On December 7, 2020, Logos Associate Holy Helstrom was quoted in a Legal Zoom article by Stephanie Kurose about the start-up boom emerging in the midst of the COVID-19 pandemic. In the article, Helstrom explained how a moment of global crisis has become an opportunity for start-ups to emerge and thrive.

“There is the old saying, ‘necessity is the mother of invention’ and never was it more true than in our coronavirus times,” she noted. “COVID-19’s sudden and dramatic arrival made it very apparent very quickly what people and organizations need to do to succeed and stay healthy in the new world we are living in”

Helstrom continued: “New circumstances create new needs. Startups are responding quickly to this call to fill in the gaps in our economy.”

Read the full article here.

On November 13, 2020, Logos president Helio Fred Garcia was quoted in Christian Science Monitor about how Americans are divided over factsThe article explored the way in which the country’s present political and media environment has created echo chambers of misinformation, which has lead to widespread distrust in the media. As a result, we have seen many  voters distrust this year’s election results.

The authors note that “there remains the wider problem, many scholars say, of the country’s massive media ecosystem unmoored from a common set of facts, and the tremendous amount of faith tens of millions of Americans place in President Trump over traditional and nontraditional news sources.”

Garcia noted the role that leaders play in creating worldviews that lead people to questions the facts: “Leaders influence the worldview their followers are in, and those worldviews define their private reality. Create a worldview in which the media is ‘fake news’ and that science is a deep-state conspiracy, and the evidence suddenly is irrelevant.”

He continued, “Leaders who lie persistently create a false worldview for their followers, who cling to those worldviews even when the leader moves on,” continues Mr. Garcia. “So, even after the Bob Woodward recordings revealed that Donald Trump knew that the virus was deadly, airborne, and worse than the flu, his followers kept showing up for rallies unmasked and undistanced,” even as many said they believed the coronavirus was a hoax. “When he said he was cured and that the nation was turning the corner, they continued to believe him and not the objective evidence.”

Read the full article here.

On November 12, 2020, Logos President Helio Fred Garcia offered his insights on why contracts are important tools for coaches on Awarenow. Awarenow is a business management platform for coaching organizations. The article, “3 Ways Coaches Can Use Contracts and Why Every Coach Needs Them,” harvested advice from more than a dozen industry leaders on the purpose of and best practices for contracts for coaches.

Garcia highlighted the ways that contracts can help set and enforce expectations between a coach and their client, protecting both parties in turn: “Contracts are tools to set expectations between the coach and the client. For clients, it determines what services they can expect to receive, for how much, and over what period of time. For coaches, contracts protect them from over-servicing clients and being underpaid.” He continued, “If there is ever disagreement or confusion, both parties have something objective to refer back to.”

Read the full article here.

On November 9, 2020, Helio Fred Garcia spoke with Will Bachman on his podcast Unleashed about how leaders and organizations can understand prepare for, and respond effectively to a crisis. Unleashed explores how to thrive as an independent professional.

During their conversation, Garcia discussed the meaning of the word crisis, several key principles of effective crisis response, and ways that Logos Consulting Group works with clients to prepare for and respond to crises.

Listen to the full interview here:

On November 9, 2020, Logos Associate and Adjunct Instructor at Columbia University’s Fu Foundation School of Engineering and Applied Science offered her advice on how to be a better college and university student for an article in Human Window. The article quoted professors across a range of disciplines on their advice to students today. Helstrom’s advice: build strategic relationships with your professors.

“A common mistake is for students to fail to engage with their professors in any meaningful way beyond class time… and sometimes not even in class! Not only are professors highly educated people, they oftentimes have relevant professional experience and the robust network to go along with it,” said Helstrom. “Professors can become valuable mentors and networking partners who could be especially helpful in helping you get a plum internship position, your first job, or into the masters program of your choice. But these competitive advantages can only be created by putting in the time and effort to cultivate these relationships.”

In the article, Helstrom also noted the importance of participation for college students: “Participate in class – no, really. Give yourself the goal of asking at least one meaningful question or making one valuable contribution per class. It is so easy to zone out, especially during Zoom classes where most students are muted with cameras off, which is a waste of your time and tuition money! Do the readings, pay attention, and come prepared to have a discussion. It makes the learning experience so much more effective, and fun.”

