Mass firings and resignations, the loss of millions in advertising revenues, and arguments between employees and the new owner playing out in public; Elon Musk only bought Twitter less than a month ago, but both have been living in a constant state of crisis since then.
From the beginning the signs were not good. Elon Musk disbanded Tesla’s communications function in 2020. And yet, despite the need to clearly spell out his vision to the workforce, the new CEO canned Twitter’s communications function shortly after taking over.
What was left was a vacuum of information. Employees were left waiting to listen to Elon Musk (introductory town halls were both arranged and cancelled at short notice), and had to turn to Twitter or the media to know what was the vision of their new CEO and learn about what actions he was taking.
Rather than listening to his employees, Musk would often make grand statements on what was or wasn’t working at Twitter via his own Twitter account. Rather than taking in feedback from Twitter’s engineers who would try to correct him, Elon fired those who disagreed with him (both in public and on the company’s internal communication channels).
Elon Musk clearly believes that he can transform Twitter’s famously open culture to one that resembles Tesla or SpaceX. His Twitter employees clearly disagree. For those that remained after the first couple of firing rounds, the last straw seems to have been his Twitter 2.0 message, in which he told the remaining employees they had to work harder and longer hours.
The message has spurred mass resignations, including of key functions such as payroll and product safety. Media reports claim that Twitter’s remaining management are desperate to keep those engineers who are vital to maintaining the site at the company.
In many ways, the damage to morale is arguably irreversible. To quote one Twitter employee who spoke to the BBC, “I didn’t want to work for someone who threatened us over email multiple times about only ‘exceptional tweeps should work here’ when I was already working 60-70 hours weekly.”
For Musk, the question remains. Will he change how he manages Twitter and its people, before the platform collapses? Or will we continue to watch this crisis play out in real time, on the site?
What we have seen over the past couple of weeks is a clash of cultures (and communication styles). Twitter’s employees are passionate about what they do, they are committed to the platform, and they’ve always been open about their views. Take away the company culture, and you have little left. The company’s headcount is down from over seven thousand to about two thousand. We may be reaching a point where there’s not enough people to maintain the platform. And none of this was inevitable (well, at least not in the space of a month).
Whether Musk can turn this around is still up for debate. But the past couple of weeks will become a case study in self-inflicted crises. Elon Musk couldn’t or wouldn’t listen to staff, he didn’t communicate internally, he limited much of his interactions to a small group of people, and he wasn’t able to understand Twitter’s culture. His decisions and communication style grated with employees, meaning he effectively lost their support from the get-go. And the less said about his product decisions, the better. My thoughts are very much with the employees who kept Twitter going. They deserved better than this.
Reputations are funny things. They take years to build, and can be lost in a moment. In many ways, the past month will become a period of intense research for those wanting to know more about corporate actions and their impact on reputations.
First up, we have the tragedy of the war in the Ukraine. Responding to both public and political pressure, over 400 global brands have pledged to suspend, pull back or stop operations in Russia, according to the Financial Times. For multinationals to move at this speed is unprecedented. What is most striking is the decisions many have come to, namely to risk not being able to do business in what is a sizable market (Russia’s population is over 144 million) for the short to medium term. While sanctions have pushed them in a certain direction, many are also weighing up public sentiment in the West regarding how they respond (some such as McDonalds aren’t just closing stores, but they’re continuing to pay their Russian staff).
Second, we have another crisis. This time the crisis seems to be more of the company’s own doing. P&O Ferries laid off 800 crew from its ships last week. The news was delivered via a pre-recorded video message, and guards were hired to escort staff off the ships. The firm claimed it had to replace British staff with cheaper labor to save the company and make it viable. All this despite the parent company DP World making record revenues of US$10.8 billion in 2021. The saga, which includes political intrigue (Ministers were told the night before about the mass firings and the government did not vote for a bill to protect workers from mass layoffs the previous year) and the inevitable debate about the legacy of Brexit, has seen both P&O Ferries and DP World being hammered in the UK media (there’s no mention I have seen of this story in the UAE’s press).
I’m going to start this blog by saying what is happening in Afghanistan is truly heartbreaking. The Afghan people deserve better, especially when it comes to our support.
With that, one country has very much been top of mind when it comes to supporting the efforts to get people out of Afghanistan. And that is Qatar. In part it’s good fortune: the country is a couple of hours flight from Kabul; Qatar has the largest US airbase in the region, at Al Udeid, and it also has relations with both the Taliban and NATO (Qatar has been hosting the US-Taliban talks for several years).
