Healthy Communication, Part 1: Leaders

As a young boy growing up in a coastal Florida city, the threat of hurricanes was frequent
and distressing.  Several Category 4 hurricanes slammed their way through our neighborhood. I distinctly
recall watching three towering pine trees in our front yard crash to the ground
within minutes of each other, one of which smashed into our house.  If we still
had power, my dad would tune the television to the local weather station to track
the hurricane’s path. The weatherman was our leader, the one we were counting
on to steer us to safety.

During this “hurricane” called Covid-19, progressive leaders understand that
creating and managing a crisis-communications program requires the same commitment
they give to other parts of the organization. Above all, they put their people first.
When leaders prioritize employees’ safety and morale, not just business needs,
people feel protected and supported.

• In uncertain times, effective leaders consistently communicate to their people how
  they uniquely contribute to the organization’s goals and values. This gives
  them a sense of motivation, fulfillment, purpose, and belonging, inspiring them
  to act because they want to, not because they have to.
• Not surprisingly, healthy communication is characterized by a high level of trust.
  When people feel safe they can ask for help, admit mistakes, and take responsibility.
  These acts of vulnerability feel risky. A leader who models vulnerability gives
  others the courage to take off their masks and be real.
• Healthy companies are a place where people are recognized for their intrinsic
  value, rather than as a cost unit, function, or sum total of their achievements.
  Leaders spend less time trying to exert control and more time building cooperation
  with their team members.
• A problem some people experience in times of uncertainty is fear of the unknown.
  A way to combat that fear is to establish a few “certainties” in the
  form of structure and routines. Regularly-scheduled Zoom meetings or on-site group
  meetings that allow for employee input, time for questions and answers, and even
  laughter, help people live in the present and feel connected. This reduces anxiety
  and increases focus.
• It is also helpful to provide your team with tangible action items. Having
  specific next steps gives people a sense of control and the reassurance that they
  are making a contribution toward stabilization. Use words like, “Here are
  the next steps we are taking” or “Here’s what you can do”
  to demonstrate action.
• By not withholding information, leaders can build trust with their team and
  create a bond. As a leader, it is essential to be honest about successes and failures,
  goals, and financial activities. Changes that could negatively impact the team should
  be shared truthfully. Promoting transparency will allow your team members to feel
  comfortable voicing their concerns to you and their colleagues while reducing possible
  conflict areas and building trust.