Leaders: Now is the Time to Communicate
Leaders: ready or not, the spotlight is on you. Employees are looking to you during this time of crisis and uncertainty for answers and assurances. Future employees will want to know how you handled these complex circumstances and how they can expect to be treated. They all want to work with, and for, leaders they can trust.
To build and develop the trust necessary to weather times of crisis, you’ll need to operate transparently - which involves a tremendous amount of intentional, candid communications.
Here are some of the most pressing questions on employees minds during this (and any) crisis, and the top issues you need to address, if you haven’t already:
“Am I safe?”
Employees expected on-site (and commuting) want to know if they’re safe, and what precautions you’re taking to ensure their physical safety (masks, distancing, increased cleaning and sanitation, etc). Employees working remotely are experiencing completely new circumstances and want to know you understand how this stress is affecting their life and work. All employees want to know they can take the time they need for their physical and mental health and that of their loved ones.
Safety assurances you can provide:
Ask employees what challenges they’re facing and take action as soon as you possibly can.
Update employees on the steps you’ve taken to ensure their physical safety, and your plans in the event of changing or worsening scenarios.
Listen to their concerns. You may not be able to fix an anxiety-inducing commute or stressors at home, but you can listen to individuals and acknowledge their challenges while you work to address the issues you can.
“Is my job valued? Am I valued?”
Employees working remotely want to know you understand they’re working in a new way, under unusual circumstances. They’re not sure if they’re “seen” right now, if they’re as valuable to the team, or if they can take time for family and mental care. Employees still on-site understand their value in terms of the lengths you go to ensure their safety and wellbeing on the job. In the event of layoffs, furloughs and other work reductions, the sooner and more candidly you can provide information and discuss options, the better.
Support you can provide: recognition, updates and feedback.
Check-in regularly to connect on an individual level (“I see you”) and help them identify with the organization and team mission.
Acknowledge the work they’ve completed and the progress they’ve made. Discuss both short- and long-term goals and milestones, and how to get there.
Provide updates on projects and crucial metrics, and help the team feel cohesive.
Connect individuals to the “why” of the job right now, and focus less on the “how.”
Empathize, especially in extreme situations. If you’re lessening hours or letting employees go, communicate with compassion and provide support with any resources available (severance, early retirement, job-finding support, etc).
“Will I have a job next week?”
With the market making only minor advances and unemployment numbers continuing their historic climb, employees are rightfully concerned they could be next. Although layoffs might be a future consideration for your leadership team, for now, acknowledge the organization’s current strategy, and keep employees in the know on key drivers. How are sales? What are customers saying? How are vendors operating? Is the supply chain impacted? If the market keeps tumbling, how will you react? Do you have a plan?
Security you can provide (even if you can’t guarantee jobs):
Plan a recurring all-hands meeting, town hall, AMA (Ask Me Anything-style session), or other leadership-facing update to address your current strategy, employee questions, and “what if” scenarios.
Share insights. Employees won’t expect you to have a psychic-level prediction about the economy, but they do expect you to have contingency plans in the event of various outcomes for the organization. And most importantly, they want to know how these plans affect them personally.
Be candid. If employees trust you to speak honestly, they will be less likely to engage in office rumors (which undermine management and create a fearful culture). The news won't always be good, but employees should know you respect them and will do your best to minimize any potential disruptions to their work or job.
Ask yourself:
Have I been quick to address the uncertainty, confusion, and anxiety?
Have I provided regular updates on this evolving situation?
Am I easily accessible and forthcoming with information?
Ultimately, communication is a means to trust, but only if handled with care. You can find more in our guide to Operating in Uncertainty
Wishing you safety & sanity. If you'd like to talk more about this or other workplace issues, please don't hesitate to reach out.