But this is only part of the story. Qatar’s Foreign Ministry’s communications team has been exceptional. They’ve done a number of things very well. And they’re an example of how government should be engaging with the media and on social media.
Spell out the story in numbers
Media like numbers. They want to see the full extent of what you’ve done. And every step of the way, the team at Qatar’s Foreign Ministry have been sharing updates on how many people have come through or are being hosted by Qatar. That number is now exceeding 40,000 people.
Make the story personal
There have been so many stories of sorrow, but also hope. Two really stand out for me. The first is how Qatar helped to get out the Afghan female robotics team from Kabul, rushing through paperwork and getting them and their families onto flights. Have a look at the NBC interview conducted with two of the young ladies, who are truly inspiring. Another story which sticks in my mind is how Qatar’s ambassador to Afghanistan and embassy staff in Kabul have been driving people to the airport, going through Taliban checkpoints and using their relations with the Taliban to ensure people safe passage.
Always be Ready to Engage
The final piece of the puzzle has been the willingness of the Foreign Ministry’s team to engage with the media. The Ministry’s spokesperson is Lolwah AlKhater, and she’s been formidable, reacting online and hosting people on the ground.
If you’re in the UAE, you’ll probably have already seen the news about the UK banning direct flights from the country. If you’re in the UK, you’ll probably be asking yourself how all the influencers who are apparently over in Dubai are now going to get back.
This decision isn’t good for the UAE. But could it have been avoided through better communications? Let’s first look at how both are faring? The UAE’s cases are increasing, but haven’t crossed 4,000 a day. In contrast, the UK is registering over 28,000 a day as I write this. And the UAE is second worldwide for vaccinations of its population, behind Israel. The UAE is targeting half of its population being vaccinated by the end of March.
So what’s prompted this decision by the UK? The UK government says the decision to add the UAE to its red list, alongside Rwanda and Burundi, is in response to new evidence showing the likely spread of a coronavirus variant first identified in South Africa. But does this hold weight? Denmark took a similar step a couple of weeks back, after discovering one passenger on a Dubai-Copenhagen flight who had the new strain.
It seems that the UK’s policy has been headline driven. There’s no doubting that. But should the communications teams working for the government have spotted these sentiments earlier and understood what the headlines would mean for policy regarding travel between the two countries?
Simply put, yes. And this is why a lack of diversity works against good communications. Any person familiar with the UK press and the British sentiment/mentality would understand how the overall negative sentiment towards those Brits in Dubai would shape government policy. And they should have flagged this as early as possible to the UAE’s own policymakers, with suggestions on how to counter this perception of the UAE being a place where people could escape to and avoid Covid-19 restrictions.
Over the past decade, there’s been a standing policy in much of the Gulf to localize government communications. The crisis we’ve all faced over the past year underlines why a best practice approach to communications must include employment practices that help the communications function’s diversity mirror the diversity of the overall population.
I hope that one lesson we learn from the past year and the past month is the need to embrace diversity in communications, in all its forms. We should help develop and include more local communicators in the industry, but there’s got to be an understanding that this must be done alongside promoting diversity. Otherwise, we’re going to find ourselves in more avoidable crises as the one we’re facing today.
I hope I haven’t put you off reading this blog, but I wanted to spell out in simple terms what we communicators can expect in 2021. Whilst we do have vaccines and many countries are rolling out inoculation programmes, many of the fundamentals are the same as last year – we’re facing a global pandemic, many people are falling sick, and even more are ignoring health and safety advice. There’ll be more economic ups and downs, lockdowns, and stimulus plans. And communicators will have to do crisis comms on top of their daily work.
Let’s look at the basics, as to where the big focus areas will be in 2021.
Internal Comms is still a top priority
Last year was momentous for internal communications, especially in markets/regions where the function came a distant second to external communications. During the pandemic’s first couple of months, the focus shifted inwards. Communicators were tasked with ensuring employees were educated on health and safety, and in pushing executive messaging. Internal communications came into its own, and the value of good internal communicators was obvious.
Given the state of the pandemic in most countries, I expect that internal communications will remain key to every organization over the next twelve months. Not only will internal comms be top of mind for leadership, we’ll also see more innovation in this space. The number of employee podcasts launched last year in the UAE alone surprised me (though I do wish we’d learn to create content simply and timely, rather than overproduce). We’ll also see more use of martech in the internal comms space in 2021. This is an area to watch and, if you’re a young communicator, focus on for growth and specialization.
