#Coronacomms: How can business leaders communicate with impact in this crisis?
We are in extreme and unusual times. In the next few weeks and months we are likely to experience and witness mass lay-offs, business collapses, personal crises and ‘black swan’ events that will change forever how we do business and interact as a global society.
I never expected to write that kind of paragraph. Even now I wonder whether I am “over-reacting”.
But it seems that this is an existential threat, something that none of us in this generation has ever encountered. At this stage there is no ‘rule book’, no great blog with all the answers, no post on Google that will nail it – there is only a sensible and considered approach based on our experience and knowledge as leaders and communicators.
How companies – and leaders – respond and communicate in this crisis will inform their legacy and reputation for years.
Communication is critical, more so than ever before. I can’t promise I have all of the answers – none of us can – but here is some guidance from myself and the team at Formative Content, as well as some examples of how others are speaking to their people, their clients and their broader stakeholders in this challenging time. Please feel free to chime in with guidance, advice and support – let’s face it, we all need it.
Set up your communications team
For larger organisations you’ll already have your comms team and a strategy in place, but no-one has written the guide book on dealing with a pandemic like the coronavirus.
However you structure your core team, think about these points:
Meet regularly: Virtually will be the norm for most, as we move into the next stage of the spread of coronavirus. I have been meeting each day with my senior team to discuss coronavirus for more than three weeks now and managing a considered cascade of messaging to our team.
Take a 360-degree view: Think around all the issues for your business, team and clients, each time you meet. Put yourself in their shoes to help calibrate your messages. Balance honest realism and pragmatism with nuance and compassion.
Think a few steps ahead: We can’t know what’s around the corner, but many of us can anticipate how coronavirus will impact our businesses. Be swift and considered in your decisions and try to pre-empt questions where you can.
Establish a regular pulse of comms: Look for help where you can if you don’t have a dedicated communications team. Seek volunteers or reach out to your network to try to find guidance.
Communicate your plan: Many businesses and companies have chosen to move ahead of the government’s guidance (here in the UK) – this is an opportunity to show decisive action as a leader and to lead from the front with your own plan and approach.
Communicate regularly and routinely
Your teams, shareholders and clients will be looking to you for clear and open communication. In this situation, make sure you are communicating more, not less. Be on the front foot where you can, anticipating the next challenge for the business and building a response in advance.
Increase the cadence of your communications: If you currently message once a week as a CEO, increase that or even consider daily comms if your organisation or business is particularly badly hit. Be regular and timely with the delivery. This will minimise questions and uncertainty among all stakeholders.
Create content: Update your website – consider having a section on your front page or a clearly marked sub-page. Deliver clear and sensible information about how you are responding as an organisation. You cannot answer everyone’s questions but do what you can to work through FAQs and the obvious concerns of clients and stakeholders. Logistics company Agility – which operates around the world – has been sharing vital information to its clients via a special page on its website for weeks now.
Live updates: Create a live document that can be shared and kept open with regular updates on your business response – you might choose to share this with your wider stakeholders. Be as transparent as you can be, but cautious where required. Alternatively create a blog page that you regularly update with information for key stakeholders.
Cascade your comms: Create a team that can cascade down your information and share it to distributed networks and remote teams. Do you have WhatsApp groups you can create, or ‘ambassadors’ who can help to disseminate messages to those people and staff who might not be able to access your website or traditional comms?
Create bullet-point guidance: If you have a distributed management team, or workforce, who have to share messaging verbally to large groups or teams then supply crib sheets or bullet points to guide them on what to say. This will ensure there is a consistent message to all teams around your organisation and that misinformation and rumour will not spread.
Share health guidance: Share with your internal teams the details of where they can find up-to-date and fact-based health information. This will help to quash rumour and avoid the sharing of false reports on social media. Use the WHO or the World Economic Forum’s COVID Action Platform or Agenda sites.
Refine messages for all stakeholders
As you develop or refine your plan, break out each of your separate audiences to ensure your message for each takes account of their particular concerns or needs. Everyone in your business community will be feeling the pressure in different ways – some personal, some professional. Your messages to staff will differ – in detail terms – from those that you disseminate for stakeholders, stakeholders or suppliers, for instance.
Be agile: This is a fast-moving situation. In your live document, map each of your audiences and agree key messages for all, along with the associated regularity of comms.
Tune in to specific needs: Which cultural issues, or language issues should you be mindful of? Think through how each of your messages will land with your target audience.
