Problems with Medical Jargon

A new study identified specific phrases that patients would likely misunderstand from their healthcare provider. Students probably know that medical jargon causes problems, and they might be interested in analyzing their own provider’s communication.

The survey asked respondents to interpret these phrases, listed in the article supplement. In most cases, respondents were asked whether the news is good or bad. I can see how some could go either way. What does progressive, unremarkable, or impressive mean in a medical diagnosis? We could consider this issue a problem with humility in the medical profession.

Understanding didn’t improve with either age or education. In the demographic section, survey authors did provide non-binary options for gender: female, male, non-binary, other. A related article this week describes data scientists’ challenges when asking about gender. Although researchers found no significant differences in this study, in other studies, gender matters greatly, and students should consider this question carefully in their own primary research.

Disney Comms About Ousted CEO

Students might enjoy comparing internal and external messages from Disney about Bob Iger’s return just 11 months after his retirement. Lagging investor confidence and profits ended the current CEO’s short tenure in the position, which the board skirts in the press release.

As we might expect, the public statement includes typical quotes from the incoming leader (Iger) and board chair. Missing are comments from the outgoing CEO, Bob Chapek, although the chair thanks him “for his service to Disney over his long career, including navigating the company through the unprecedented challenges of the pandemic.” Iger is positioned as “uniquely situated to lead the Company through this pivotal period.” Here’s Iger’s quote for the release:

“I am extremely optimistic for the future of this great company and thrilled to be asked by the Board to return as its CEO,” Mr. Iger said. “Disney and its incomparable brands and franchises hold a special place in the hearts of so many people around the globe—most especially in the hearts of our employees, whose dedication to this company and its mission is an inspiration. I am deeply honored to be asked to again lead this remarkable team, with a clear mission focused on creative excellence to inspire generations through unrivaled, bold storytelling.”

In an email to employees, below, Iger mentions “gratitude and humility” and focuses on his audience—”cast members” who have probably struggled in many ways during the past couple of years. He says nothing about Chapek, but really, what is there to say? It might just sound false.


Dear Fellow Employees and Cast Members,

It is with an incredible sense of gratitude and humility—and, I must admit, a bit of amazement—that I write to you this evening with the news that I am returning to The Walt Disney Company as Chief Executive Officer.

When I look at the creative success of our teams across our Studios, Disney General Entertainment, ESPN and International, the rapid growth of our streaming services, the phenomenal reimagining and rebound of our Parks, the continued great work of ABC News, and so many other achievements across our businesses, I am in awe of your accomplishments and I am excited to embark with you on many new endeavors.

I know this company has asked so much of you during the past three years, and these times certainly remain quite challenging, but as you have heard me say before, I am an optimist, and if I learned one thing from my years at Disney, it is that even in the face of uncertainty—perhaps especially in the face of uncertainty—our employees and Cast Members achieve the impossible.

You will be hearing more from me and your leaders tomorrow and in the weeks ahead. In the meantime, allow me to express my deep gratitude for all that you do. Disney holds a special place in the hearts of people around the globe thanks to you, and your dedication to this company and its mission to bring joy to people through great storytelling is an inspiration to me every single day.

Bob Iger

Image source.

Musk's Ultimatum Email

Elon Musk continues to spread love and joy across his new company. The latest missive is an email asking employees to “click yes” to affirm that they still want to be part of Twitter, which he describes as “hardcore” and requiring “working long hours at high intensity.” Apparently, hundreds of employees refused and opted for three months of severance pay instead.

I see this email as an embarrassment, but I’m guessing that Musk doesn’t care or feels proud of it. He must have known that the message, like all of his, would be made public. How funny to read this in light of all the “quiet quitting” news, although I suspect that that wave has passed since the massive tech layoffs started. Still, no one wants to work for a jerk.

The email is a good example for students to analyze for tone and character. Of course, some students will defend Musk who, for them, can do no wrong.

From: Elon Musk

To: Team [at Twitter]

Subj. A Fork in the Road

Date: Nov. 16, 2022 [time stamp removed]

Going forward, to build a breakthrough Twitter 2.0 and succeed in an increasingly competitive world, we will need to be extremely hardcore. This will mean working long hours at high intensity. Only exceptional performance will constitute a passing grade.

Twitter will also be much more engineering-driven. Design and product management will still be very important and report to me, but those writing great code will constitute the majority of our team and have the greatest sway.

At its heart, Twitter is a software and servers company, so l think this makes sense.

If you are sure that you want to be part of the new Twitter, please click yes on the link below:

[Link removed]

Anyone who has not done so by 5pm ET tomorrow (Thursday) will receive three months of severance.