Budgets/Owned Content are King for External Comms
On the external side, there’s two issues that’ll determine how well you’ll be able to communicate. The first is money. Specifically, it’s how much money you’ll spend on advertising with your media partners. Last year was brutal for publishers, and the editorial mandate is simple – any editorial space will go to advertisers. I know many editors who aren’t happy with this, but they have little room to maneuver. Unless you have an absolutely brilliant media relations person who’s quite literally related to every journalist out there, you’ll need to up your ad spend if you want to get more coverage.
The other route is owned content. And expect to see more blogs, vlogs and podcasts being launched in 2021 (I’ll admit, I was expecting more in this space in 2020). External communicators are going to focus on their media creation and editing skills in 2021, or spend more money on agencies to help out. There’s still the obvious challenge of amplification – if you’re pushing out via social media, you’ll need to either put ad spend in or work with influencers (including your own employees). The other route to take is using emailers. It’ll be fascinating to watch what happens in the external comms space in 2021.
Fighting Fake News and Rebuilding Trust
The pandemic won’t be over until enough people are immune/following health and safety rules. And, as we’ve seen in 2020, there’s a large segment of society that don’t believe what is said, or just ignore the advice. The biggest challenge for every communicator out there is to work to combat fake news, especially online, as well as regain the trust of the vast majority of the population. I’m already seeing people I know who don’t want to get vaccinated because of what they’re seeing on social media, despite them having relatives who have had this terrible disease.
What’s also apparent is that healthcare communicators need help. Just as the industry came together last spring to help those Communicators who needed support, I feel we need a global effort to come up with ideas and campaigns that’ll promote vaccinations and burst fake need bubbles (I don’t expect any help from the social media platforms on this issue). I’ll write more on this in the coming days.
They’re my three big thoughts for 2021. Let me know yours. And, whatever happens, I wish you all the best of health and success for the coming 12 months.
I’ve always advocated for communications to be diverse and inclusive, to represent the publics the organizations deal with. But we’re getting to a point (and time) where localization needs to be rethought. We need the best people in the job, who have the experience and ability to communicate effectively. Now more than ever, good comms keeps people safe and can save lives. There isn’t the time to learn on the job, which localization has encouraged.
I know this appeal will fall on deaf ears, but semi-government and government must revisit localization policies, at least temporarily. A pandemic is not the time when people are prioritized for hiring simply based on their passport and not on their ability to do the job. We must hire on merit, not on nationality.
This is the biggest crisis all of us have ever dealt with. The pandemic has impacted every major country, both directly and indirectly. It’s brought whole industries down. And, worst of all, tens of thousands of people have lost their lives. And it’s going to get worse.
The hope is that we can all take action to flatten the curve and reduce the number of infections to a level that our healthcare systems can deal with. And this isn’t just a possibility. Countries such as Singapore and South Korea have shown that the right approach can be found to get us through this in the best shape possible, with fewer infections.
Government communications is key here. I’ve seen some brilliant work, and I’ve seen work which isn’t going to achieve anything other than the opposite of what was intended. Here’s what I hope governments will look at doing right now.
A Single Source of Information
This isn’t just a viral pandemic. We’re seeing fake news spread at an unprecedented rate. Given how many government departments are involved in a crisis response (think health, education, business, finance, legal, customs, transportation, basically everyone), the potential for the message not to be seen is high. Each government department has its own website, its own comms channels, and team.
What a crisis like this requires is a single source of information, especially online. This location needs to take the lead in pushing out any and all information on the virus and its impact, including for individuals and organizations on everything. What others must then do is aggregate information from that website. By doing this, you get people to understand where they should go, not only to source information but to also corroborate what they’ve been told.
One example of a single source is Weqaya.ae, a website set up by the UAE government to educate people on health-related issues. This website is a start (and I haven’t checked out how it looks on mobile, and if the website is responsive in terms of design), but there’s another issue that governments need to tackle, and that’s language.
It’s pretty obvious, but I’m yet to see governments in my region push out information in multiple languages. And I’m assuming it’s the same in many other places. Now more than ever, communicators need to understand their audiences, and push out content in as many languages as possible (this is why diversity and inclusion matters when it comes to comms, which many of us seem to have forgotten). Write a piece in multiple languages, translate infographics, and if you can’t dub over a video, use subtitles. In the Gulf, the languages to look at include Tagalog, Hindi, Urdu, Malayalam, Bahasa… If the linguistic group is large enough, bring in people who know the language to translate, and then push out the content through that single source website and via…
The Use of Influencers
This crisis has been a missed opportunity when it comes to using third parties to get the message out. And I’m not just referring to people with blue ticks or big followings. An influencer right now could include a foreign embassy, an ambassador, or any person or account that’s trusted by a specific group of people. These individuals have mass appeal, they’re trusted, and they post consistently. My feeling is that governments are behind brands when it comes to using influencers (and I’ll say that many social media influencers haven’t helped themselves by being tone deaf to the situation).