She also advised on how to stay organized as a college student: “It is all too easy to receive your syllabi at the start of the semester, only to leave them crumpled up in the bottom of your desk drawer, then show up to class one day completely unprepared for an exam! To save yourself from this last-minute avoidable panic, get yourself a desk calendar – one that you can hang on a wall – and write down all your exam and project deadline dates for the semester on the calendar.”

Read the full article here.

On November 9, 2020, Logos President Helio Fred Garcia spoke with on his podcast, Ethical Voices, about when and where to draw the ethical line. The podcast was released on the second anniversary of Ethical Voices.

During their conversation, Garcia discussed how structures and clear protocols make courage less necessary in ethical dilemmas, what can we learn from Bernays’ definition of public relations, and three key elements in determining the “right” thing to do.

Garcia noted, “From a communication ethics point of view, what I teach my students is to ask, “What is the outcome we seek?” Not the process, but the outcome. Then ask what are the options available to you that could get you closer or farther from that outcome? And then which choice is the less bad choice? Because when you face a moral dilemma or an ethical dilemma, you’re going to make a choice that still violates some principle. What is the less bad choice that gets you closer or at least, least far from that desired outcome? You need the discipline to make the choices based on the outcome and not based on the short-term strains that put you in that situation… The more we can make decisions based on desired outcomes and using agreed upon standards as the way to calibrate whether we’re likely to get to that desired outcome, we’re more likely to live to fight another day.”

Listen to the full conversation here:

Read the full transcript here.

This is an excerpt from an article posted on Medium on October 31, 2020, by Michael Toebe. In this article, Logos president, Helio Fred Garcia, is quoted sharing key insights and best practices in crisis management, and how McDonald’s can utilize these practices for greater long-term success.

McDonald’s clearly doesn’t see it yet but in its zeal to defend itself in different lawsuits filed by Black franchisees about alleged discriminatory and exploitive practices, it is talking down to and possibly gaslighting minority owners.

This reactive strategy will only serve to escalate media scrutiny, invite more investigative reporting and quite likely confirm beliefs in the Black community about alleged predatory inequality towards people of color.

A $1 billion class action suit was filed in August by 52 former franchisees. Now, another suit has been filed by two brothers, James Byrd, Jr. and Darrell Byrd.

The lawsuits have alleged that McDonalds restricted plaintiffs to stores in poor or crime-ridden areas of town, with lower sales and higher costs, which included higher security and insurance expenses, according to Reuters. Other claims by both former and current owners are of “harsher inspections and renovation requirements.”

These particular stores and opportunities were labeled by some franchisees as ‘financial suicide missions.’”

Business Insider investigated in 2019 and the findings, drawn from 2017 data from the National Black McDonald’s Owners Association, show the average company store location earned $60,000 more per month on average than those locations of Black franchisees.

McDonald’s is offended and must realize how this will look in court and more so, in the court of public opinion and has taken the surprising, if not shocking approach of communicating in a manner that is condescending of the plaintiffs, especially considering the strength of social advocacy in 2020.

“Plaintiffs offer nothing in support of this extraordinary theory beyond vague and conclusory assertions, self-serving speculation on ‘information and belief,’ and a handful of personal anecdotes,” the company has communicated.

This is, however, not unprecedented communication in scandalous conflicts.

“There are predictable patterns in crisis response,” says Helio Fred Garcia, president of Logos Consulting Group. “One such pattern of ineffective crisis response is for organizations to say and do things that feel good to them, but translate as uncaring, defensive or dishonest to those who matter, which in effect prolongs the crisis and causes self-inflicted harm.”

The behavior, arguably arrogant, is a common response before court proceedings.

“The lawsuit remains in its early stages and it is common for corporate defendants to, at least publicly, focus on the their legal arguments and defenses,” says Robert C. Bird, Professor of Business Law at the University of Connecticut and an Eversource Energy Chair in Business Ethics.

“As the lawsuit progresses, some claims may be dismissed while others may proceed onward to trial. While this happens, each side learns more about the strength of the other’s case, creating a background framework for a possible settlement between the parties,” Bird adds.

