (too much information), but that’s for each receiver to decide.

Students can draft their own responses, but I’ll add a word of caution: these shouldn’t be overused. How much senders will tolerate depends on the situation and relationship. If an email is important, the sender needs alternatives, which I don’t see in the NYT examples. A time estimate or someone else to contact would be appreciated.

Image source.

Data Visualizations with Pop-Up Text

An NBC data visualization packs in a lot of data at-a-glance. With a simple table format and color, the graphic shows inflation for items over time. The chart is a good example of an alternative to the boring line and column or bar chart.

Later in the article, NBC does include two line charts, which work fine for more simple data—trends of single variables over time. But inflation is complicated, driven by key sectors, which this graphic illustrates.

The pop-up (hover over) text makes it easy to zoom into the data and add interactivity to graphics. Pop-up text functionality has been available in PowerPoint and Excel for years, and it’s easy to use. This feature add layers to data visualizations and can be effective for slide decks that people read on their own or for presenters to highlight important data points.

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.