Finland has enlisted social influencers in the government’s efforts to contain the coronavirus pandemic, arguing that they are just as useful as mainstream media in a crisis when it needs to inform the population fast, clearly and accurately.
“We can reach a large part of the public in Finland through official communications and traditional media, but it’s clear the authorities’ messaging doesn’t always reach all population groups,” the government communications director, Päivi Anttikoski, said.
“The aim of this cooperation is to provide better access to information for those who are difficult to reach through traditional channels. As far as we know, Finland is the only country in the world to have defined social media as ‘critical operators’,” – along with doctors, bus drivers and supermarket workers.
Adapt Social Media
Governments have to innovate when it comes to crisis communications. They’ve got to create new channels based on usage and popularity. Oman set up a new Twitter account sharing all official news on what’s happening in the country. The account was set up this month, but it already has 65k followers, and is tweeting in multiple languages.
Transparency and Expertise Matters(Especially for Leaders)
My friend Julio Romo wrote a brilliant read on what Singapore is doing to combat the Coronavirus. Given that the state has come through this better than anyone else, their government communications should be studied widely. One aspect of what they’re doing is promoting clear information as to what is happening on the ground, and tell residents what actions they need to take. Their leaders have been using social media and traditional media effectively, to push out a clear message on what is happening, the actions the government is taking to make things better, and what the public can do to help.
And third, look to who is delivering your message. Doctors and scientists have emerged as the best communicators right now, because they understand the subject better than anyone. Look to Dr Anthony Fauci, who has become a household name in the US thanks to his clear, no-nonsense advice. Their understanding of the issue is reassuring. I’d like to see more scientists being given the opportunity to speak and guide the public (have a look at this WEF article about scientists and communications).
My last piece of advice is avoid making comments in the heat of the moment, especially on social media. I’ve seen so many government communicators in the Middle East mouth off on Twitter, making statements about the impact of the virus on the economy only for these statements to become nonsense a couple of days later. I’ve seen others talk about how well residents have been treated, only to have the country close its borders a couple of hours later. To paraphrase, trust takes time to build, and disappear in an instant. Do what you can to engage, to educate, and to listen as well (we don’t talk about listening enough in communications).
That’s the short of it for me – let me know what you’d add, and let’s start communicating better. What we do matters now more than ever, to keep people safe and save lives. We have been given an opportunity to make a difference for the better, so let’s take it.
Everywhere and everything is Coronavirus. Which is understandable, given how it’s changing every part and place of our world. But I wanted to talk about Public Relations/Communications and what this means for all of us.
The advent of the Coronavirus may be a business boost for some, but it be harder times for many in the industry. Here’s my basic run-down of what we should all expect.
Increased Demand for Crisis Comms and In-House People
If you’re working as a crisis communications consultant, you should have already had dozens of requests coming in for support (my general view of crisis comms is if you’re asking for help during a crisis, then it’s usually too late).
What’s fascinating is client-side demand for communicators. I’m seeing many government entities looking for senior people. My feeling is they’ve been blindsided by this, and they have little to no crisis planning. This is especially true for internal communications.
Prepare for Drastic Budget Cuts
Budgets are going to be cut, and agencies will feel this soon (I’m sure many already are). Contracts won’t be renewed, and clients will want to reduce the scope of work. I know the argument about PR being more cost effective than marketing, but this won’t have much of an impact on business leaders who need to save money for business continuity planning.
The Opportunity and the Challenge
It’s amazing to see how many companies have my details. I’ve received over 200 emails from companies, all listing what’s happening to the business. Everyone is asking questions, and this is a huge opportunity for communicators to support on messaging and positioning.
However, there’s a caveat here. Things are moving so fast that positions and messages can change overnight, especially for certain industries. I’ve seen senior communicators praise what their country is doing for the public one night, only for the government to announce a closure of its borders in the morning. Communicators have to be extra careful about positioning/messaging right now, and ensure that whatever is being conveyed is actually being put into practice.
We AllNeed Support
Whatever your role and your activity, you’ll need support. None of us have gone through anything like this before (SARS/MERS were the closest examples, but they were still regional). We will all need help in terms of what we are doing. And we will also need mental support.
So many people are relying on us to help them understand what is happening and what they need to do. Let’s do more to support one another. I’ve been encouraged by what regional and global associations are doing. It’s incumbent that all of us reach out to friends and colleagues in the industry to check on one another, and be there to listen and to help. This also includes giving to financial assistance programs run by the likes of the CIPR.