McDonald’s reactive, unrestrained and demeaning communication and posturing will be remembered negatively by the plaintiffs and critics, stoking the fires of resentment and feeding confirmation bias.

“McDonald’s voiced desire for every operator in its system to thrive while attacking a subset of its operators falls short of demonstrating the care necessary to effectively resolve this crisis,” Garcia says.

Continue reading article.

On Friday, October 23, 2020, Helio Fred Garcia spoke with Deirdre Breakenridge of Women Worldwide about the power of communication to both ignite and inspire positive change, as well as provoke hurt, harm, and violence.
During their exchange, the pair spoke about Garcia’s journey to the field of communication, how communication can be used to either ignite the better angels in our nature or appeal to the very worst impulses within us, and key lessons from his latest book, Words on Fire: The Power of Incendiary Language and How to Confront It. Garcia also spoke about the ways that we have seen the continuation and intensification of the patterns he has outlined in his book in the past several months, including the spread of mis-information, the dehumanization of at risk groups, and more. They also spoke about how engaged citizens, civic leaders, and emerging leaders can hold people accountable who use incendiary language that predictably causes harm.

Garcia’s closing message:  “Words have power.”

Watch the full interview here:

Logos Consulting Group president Helio Fred Garcia was interviewed about the Boeing 737 Max crisis on CNBC’s Squawk Box program. The segment, which aired at 8:45 Eastern on April 29, 2019, was in anticipation of the Boeing annual meeting of shareholders held later that morning.

Garcia appeared in the CNBC studio in the Times Square NASDAQ Market Site. He appeared with another guest, Carter Copeland, an analyst at Melius Research who covers Boeing. He was interviewed by co-hosts Becky Quick and Andrew Ross Sorkin.

The crisis began when a Lion Air 737 Max 8 crashed on takeoff in Indonesia on October 29 2018.  An Ethiopian Air 737 Max 8 crashed on takeoff in Ethiopia in similar circumstances on March 10. Investigations have implicated a software issue.

On April 28 The Wall Street Journal reported that Boeing had failed to alert some airlines that a safety feature found on earlier models that warns pilots about malfunctioning sensors had been deactivated, according to government and industry officials.

Acknowledging the annual meeting starting in just over an hour, co-host Becky Quick asked Garcia, “It seems like there’s a news story or two every day on Boeing. What’s the battle they face at this point?

Garcia replied,

“The battle they face is that the key to maintaining or restoring trust is to show you care, and their response hasn’t consistently showed they care. I’ve been baffled by their continued assurance that the plane is safe while also saying, ‘But we’re working on a software fix,’ And I couldn’t understand the relationship between those two statements until the Wall Street Journal story yesterday, when I think I figured it out. And that is, when they say the plane is safe, they mean when pilots know how to fly it. But it’s clear from the Journal story that apparently has been confirmed that they didn’t tell the airlines clearly enough that the standard safety feature from prior 737s was optional on this one. Some airlines didn’t have it.”

Quick asked, how could the airlines not have known?  Garcia replied,

“It may have been known by procurement, but it didn’t get to the pilots. And one of the things that I do is teach Engineers crisis at Columbia. And I tell them, in the crisis you’ve got to stop thinking like an engineer. You’ve got to start thinking like the people who use your technology.  And I don’t think Boeing was thinking like a pilot. They were thinking like the technologist: ‘We know this plane is safe, and pilots know how to fly it.’ And I think the disconnect was, the pilots weren’t aware that the safety feature had been turned off.”

Co-host Andrew Ross Sorkin asked whether Boeing had a management problem, and whether similar to Wells Fargo’s CEO Tim Sloan, who was fired after his crisis, the Boeing CEO would need to go.

Garcia pushed back,

“I’m not convinced that there’s an equivalence with Wells Fargo. There was malfeasance there. There doesn’t seem to have been malfeasance at Boeing. At Boeing it seems to be a tragic misunderstanding. Pilots believed they knew how to fly this plane. Boeing believed apparently that it had told the airlines how the plane needs to be flown. The disconnect is the pilots seemed completely unaware.  I would advise Boeing to take as much time as possible for the pilots to be fully confident that they know how to do this. If this means delaying the ungrounding of the fleet, delay the ungrounding. That’s what going to get them through the crisis. They now need to be so responsible.”