Whatever decision you make, thank you for your efforts to make Twitter successful.

Elon


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.

Meta's Well-Timed Layoff Message

How clever for Meta to announce 11,000 layoffs as we watch the news for election results. Still, the news ranked highly, with a big headline on the WSJ home page.

Unlike Elon Musk’s curt email to Twitter employees last week, Mark Zuckerberg’s note is longer and posted publicly, which is smart since it would likely hit the press anyway. He follows business communication guidelines by placing the main point up front, and he demonstrates accountability and compassion in the introduction:

I want to take accountability for these decisions and for how we got here. I know this is tough for everyone, and I’m especially sorry to those impacted.

His explanation of what went wrong also demonstrates accountability—and humility: “I got this wrong, and I take responsibility for that.”

Zuckerberg describes severance and other benefits in bullets, and he expresses optimism in the future. Employees will question whether they’re affected, but I’m not sure he can say anything differently in the message because cuts are across the board. Still, people might appreciate a bit more information about how decisions were made.

People must be on edge. Zuckerberg wrote, “Everyone will get an email soon letting you know what this layoff means for you.” How soon? He also offers the chance to “speak with someone to get their questions answered and join information sessions.” The goal seems to be communication by email and mass meetings. In-person meetings are best for delivering bad news, but given remote work and scale, this method is probably the only practical way to go

Twitter Layoff Messages

Perhaps the best example of a bad-news message is a layoff memo (below), and Elon Musk’s Twitter email doesn’t disappoint. Just days after the purchase went through and after a deafening silence, the new CEO sent a short message confirming what employees expected.

The email is classic Musk: direct and decisive, without a lot of compassion. He makes the news extra painful by expressing his distrust: cutting people off from offices and systems and reminding people not to share confidential information (which at least one person did by sharing the internal email).

Layoff messages are typically softer, with more specific reasons for the decision, a rationale for who goes and who stays, more gratitude to those leaving, more information about what people can expect, and more optimism about the future of the company. They are also a chance for leaders to demonstrate their own humility and vulnerability. But that’s not Elon Musk. (That describes Brian Chesky, whose Airbnb layoff message—posted publicly—is still one of my favorites.)

The actual layoffs the next day didn’t go much better. “Confusion” prevailed as 50% were laid off, some losing access in the middle of meetings. Now Musk is left with what he called a “massive drop in revenue” and class-action lawsuits from employees.



Team,

In an effort to place Twitter on a healthy path, we will go through the difficult process of reducing our global workforce on Friday. We recognize that this will impact a number of individuals who have made valuable contributions to Twitter, but this action is unfortunately necessary to ensure the company's success moving forward.

Given the nature of our distributed workforce and our desire to inform impacted individuals as quickly as possible, communications for this process will take place via email. By 9AM PST on Friday Nov. 4th, everyone will receive an individual email with the subject line: Your Role at Twitter. Please check your email, including your spam folder.

If your employment is not impacted, you will receive a notification via your Twitter email. 

If your employment is impacted, you will receive a notification with next steps via your personal email.

If you do not receive an email from twitter-hr@ by 5PM PST on Friday Nov. 4th, please email xxxxxxxx.

To help ensure the safety of each employee as well as Twitter systems and customer data, our offices will be temporarily closed and all badge access will be suspended. If you are in an office or on your way to an office, please return home.

We acknowledge this is an incredibly challenging experience to go through, whether or not you are impacted. Thank you for continuing to adhere to Twitter policies that prohibit you from discussing confidential company information on social media, with the press or elsewhere.

We are grateful for your contributions to Twitter and for your patience as we move through this process.

Thank you.

Image source.

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.

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.

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.

Robinhood Layoff Message

Robinhood attracted retail investors during the pandemic but is facing losses as users leave the platform. In Business Communication and Character, I criticized Robinhood’s aggressive marketing tactics to lure inexperienced investors. Now, the company is doing its second round of layoffs: 9% of staff in April and another 23% in August. Lucky for us, the message to staff is posted on the Robinhood blog—a smart move because notes like are typically leaked, anyway.

Overall, CEO Vlad Tenev’s message meets criteria for bad-news communications. The main point is upfront, as I suggest for layoff messages because employees should know the news already. According to this message, they do: Tenev refers to All-Hands meetings before and after the written message. We get the sense that internal communication has been ongoing and that decisions have been transparent.

The message tells employees what’s next and that they will hear the news quickly: “Everyone will receive an email and a Slack message with your status—with resources and support if you are leaving. We’re sending everyone a message immediately after this meeting so you don’t have to wait for clarity.” The better approach would be individual, in-person (or Zoom) meetings, but this isn’t always practical.

