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Communication with employees is often the first thing to drop off when a company is struggling to survive in a bad economy. This avoidance can affect overall company performance for a number of reasons. Employee stress must be recognized and dealt with, or productivity will suffer and profits will be effected as employees call in sick for stress related illness, lose touch with the overall company goals and eventually develop reduced levels of commitment to the company.
I would like to suggest five strategies to maintain effective communication in trying times.
#1: Show the C-Level
As a general rule, senior leader visibility and accessibility need to increase in proportion to the number of unknowns in an organization. Instead of waiting to hold town hall meetings until all of the details have been worked out, communicate frequently when options are being weighed and decisions are being made.
#2: Eliminate the Strain of Silence
Sadly, many company owners and senior management are hesitant to meet with employees through town hall or virtual meetings when the future is uncertain. It is difficult when they have little of certainty to say and are confused themselves as to the final impact of, or best solution for a problem. It is easy to avoid the situation and wait to talk to employees until more is known.
Unfortunately, silence only leads to rumors. If concerns and rumors are left unaddressed, momentum builds and leads to distrust. For employees to trust their management teams, leaders need to communicate openly and honestly about whats happening.
#3: Recognize the Tension
If you arent sure as to what you will do in a situation, share the options and possible courses of action you will take. TJ and Sandar Larkin, communication experts, indicate that employees lost trust in senior management not because they are hearing about difficult situations from them, but because they are hearing little or nothing at all.
William Bridges, who is an organizational transitions expert, agrees with this theory. He has found that employees prefer their management to admit that they dont know what they are going to do about a situation, but that they will let them know, rather than stay silent and leave the employees to wonder.
#4: Communicate Practical Optimism
Financial industry employees everywhere began to panic when Lehman Brothers announced their bankruptcy in late 2008. Attempting a proactive response to the crisis, the President of the Navy Federal Credit Union in Vienna, Va. sent a letter to all staff addressing their concerns. The letter reassured employees that the credit union had never been involved in subprime lending and always operated in a very conservative manner. But the letter also acknowledged that the current financial crisis posed risk to all financial organizations, the impact of which was yet to be seen.
This blend of realistic optimism is something that leaders should strive for. Employees dont want the truth to be sugar-coated. Communication expert Robert Holland urges leaders to consider a message like: I know the financial crisis has touched each one of you in very personal ways. These are troubling times, but let me tell you what our company is doing to weather the storm.
#5: Reach out to Remote Employees
It is easy for employees in the field and operating in remote locations to feel neglected and fearful as to their future. One Denver director of a company based on the West Coast which is in the middle of a large restructure has implemented the following plan for getting information out to these folks:
1. A short staff meeting first thing Monday Morning in order to ensure that every one is up to date on any news or decisions that took place over the last week.
2. A more formal all-hands call midway through the week in order to share rumors or gossip people may have heard and to set folks straight as to the facts.
3. An email at the end of each which summarizes all the weeks news regarding the reorganization.
The beauty of such a plan comes from its consistency and openness. People trust that they know what is really happening and feel comfortable raising their concerns. The portion of the all-hands meeting that addresses the rumors results in some good laughs. The whole office feels connected and supported.
However they ultimately choose to do it, successful senior management will take the time to recognize their employees anxiety and be open to honest two way communication. Successful leaders know that when tension is at its highest, good communication is a must for a smooth running organization.
I would like to suggest five strategies to maintain effective communication in trying times.
#1: Show the C-Level
As a general rule, senior leader visibility and accessibility need to increase in proportion to the number of unknowns in an organization. Instead of waiting to hold town hall meetings until all of the details have been worked out, communicate frequently when options are being weighed and decisions are being made.
#2: Eliminate the Strain of Silence
Sadly, many company owners and senior management are hesitant to meet with employees through town hall or virtual meetings when the future is uncertain. It is difficult when they have little of certainty to say and are confused themselves as to the final impact of, or best solution for a problem. It is easy to avoid the situation and wait to talk to employees until more is known.
Unfortunately, silence only leads to rumors. If concerns and rumors are left unaddressed, momentum builds and leads to distrust. For employees to trust their management teams, leaders need to communicate openly and honestly about whats happening.
#3: Recognize the Tension
If you arent sure as to what you will do in a situation, share the options and possible courses of action you will take. TJ and Sandar Larkin, communication experts, indicate that employees lost trust in senior management not because they are hearing about difficult situations from them, but because they are hearing little or nothing at all.
William Bridges, who is an organizational transitions expert, agrees with this theory. He has found that employees prefer their management to admit that they dont know what they are going to do about a situation, but that they will let them know, rather than stay silent and leave the employees to wonder.
#4: Communicate Practical Optimism
Financial industry employees everywhere began to panic when Lehman Brothers announced their bankruptcy in late 2008. Attempting a proactive response to the crisis, the President of the Navy Federal Credit Union in Vienna, Va. sent a letter to all staff addressing their concerns. The letter reassured employees that the credit union had never been involved in subprime lending and always operated in a very conservative manner. But the letter also acknowledged that the current financial crisis posed risk to all financial organizations, the impact of which was yet to be seen.
This blend of realistic optimism is something that leaders should strive for. Employees dont want the truth to be sugar-coated. Communication expert Robert Holland urges leaders to consider a message like: I know the financial crisis has touched each one of you in very personal ways. These are troubling times, but let me tell you what our company is doing to weather the storm.
#5: Reach out to Remote Employees
It is easy for employees in the field and operating in remote locations to feel neglected and fearful as to their future. One Denver director of a company based on the West Coast which is in the middle of a large restructure has implemented the following plan for getting information out to these folks:
1. A short staff meeting first thing Monday Morning in order to ensure that every one is up to date on any news or decisions that took place over the last week.
2. A more formal all-hands call midway through the week in order to share rumors or gossip people may have heard and to set folks straight as to the facts.
3. An email at the end of each which summarizes all the weeks news regarding the reorganization.
The beauty of such a plan comes from its consistency and openness. People trust that they know what is really happening and feel comfortable raising their concerns. The portion of the all-hands meeting that addresses the rumors results in some good laughs. The whole office feels connected and supported.
However they ultimately choose to do it, successful senior management will take the time to recognize their employees anxiety and be open to honest two way communication. Successful leaders know that when tension is at its highest, good communication is a must for a smooth running organization.
About the Author:
Wendy Mack is a professional consultant, mentor, and author with an emphasis in directing and communicating change. Get her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.
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