Demonstrate action: You might not have all, or any, of the answers at this stage, but tell people that you are working to find solutions. As you craft your messages, ensure they are direct and clear, yes, but don’t lose touch of the need for empathy. “I know the COVID-19 pandemic is concerning for all of us,” writes HP CEO Antonio Neri on LinkedIn. “I am working closely Hewlett Packard Enterprise leaders to ensure we are responding quickly and keeping our team members, customers and partners safe.” This shows action, and compassion.
Find the right tone; stay human
We are all in this together, and many people are struggling with a range of issues – they might be worried about their job, their family, their future, isolation. As Brené Brown wrote on LinkedIn: “Fear and anxiety can drive us to become very self-focused. This global pandemic is a real case of ‘getting sick together’ or ‘staying well together.’”
Say how you feel: Anxiety is a big issue in this situation for all of us – I know I’m feeling anxious, and many more people will feel the same. Don’t be afraid to share that message – we are all human.
Use compassionate language: Microsoft CEO Satya Nadella uses emphatic and human language in his LinkedIn post: “We deeply consider the effect on people in our communities in every decision we make.”
Plug into your vulnerability: Calibration of your messaging to people who might be suffering or anxious is critical. If you know this is not your strong point, bring a team member in to support you with reviewing messaging to ensure it will resonate with stakeholders. “Stay safe, stay well, and take care,” Alan Jope, chief executive of Unilever, reportedly wrote in his email to staff working remotely.
Step up: Many businesses are struggling, or will struggle, in the next few weeks and months. Many will go out of business. If you can step up and demonstrate in your communications AND actions that you have a true sense of purpose as a business, then this will build enduring trust. Microsoft has donated US$1 million to a regional COVID-19 Response Fund in Seattle, which is already greatly impacted by the virus. President Brad Smith wrote: “As our community focuses on public health needs during the COVID-19 outbreak, it’s important that we also rally together to address the unmet economic needs developing around us.”
Establish or improve your systems
As well as your business continuity messaging to your teams and your public-facing messaging to your clients and partners that might be on your website, you will need a range of other communications outlets to deliver key messages and allow your own teams to communicate with each other.
– Define your systems: Find a system to share instant notifications and urgent messages to your core teams that doesn’t necessarily rely on email – group chat, IM or Slack can help speed up the sharing of business-critical or health alerts.
– Have a channel plan: Establish a plan about how to use each channel – one channel might be operational, another for sharing documents, another for instant engagement and group chat
– Broaden your channel approach: Ideally, try to share your messages across multiple channels to reach as many as your stakeholders as possible.
– Simplify content development: Create templates that you can update easily for your social media channels with updated notices or information.
– Use a range of formats: Consider what is most effective and most straightforward in terms of format during this type of crisis. Many business leaders are using fast-turnaround, simple video on social media channels to communicate clearly and directly to their people. Video can help build a quick connection and is the most shareable form of media.
– Ensure there’s a release valve: Leaders must message from the top that letting off steam, or “socialising virtually” whilst WFH is necessary. We have set up a couple of Facebook Workplace channels to enable our team members to share pet and family photos and comments, for instance.
Communicate your plan for the future
While we are in the eye of the storm it may feel challenging – and inappropriate – to consider the longer term. This is the time for a considered balance in your comms. It’s important that your people know that you are still planning sensibly for the future, and flexing with the current situation, to ensure the long term of your business is secure.
Be explicit and clear: “Our top priority is keeping our employees, customers and other stakeholders safe while doing whatever is reasonable to keep Ford running,” Ford senior managers have told staff in an email, as reported by the Financial Times. This balances the focus of attention now, with the needs of the business in the long term.
Lean on your network and share: Give and help where you can. Paul Daugherty, group Chief Executive at Accenture has reached out to his “fellow techies” on LinkedIn: “YOU are essential in assuring success of the mission-critical systems and data that power businesses, governments and keep our world running. YOU can/must lead.” He signs off: “We need you. And we need to rely on each other.”
If you would like to know more about how Formative Content has helped tell the brand stories of some of the world’s biggest B2B organisations, please email firstname.lastname@example.org
About the author: Gay Flashman is the CEO and founder of Formative Content. Last year, she was named in Thrive Global’s Top Female Creatives of 2019 list. Connect with her on LinkedIn here.
Or if you would like to find out more about her recently published book ‘Powerful B2B Content – Using Brand Journalism to Create Compelling and Authentic Storytelling’ click here.
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