Tenev described part of the reasons for the reductions but omitted a recent $30 million fine and increased regulatory pressure. Yet he demonstrated accountability and humility by admitting bad decisions. He wrote, “As CEO, I approved and took responsibility for our ambitious staffing trajectory—this is on me.” In addition, on a press call, Tenev admitted, “The reality is that we over-hired, in particular in some of our support functions.”

Tenev also demonstrated compassion. He sounds human, saying goodbye to people who will leave and encouraging people who will stay, without being too positive, which could be off-putting.

In sum, this isn’t the best layoff message example we have, but it’s certainly not the worst. I would share this with students as a positive example.

Blame Game for United Airlines

United Airlines CEO Scott Kirby apologized for blaming regulators for contributing to the airline’s flight delays. In a memo to employees, COO Jonathan Roitman, who has been removed from his role, indicated that FAA actions caused half of the delays:

“We estimate that over 50% of our delay minutes and 75% of our cancels in the past four months were because of FAA traffic management initiatives—those have been particularly acute in Newark and Florida. These ATC challenges can not only disrupt the schedule, but they also cause us to burn crew time throughout the month.”

The FAA responded by blaming the airline for mismanaging operations during weather conditions. After that, on an earnings call, Kirby said, “I apologized to [Transportation Secretary Pete] Buttigieg because that is not what we intended.”

All this comes after Buttigieg criticized the airlines for cancelling flights and not offering refunds. This is a complicated issue, likely caused by several factors, including staffing issues on both sides. Although Kirby didn’t take full responsibility, he demonstrated some humility and vulnerability in admitting that attacking regulators is not a useful argument, particularly when an internal memo goes public, which is always to be expected.

TikTok Announces Security Officer Change

Following pressure from U.S. lawmakers to increase security, TikTok announced a new Global Chief Security Officer, although the company denies a connection between data concerns and the decision. The company statement is unusual in that it’s written by the outgoing officer, Roland Cloutier. It’s not until the penultimate paragraph of the statement, in a section labeled, “A Message from TikTok CEO Shou Zi Chew and ByteDance VP of Technology Dingkun Hong,” that Kim Albarella is announced as the interim head.

Cloutier will stay on in a “strategic advisory role,” and Albarella’s position is interim, but still, similar leader change announcements tend to have the main voice as the CEO or board chair with quotes from outgoing leaders. This approach could reflect TikTok’s organizational structure—being owned by ByteDance, a Chinese multinational company, which is causing particular alarm about data security.

The announcement is a public post from an internal message to employees, in which case, having Cloutier author the statement may make sense. Still, we read very little about Albarella, and I wonder why that is. Overall, the message focuses much more on past accomplishments than future plans, and Cloutier writes nothing about her at all.

Image source.

New Uber Document Leaks

Internal Uber documents from 2013 - 2017 prove what many have thought about the company under the leadership of founder and former CEO Travis Kalanick. More than 124,000 illustrate how Uber, according to a Guardian article, “louted laws, duped police, exploited violence against drivers and secretly lobbied governments during its aggressive global expansion.” Company executives admitted to acting like “pirates.” One wrote, “We’re just f—ing illegal.”

In Building Leadership Character, I profiled Kalanick’s leadership as a example of failing humility. As a dimension of character, humility is being “rightsized”—believing you’re neither below nor above others. Bragging about skirting the law is an obvious illustration of a lack of humility.

A spokesperson for Kalanick responded to what is called the “Uber files.” The message itself demonstrates failing humility, including an inability to learn from mistakes. (Of course Kalanick may face legal in addition to image challenges.) Instead of taking responsibility, the spokesperson questions the authenticity of the documents and tries to distance Kalanick from them:

In pressing its false agenda that Mr Kalanick directed illegal or improper conduct, the ICIJ [International Consortium of Investigative Journalists] claims to have documents that Mr Kalanick was on or even authored, some of which are almost a decade old.

As a crisis communication strategy, distancing is often effective. Uber employs the same strategy in its statement, for example, “When we say Uber is a different company today, we mean it literally: 90 percent of current Uber employees joined after Dara became CEO.” The company admits mistakes and uses that fact as the impetus for change: “It’s also exactly why Uber hired a new CEO, Dara Khosrowshahi, who was tasked with transforming every aspect of how Uber operates.”

Business communication students can analyze both responses as crisis and persuasive communications. Which is more effective in restoring image?

Image source.