I want to wish you all the best of health right now. Stay well, stay safe, and stay the course. We will prevail.
I’m in awe right now. Of one professor at Northwestern University in Qatar. And also the students. They’ve shown that it is possible to hold people to account for their actions and words through civil protest, both online and offline, in the Gulf.
Let’s start from the beginning. Journalism professor Justin Martin recounted how the University’s Dean had responded to student concerns that graduation would be held on the first day of Ramadan during fasting hours by saying to 40 faculty, “They can go to hell.”
This revelation, as well as insights from others, spurred the student campus to take action and voice their views collectively. What’s surprised me is how united the response has been to this incident, and how it’s brought together all nationalities to act together, through voicing their views on social media, through protesting on campus, and through setting up social media channels dedicated to the student campus. A sample of the responses is below.
The response from the University hasn’t been any different from what I’d have expected, with a statement put out that is a sorry/not sorry and which places the blame on Professor Martin himself as the whistleblower (without naming him).
“Over the weekend a series of tweets targeting the dean and members of the staff and faculty at Northwestern University in Qatar was posted. The statements were based on comments and blogs that were made some time ago – from the last academic year to one that was posted 10 years ago.
Supporting the well-being of our community – faculty, staff, and students – is our highest priority, and we take actions like this very seriously. We will continue to monitor this situation and offer our support when needed.
As a community, we all have a responsibility to be respectful of each other and our differences. Over the past decade, there have been instances where we failed to reach that standard and for that, we apologize.
There are no claims of perfection at NU-Q; we are all human; however, we are also one community. It grieves us that someone within NU-Q would try to hurt this community that we all have worked so hard to create.”
In a region where so many grievances aren’t aired out of fear of reprisal (such as termination or deportation), it’s brilliant to see young people in a university standing up so bravely to state their views with respect and civility. The Gulf needs more of us to speak up for what is right, and Dr Martin and Northwestern University in Qatar’s students have shown that it is possible for a group to stand up and advocate for both respect and understanding from those in power. All the power to them, and I hope that NUQatar’s administration both takes the time to actually listen and act.
Now, I love my creativity when it comes to marketing and communications. Especially when it involves bridging the online and offline worlds. McDonalds should have come up with a cracker of an idea.
For one night only, the fast food chain was giving out freebies including “Night In” apparel and accessories, including McDonalds-branded loungewear, socks, slippers, games, and more. All consumer had to do was order their food on the 19th of this month between 7:00PM until 3:00AM, online, via the call center or an app. All the surprise items were to be distributed randomly on a first come, first serve basis while supplies last.
Sounds good so far. They’d also gone out and promoted the campaign through influencer marketing, as well as via their own social channels.
So, what’s the problem I hear you say? Let’s go back to what I first spoke about, namely execution. If you don’t fulfill your promise, then consumers will get annoyed. And they’ll vent on social media. And there was ALOT of venting at McDonalds.
“Thousands of customers received a surprise in their McDelivery orders last night, however we know how popular the limited edition merchandise has been and are sorry that some customers were disappointed not to receive any. This was the most amount of merchandise we’ve ever distributed in the UK and Ireland so we are delighted to see so many customers sharing their McDelivery socks and more on social media.”
How to Prep for Executions
Getting campaigns right takes a great deal of planning and experience. But there are a couple of basic pointers to bear in mind.
Ensure that you have enough materials/gifts to go round. Look at previous campaigns, tally up the anticipated numbers of people who will take part, and order extra so you have a buffer. It’s better to have items left over at the end and your customers happy, than leave customers feeling as if they’ve been cheated (and the same applies to people – if you need more people for a campaign, then bring them in and train them up pronto).
Clearly communicate with your consumers and partners. With this campaign, there were multiple partners involved, including call centers and delivery drivers from different companies. It’s clear that some of these drivers didn’t know about the campaign.
Update these people too with new information. If there’s an issue with delivery and execution, let your call center staff and social media people know so they can proactively share information/share the correct information, rather than sharing incorrect information and making a situation worse.
Treat every consumer as a person. Consumers aren’t stupid – they’ll see how social media accounts are basically copying and pasting responses to every single complaint. Don’t do that – respond like a person, not a bot. Consumers will appreciate it.
If something goes wrong, do your best to fix it. There’s many consumers out there who didn’t get any free gift on Thursday night, and they’re still writing to McDonalds. Get them a gift, and do it asap. A brand can fix any issue, as long as they act quickly, sincerely, and proactively engage the consumer. If they don’t, that consumer will be lost.
That’s it from me for today. If you have any of your own tips to share on executions, please do send them across!