Sorkin noted a number of related problems that Boeing is facing.  Garcia said,

“I would argue that they have two strikes against them now. They can’t mess up going forward. So they need to be hyper-cautious, hyper-responsible, hyper-concerned about the user of their product and the people who get into the plane and fly in it. That has to be their first priority.

The entire interview is here:

 

 

Logos president Helio Fred Garcia was quoted in the USA Today and on Al Jazeera television in the aftermath of the March 15, 2019 terrorist attacks on Christchurch mosques in New Zealand.

Garcia, an adjunct associate professor of management and communication in New York University’s MS in Public Relations and Corporate Communication program, is working on a book on the consequences of rhetoric that provokes lone wolves to commit acts of violence.

Garcia explores a concept that has been know as Stochastic Terrorism, from the principle in statistics of something being seemingly random but still predictable. It refers to the use of communication to inspire lone wolves to take matters into their own hands and commit violence in the service of the leader and his or her perceived agenda. Having a name allows people to discuss it in something more than the abstract. But it’s an esoteric name that actually inhibits discussion, and tends to confuse and makes discussion of the phenomenon difficult. We need a better name.

Says Garcia,

“I prefer the name Lone-Wolf Whistle Terrorism, based on the metaphor of Dog Whistle politics: the use of coded language that conveys one message or meaning to most people, but a different one to members of a certain group or followers of a certain ideology. But a Lone-Wolf Whistle not only evokes a private message or meaning; it also inspires people to take matters into their own hands to commit violence against people perceived to be a threat.

Lone-Wolf Whistle Terrorism doesn’t make a direct call to violence. Rather, it infuriates, frightens, and mobilizes people to take matters into their own hands.

And there’s a playbook for this kind of violence. It includes dehumanizing and demonizing groups – immigrants, Mexicans, Muslims, Jews – and demonizing and de-legitimizing political rivals and critics.”

Garcia hopes to start a national and international conversation about language, violence, and responsible leadership. He says,

“I argue that it is time for engaged citizens, civic leaders, and public officials to name what is happening and to hold leaders accountable for the consequences of their dehumanizing, demonizing, and de-legitimizing language.”

Garcia interviewed with USA Today national writer Marco della Cava the day after the New Zealand terrorist attack in New Zealand. The New Zealand terrorist’s Manifesto saluted U.S. President Donald J. Trump as “a symbol of renewed white identity and common purpose.”

The USA Today wrote,

“New York University communications professor Helio Fred Garcia said the language used by candidate and now President Trump has had a direct effect on inspiring people to commit acts of violence. Trump has also called Mexicans rapists and suggested there were “people that were very fine people, on both sides,” in Charlottesville, where white nationalists carried Nazi flags and chanted “Jews will not replace us.”

“We are seeing a growing number of people who are never on any terrorist watchlist suddenly commit these acts, and they often directly use language that has been a staple of the president’s rhetoric, such as calling immigrants ‘invaders,’” Garcia says.

Garcia says Trump’s inflammatory language around migrant caravans heading to the southern U.S border, which he has often described as an invasion, is an example of what extremists respond to with action. In Pittsburgh, the man who killed 11 people at the Tree of Life synagogue posted on social media that Jews were bringing in an invasion of nonwhite immigrants and that he couldn’t “sit by and watch my people get slaughtered.”

“It’s time for political leaders to hold the president accountable,”  Garcia says.

The next morning Garcia was interviewed by Al Jazeera, the Qatar-based international news network, on its News Grid program.  Presenter Elizabeth Puranam asked,

“Can we hold politicians who sling hate speech accountable? Have leaders in certain countries brought white supremacy to the mainstream with the things they have said?”

Garcia responded,

“Elizabeth, sadly the answer is yes.  I have been studying communication and its impact for nearly 40 years, and for the last 3 years I have been studying Donald Trump’s language. And he uses language to divide people. His very first announcement that he was running for president began by labeling Mexican rapists, and he continued that theme. Hate crimes against people perceived to be Latin in the United States rose dramatically in those six months. He then called for a total and complete ban of Muslims entering the United States. For the next six months there was a significant increase in hate crimes against people perceived to be Muslim.