Business Communication and Character Lessons from Jan. 6 Hearings

Not every faculty member will want to talk about the United States House Select Committee hearings about the January 6, 2021, attack on the capitol. At the time, some public school teachers were instructed not to “wade into” the events. But for faculty who are willing to take a degree of risk, the hearings serve as excellent illustrations of business communication principles and leadership character dimensions. Following are a few examples.

BUSINESS COMMUNICATION

Media Choice: The committee chooses different media for different purposes. Students can evaluate why they might have chosen text, interviews, scripts, live or recorded witness testimony, video, etc. and how effective each is for the purpose.

Delivery Style: Committee representatives and witnesses demonstrate a variety of delivery styles. Some are more natural/conversational or scripted than others. What is the impact of William Barr’s use of a profanity (“b—s—”)?

Claims and Evidence: The committee uses a variety of evidence to prove their claims about former President Trump’s role in trying to overturn the election. For example, the fourth hearing describes voting data in Georgia and Arizona. Students could evaluate, for any of the seven claims, which evidence was strongest and weakest. We also see examples of balancing emotional appeal (for example, Ruby Freeman’s and Shaye Moss’s testimony in the fourth hearing), logical arguments (for example, the testimony in the second hearing about laws and constitutional restrictions on former Vice President Pence’s ability to refuse to certify votes), and credibility (for example, the committee shows a link for viewers to see witness bios online). See a summary of evidence here.

Organization: The committee is trying to prove that former President Trump had a seven-part plan (listed below) to overturn the election. The points are written using message titles (or talking headings) and serve as the committee’s claims. At the beginning of each hearing, committee leaders preview the claim and evidence.

Q&A: Although some of the questions are clearly scripted, students can analyze types of questions asked and how witnesses respond. They may find notable differences between recorded and live testimony.

Email Privacy: Once again, we learn the lesson that emails, text messages, and voicemails may be made public during legal investigations; any communication is discoverable.

CHARACTER

Vulnerability: Several witnesses demonstrate vulnerability; they risk emotional exposure in addition to the targeting and harassment they already experienced.

Humility: We see former President Trump’s lack of humility in his unwillingness to accept failure or defeat.

Compassion: Committee members are compassionate when interacting with witnesses, although we see minimal emotion.

Integrity: The committee contrasts integrity of witnesses with that of former President Trump.

Courage: By participating on the committee, Republican members risk backlash from colleagues and constituents; witnesses demonstrate courage by contradicting former President Trump’s claims and, in some cases, his demands.

Accountability: Witnesses stand by their decisions, for example, in refusing to overturn election results.

Authenticity: Some witnesses and committee members come across as more “genuine” than others.


Here are the committee’s main claims:

Trump attempted to convince Americans that significant levels of fraud had stolen the election from him despite knowing that he had, in fact, lost the 2020 election:

1. Trump had knowledge that he lost the 2020 election, but spread misinformation to the American public and made false statements claiming significant voter fraud led to his defeat;

2. Trump planned to remove and replace the Attorney General and Justice Department officials in an effort to force the DOJ to support false allegations of election fraud;

3. Trump pressured Vice President Pence to refuse certified electoral votes in the official count on January 6th, in violation of the U.S. Constitution;

4. Trump pressured state lawmakers and election officials to alter election results in his favor;

5. Trump’s legal team and associates directed Republicans in seven states to produce and send fake "alternate" electoral slates to Congress and the National Archives;

6. Trump summoned and assembled a destructive mob in Washington and sent them to march on the U.S. Capitol; and

7. Trump ignored multiple requests to speak out in real-time against the mob violence, refused to instruct his supporters to disband and failed to take any immediate actions to halt attacks on the Capitol.

"Rainbow Washing" and Burger King Ad

Almost every company seems to have some recognition of Pride Month, a celebration of the LGBTQ+ community during the anniversary of the 1969 Stonewall Uprising in Manhattan. But skeptics complain that June has become a time for “rainbow washing,” which Urban Dictionary defines as “The act of using or adding rainbow colors and/or imagery to advertising, apparel, accessories, landmarks, et cetera, in order to indicate progressive support for LGBTQ equality (and earn consumer credibility)—but with a minimum of effort or pragmatic result. (Akin to ‘green-washing’ with environmental issues and ‘pink-washing’ with breast cancer.)”

Burger King has done worse. To promote a Whopper in Austria, the company’s ad agency suggested selling "two equal buns"—either two tops or two bottoms. Some found the sexual reference funny, but others were offended, particularly because Burger King used the joke only for financial gain. Unlike other brands, the company didn’t include, for example, a donation to an LGBTQ+ organization.

