“Say what?”
Conflicts, crises, and the (ongoing) COVID-19 communication plan.
When the COVID-19 crisis first hit the headlines, companies across the country were in panic mode—drowning in a sea of uncertainty, chaos, and fear. The upheaval of the times was daunting, leaving leadership teams with the difficult job of sorting through the mess and strategizing communication plans and internal policies (those easy button desk doohickeys really got the last laugh, didn’t they?). Thankfully, the world has started on a course towards a “new normal", with lower spread of disease and ease of COVID-19 restrictions. However, companies are still wading through the waters of uncertainty and conflict, facing everything from vaccination efforts and changing government mandates, to emerging variants and economic trouble.
If you’ve already read the Starting Gate blog post, "Communicating During Times of Stress”, then you’re probably familiar with the methods of delivering tough news.
But how can companies continue to provide clear and consistent COVID-19 messaging to their teams amidst emerging data, evolving information, and lifecycle of disease?
In an effort to better understand crisis management and ongoing communication strategies, I’ve looped in our go-to communication all-stars over at KVA. Below is a Q & A with Kelly Voelker, Founder and CEO of Kelly Voelker and Associates:
SGS: When it comes to COVID-19 policies and protocols, why are leaders’ words so vital?
KVA: One of the most interesting things about the COVID-19 pandemic is that trust has eroded over the last year and a half. Media is trusted less, companies are trusted less, CEOs are trusted less. A lot of the work we do at KVA is focused on helping companies and leaders develop clear messaging for their employees and communities at-large about what the company is doing to keep them safe. We also help them concentrate on what it means to be an authentic, trusted source of information. Two great ways of doing so include 1.) focusing on facts and 2.) focusing on relationships. The relationship piece is extremely important because that is where you have the most influence. It is not just about engaging the highest forms of leadership, but understanding how it trickles down into various levels of the organization. Communications need to cascade to all levels within the company to ensure everyone is hearing the exact same message. Another thing we try to do is help make executives more relatable and human. Instead of a scripted response, it may be better received if it is more real, heart-felt, and unscripted. It is okay for leaders to acknowledge what they don’t know. What’s more important is that you let your team know that you really care.
SGS: In the lifecycle of the COVID-19 crisis, what stage would you say we are in and how would communication plans be adjusted to meet current and future needs for employers and employees?
KVA: This is going to be a part of our lives long-term, so companies need to think about where it fits into ongoing communication. For example, vaccine mandates are really tricky and it is important to have a clear plan. You certainly have to look at external factors, but you absolutely need to think about what is the right thing for your company. Some may stand by their vaccination mandates, while others might lean towards waiting and watching as things unfold and make decisions for their workforce based on emerging information. Either way, you must look at your core values as a company, along with the realities of your business. Then, weigh those two along with the uncertainties that may unfold. Once that decision is made, it must be clearly communicated out to your teams, along with honest reasoning as to why the decision was made. However, as we’ve seen, things can change. If a decision or plan needs to be altered, it is important to have a very good reason and communicate that clearly.
SGS: What tips would you provide to a leadership team or HR/People department to ensure communication and policies are “people-centric”?
KVA: First off, measure all the time and get a pulse for what people really think. Yes, do those surveys. Yes, get that feedback. But, also be sure to walk around and talk with people. How are they doing? What would they change? Try to get specific details about how your people are feeling. The language that you choose is also vital. Telling stories is such an important piece for building connection. People will be better able to understand a message if they can hear a story and relate to it. All in all, change management really must be a part of your communication plan. People cannot just hear an announcement from an executive for the first time—there are several steps that must be completed before a message is rolled out company-wide. You will be much more successful if you are able to work change management elements into your communication plan. The goal is to make others feel supported, while also having them support your change. Who else needs to be communicating this message? Who else needs to be on-board with this? As with any large-scale change process, your people teams and communication teams should be closely aligned.
SGS: With the recent court hold on the vaccine mandate, how would you advise a team to make communication decisions amidst uncertainty?
KVA: It’s easy to get caught up in the “what-ifs”. However, there is also a strategic way to go about handling them. Think through the following: “What if X happens…?”, “What is the likelihood that X will happen?”, “In the rare chance of X, here is what we would do, here is what we would say…”. Once a crisis happens or news breaks, it is a lot easier to act with a plan rather than make emotional decisions that are less thought-out. When you are not in a heightened state of emotion, you can logically process the issue and come up with a measured approach to handling it. Crisis communication planning helps prevent chaos, especially if all decision-makers are in one room, crafting and talking through scenario-planning.