David Garfinkel, Director of Engagement at MSL gives his advice on how to demonstrate leadership while dealing with COVID-19.
We’re all learning how to quickly change our behaviour to lessen the impact of Covid-19. But have you changed your comms style since the coronavirus impacted your business?
Why do pilots tell you about the expected flight time and route before take-off? Sure, it’s of some interest, but far more importantly, it’s to reassure you.
That measured, expert voice immediately puts you at ease, and gives you confidence, so that if you hit turbulence along the journey, you feel you’re in safe hands.
It’s a lesson for all leaders who are dealing with the impact of Covid-19.
More than ever you need to communicate with your teams and clients to demonstrate there’s a credible plan in place, one that your employees can believe in.
Clear, regular and considered communication across a variety of touchpoints will not only ensure your staff stay engaged, but it will also impact your external reputation, now and in the future.
1. Commit to open communication. Be transparent about the potential impacts of Covid-19 on your business and where there are challenges. This will keep your teams engaged in your business and clients’ needs.
2. Share challenges. If you can share a problem, do. By harnessing the power of collective problem-solving, you can focus people’s minds on constructive, positive thinking.
3. Balance leadership and line management comms. What information should come from the CEO? What should line managers share? Decide what comms plan feels right for your company, and keep your team leads up to date with consistent messages and FAQs. Targeted briefing sheets, daily webinars or conference calls will keep everyone aligned.
4. Create feedback loops. Your employees will have questions, so set up feedback loops to understand and respond to employee concerns and be able to quickly tap into the current mood. This will not only help you address pressing issues when they arise, but you’ll also be able to fine tune your engagement plans.
5. Have a comms contingency plan. Comms teams are not immune to Covid-19, so think about how you’ll keep your employees and stakeholders updated if your comms team is stretched.
6. Be specific. Within your actual communications, only include what people need to know from your company’s perspective. Focus on how they can protect themselves and others, flexible working and travel updates, and how you’re supporting them. Don’t overload employees with information they don’t need like global or UK incidence rates that are readily available on external news sites.
7. Be yourself. Avoid corporate jargon. I know it is easy to slip into it during challenging periods, but don’t. This is the time for plain and clear language.
David has been working in communications for 23 years, specialising in employee engagement and business transformation for global organisations. David joined MSL in December 2019, having previously worked at FTI Consulting where he was a Senior Director in the People and Change team, advising clients on M&A, restructures, internal communications and engagement campaigns. Prior to FTI, David headed up the internal communication functions at BAA/Heathrow Airport, TUI UK&I, Bwin.Party PLC (now GVC) and William Hill. Prior to his career in corporate communications, David worked as a feature writer for The Sun and The Mirror newspapers, and was the Managing Editor of a local publishing group where he scooped the Press Gazette’s free newspaper of the year award.
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