Leadership and Organizational Consulting
Feb
Tough Times Require Authenic and Frequent Communication.
That statement is a no brainer - right? Yet in client companies all over the nation, Leaders are telling me they are spending more and more time with a select team of direct reports working to figure out their path through the chaos. This in and of itself is more than necessary — it’s required to constantly chart a life saving course through the ice field.
At the same time, what message are leaders sending who spend most of their time behind closed doors? Without an intention and system in place to provide constant communication to all employees rumors develop and run wild.
Given people WILL talk, effective leaders influence that communication by frequently and clearly sharing what they do know of a situation and what steps are being taken to address most pressing challenges. A clear message that leaders are aggressively looking for ways to manage effectively through the downturn is critical.
It’s the straight talk of reality — how thing are and what is being done to address them — that motivates other leaders and employees to more actively step up, get engaged and even offer solutions senior leaders overlooked.
What is your best experience of a leader who truly communicated effectively in a time of crisis? Feel free to use the comments form below to share your thoughts.
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I recall two instances where I was an employee in a corporation where crisis called for leadership. The crises, similar to the state of the economy today, felt tenuous. In one, leadership holed up in a conference room to ‘determine’ what to do. The fear permeated every department in the company, fueled by rumors that replaced any truth that could have been communicated, but had not been. We felt like kids at the door of our parent’s bedroom after a fight. What was going to happen? Are we alright? What does this mean to us? The VPs came out of the conference room and in less than two hours nearly 6,000 employees lost their jobs. Because none of us knew what was going on, all our minds could do is entertain other nightmares of what else might happen. I learned so much from that experience - about how sharing the truth in a situation can decrease pressure, how being honest can build loyalty even in a downturn, and that hiding or shielding company information is perilous to productivity.
Another situation, again, one that beckoned layoffs due to low sales, showed me how a team can make a critical difference. The leaders called a company meeting, outlined the company’s situation, then asked if anyone had any ideas about how to quickly increase sales. It was my first experience with leaders who didn’t have to ‘know’ everything. I was in my early 20s so it made quite an impression on me, too. The company came together, and sailed through the storm with the help of many good ideas, that cumulatively, made all the difference.
I believe companies have the same opportunity now to improve, collaborate, change for the better. If the leader can’t be honest about concerns, that then requires ‘holding’ onto fear. How can employees trust a leader who doesn’t trust the employees to be able to ‘handle the truth?’