The agency sent an apology to AdAge: “We at Jung von Matt Donau are proud of our queer community within our agency. Unfortunately, we still messed up and didn’t check well enough with community members on different interpretations of the ‘Pride Whopper.’ That’s on us.” The group also said, “we’ve learned our lessons and will include experts on communicating with the LGBTQ community for future work as promoting equal love and equal rights will still be a priority for us.”

The company takes responsibility, but a good apology includes a bit more, for example, an understanding of the impact and reparations or compensation. AdAge didn’t publish the apology in full, but business communication students could rewrite the response to demonstrate more vulnerability, humility, and compassion. In addition, Burger King has remained quiet while the ad agency took all the blame.

Elon Musk's Harsh Emails

Elon Musk wants employees to work in the office, and he doesn’t waste words in getting his message across. In two emails, below, to Tesla and SpaceX employees, Musk requires at least 40 hours of work in a company main office.

First email:

Subject: Remote work is no longer acceptble [sic]

Anyone who wishes to do remote work must be in the office for a minimum (and I mean *minimum*) of 40 hours per week or depart Tesla. This is less than we ask of factory workers.

If there are particularly exceptional contributors for whom this is impossible, I will review and approve those exceptions directly.

Moreover, the “office” must be a main Tesla office, not a remote branch office unrelated to the job duties, for example being responsible for Fremont factory human relations, but having your office be in another state.

Thanks,
Elon

Second email:

Subject: To be super clear

Everyone at Tesla is required to spend a minimum of 40 hours in the office per week. Moreover, the office must be where your actual colleagues are located, not some remote pseudo office. If you don’t show up, we will assume you have resigned.

The more senior you are, the more visible must be your presence. That is why I lived in the factory so much – so that those on the line could see me working alongside them. If I had not done that, Tesla would long ago have gone bankrupt.

There are of course companies that don’t require this, but when was the last time they shipped a great new product? It’s been a while.

Tesla has and will create and actually manufacture the most exciting and meaningful products of any company on Earth. This will not happen by phoning it in.

Thanks,
Elon///

In case it wasn’t clear, Musk tweeted consequences for employees who fail to follow his rules: “They should pretend to work somewhere else.” Musk is known for being demanding and direct. I refer to his emails as “harsh,” but not everyone will agree.

Musk has reasons for his decision, but he doesn’t include them. His strategy is coercion (implied, and then explicit in his tweet). He will get compliance, but I wonder how motivated and satisfied employees will be to work long hours in an office after having the flexibility to work from home.

Image source.

Walmart Apologizes for Commercializing Juneteenth

Walmart is facing backlash for using the Juneteenth holiday to market its products. The new U.S. federal holiday on June 19 commemorates the emancipation of enslaved African-Americans. Walmart took the opportunity to promote clothing, books, and food.

A particularly painful example is a container of red-velvet ice cream showing the Pan-African flag with the text, “Share and celebrate African-American culture, emancipation, and enduring hope.” Twitter users point to a similar ice cream at the Black-owned company Creamalicious. As one Twitter user wrote, “Walmart could have used this opportunity to highlight this brand instead of making a cheap copycat for OUR Independence Day.”

Walmart published a statement to several news organizations:

"Juneteenth holiday marks a commemoration and celebration of freedom and independence. However, we received feedback that a few items caused concern for some of our customers and we sincerely apologize. We are reviewing our assortment and will remove items as appropriate."

Does the statement meet criteria for a “good” apology: express regret, explain what went wrong, acknowledge responsibility, declare repentance, offer reparation, and request forgiveness? I would say only minimally. It does use the word “apologize,” acknowledge what went wrong, and promise to take action, but the statement doesn’t identify why the promotion might “cause concern.” Notice a glaring logical leap between the first and second sentences. Leaders could demonstrate more humility and accountability by explaining how the decision fell short and what damage it caused.

What New Grads Want

A Wall Street Journal article raises questions about how employers communicate jobs and whether new grads are realistic. The survey results of this graduating class are not surprising, for example, that they want to move up quickly. For as long as I remember, young, new hires have expected to advance in an organization as they have advanced through their school years. This study revealed that “40% of respondents want to earn a promotion in their first year on the job,” and the author suggests ways for employers to sell promotion opportunities during the interview process and on its website. But that percentage of students will not advance as quickly as they hope: the organization chart narrows at the top.

Two other results are mildly interesting: that 80% of students want to work in the office, and that they want to feel that they belong at work—that they can be themselves. Both make sense considering that this group was isolated during the pandemic and spent some of their precious college time alone.

Career management offices may need to counsel students to prioritize what is most important to them. For example, they may need to sacrifice upward mobility for a supportive, inclusive work environment. This, too, is nothing new.

Image source.

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.