Difficult Dialogues in the Age of Coronavirus
We share a few tips to keep in mind as you prepare for future COVID-19-related internal communications.
COVID-19 has created a new “abnormal” that we are all learning to navigate. Now that organizations have managed the first wave of COVID-19-related internal communications, it’s time to prepare for round two, including sharing safety practices that will be in place to protect employees when offices reopen, announcing operational and business changes, and perhaps most difficult, handling personnel issues, including tough decisions about furloughs, layoffs and quarantine wages.
This, against the backdrop of a new Gallup poll showing that only 13% of employees strongly agree that their leaders communicate effectively with the rest of the organization.
JT has managed dozens of crises, including some very damaging internal/personnel-related issues. We have also trained hundreds of managers across the country on how to have difficult conversations with employees, customers and other important stakeholders.
Here are a few tips to keep in mind as you prepare for future COVID-19-related internal communications – especially when delivering difficult news over Zoom or other videoconference tools.
1. Deliver a short, clear message.
Share how COVID-19 has impacted your business. Emphasize the business and operational decisions that have been made in response. Close with any next steps or actions you’re asking or recommending listeners take.
2. Tone is critical.
Most people are experiencing some level of fear, anxiety and stress related to this global health crisis, and unfortunately, the message you’re delivering will likely add to those feelings. In this moment, it’s important to balance facts with compassion. Practice your talking points, but don’t over-rehearse so much so that they sound robotic. It’s okay to have your notes to the side of your computer as a reminder, but don’t read them word-for-word.
3. Schedule small group video calls concurrently.
Even if you have a lot of people to talk to, do not share really bad news electronically with a large group via email. Instead, train managers to have these conversations with smaller groups of employees, so they share the same messages with compassion. As personalized as you can make this, under the circumstances, the better. Follow-up with a written communication that includes all the important details.
4. Logistics matter.
Eliminate distractions. Disable the chat function and turn off email notifications on your computer. Have natural light in front of or to the side of you, never behind you, so that participants can see you. And, most importantly, look into the camera directly, making “eye contact” as best you can.
Since the pandemic started, JT’s work has included supporting a major health care system, a national cannabis company, a manufacturing plant, social service agencies, a large food pantry and others with their communications in response to COVID-19. We also partnered with Arts Alliance Illinois, Governor Pritzker and Mayor Lightfoot, along with the arts and cultural community, to help launch Arts for Illinois and the Arts for Illinois Relief Fund.
We understand the difficult decisions you’re facing and the importance of communicating those decisions in the most compassionate and accurate way. We’ve been helping organizations with their internal communications for nearly 40 years. We can help you, too.
Contact CEO and Managing Partner Mary Patrick at mkp@jtpr.com or 312-961-9159 for more information or to discuss next steps.
DIFFICULT DIALOGUES
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