Now, what’s fascinating about the possible linkage between New Zealand and the United States is in October, the president began aggressively using the language of “invasion,” “invader,” that the nation was at serious risk of fatal harm. And the white supremacist who killed people in the Pittsburgh synagogue, six days before that shooting on his social media post he said, “I see they’ve stopped using the phrase ‘illegal alien.’ They’re using the phrase ‘invader.’ I like this.” On the morning of the shooting in Pittsburgh he said ‘This Jewish group likes to bring in invaders to kill our people. I can’t stand by and have our people be slaughtered, I’m going in. Just like the New Zealand shooting he announced his intention using the language of invasion. And we see that again and again and again. What we need in the Untied States and what I believe we need elsewhere in the world is for political leaders to name this, for civic leaders to name this, and to hold political leaders accountable for the language and for the consequence.”

Ms. Puranam  asked,

“Does the existence of white supremacy anywhere mean that attacks like this can happen anywhere?”

Garcia responded,

“Sadly, white supremacy is prevalent in many cultures. What I worry about is what takes someone from being a latent white supremacist to being an active participant in acts of violence. And what we’ve seen is that leaders with authority who are admired by white supremacists use language that empowers lone wolves to take matters into their own hands. They don’t necessarily directly call for violence. But they use language that scares people. They use language the provokes hate. And some people take that as the signal to take up arms and do something about it. We have seen that among white supremacists in the United States just in the last five months. We’ve had two failed attempts at violence. One with a bomber and another with a military officer who was caught by the military before he began political assassinations. In all of those cases they were white supremacists who had never committed acts of violence but something provoked them, and in all of those instances they quoted the language of President Trump.

So we need to take seriously that people are provoked into acts of violence by hearing the signal. That when the president calls legal immigrants seeking asylum “invaders,” which he did minutes after expressing condolence to the people of New Zealand yesterday — yesterday he expressed condolence and then said the Southern border is under invasion, and he said more than a million illegal aliens are rushing the border and that will cause American fatalities. First of all, that is nonsense. It is not happening. But what is the effect of that language on white supremacists who feel it is their duty to protect the country? It is to take up arms. We need to hold leaders accountable for the consequences of that language.

The full interview is below.

Garcia has been on the New York University faculty since 1988.  He is an adjunct professor of management in NYU’s Stern School of Business Executive MBA program, where he teaches crisis management, and where he was named Executive MBA Great Professor. He is an adjunct associate professor of management and communication in NYU’s School of Professional Studies, MS in Public Relations and Corporate Communication program, where he twice received the Dean’s award for teaching excellence, in 1990 and in 2017.  He also received awards for outstanding service and for 30 years service in teaching. In that program he teaches courses in communication strategy; in communication ethics, law, and regulation; and in crisis communication.

Garcia is an adjunct associate professor at Columbia University, where he teaches ethics, crisis, and leadership in the Professional Development and Leadership program of the Fu Foundation School of Engineering and Applied Science. Fred is also a Senior Fellow in the Institute of Corporate Communication at Communication University of China in Beijing.

Garcia is the author, most recently, of The Agony of Decision: Mental Readiness and Leadership in a Crisis, Logos Institute for Crisis Management and Executive Leadership Press, 2017. That book was named one of the Best Crisis Management Books of All Time (#2 of 51) by Book Authority, the leading non-fiction recommendation site. It is also available as an audiobook at AudibleAmazon, and iTunes.

Image Source: Book Authority

He is also the author of The Power of Communication: Skills to Build Trust, Inspire Loyalty, and Lead Effectively, FT Press, 2012. That book was one of eight Leadership titles on the United States Marine Corps Commandant’s Professional Reading List from 2013 to 2017. It was published in Chinese in 2014 by Pearson Education Asia Ltd. in Hong Kong and Publishing House of Electronics Industry in Beijing.

Garcia is co-author (with John Doorley) of Reputation Management: The Key to Successful Public Relations and Corporate Communication, third edition 2015; second edition 2011; first edition 2007 by Routledge, Taylor & Francis Group; Korean language edition 2016 by Alma Books, Seoul, Republic of Korea.  His two-volume book Crisis Communications was published by AAAA Publications in 1999.