While businesses are struggling to survive in a turbulent economy, it is very easy to avoid communicating with employees. However, this neglect can have a number of consequences. When ignored, tension among employees will decrease employee output and can affect profits through sickness brought on by stress, missed work days and lower levels of commitment and dedication to the company.
Here are five tips for communicating effectively in turbulent times.
#1: Dont Hide the C-Level
In general, the more unknown factors that exist in a company, the more important it is for the companys leadership to be seen and available to the employees. Share the process by which senior management is weighing options and making decision before all of the decisions have been made.
#2: Clear the Tension Silence Produces
Sadly, many company owners and senior management are hesitant to meet with employees through town hall or virtual meetings when the future is uncertain. It is difficult when they have little of certainty to say and are confused themselves as to the final impact of, or best solution for a problem. It is easy to avoid the situation and wait to talk to employees until more is known.
Unfortunately, silence only leads to rumors. If concerns and rumors are left unaddressed, momentum builds and leads to distrust. For employees to trust their management teams, leaders need to communicate openly and honestly about whats happening.
#3: Recognize the Tension
When you dont have the answers, communicate possibilities and probabilities. According to communication experts TJ and Sandar Larkin, employees come to distrust their managers not because managers told them something bad, but because they told them nothing at all.
William Bridges, who is an organizational transitions expert, agrees with this theory. He has found that employees prefer their management to admit that they dont know what they are going to do about a situation, but that they will let them know, rather than stay silent and leave the employees to wonder.
#4: Communicate Practical Optimism
The bankruptcy of Lehman Brothers last fall caused stress and anxiety in financial industry employees regardless of their employer. The President of the Navy Federal Credit Union in Vienna, Va. recognized this concern among his employees and sent them a letter immediately. The letter reminded employees that the credit union operated very conservatively, and had never participated in the types of lending practices that got Lehman Brothers in trouble. However, the president did acknowledge that in uncertain times, it would be foolish not to admit that the credit union stood some possibility of risk due to the financial crisis.
This blend of realistic optimism is something that leaders should strive for. Employees dont want the truth to be sugar-coated. Communication expert Robert Holland urges leaders to consider a message like: I know the financial crisis has touched each one of you in very personal ways. These are troubling times, but let me tell you what our company is doing to weather the storm.
#5: Stay in contact with remote employees
In times like these, it would be easy for employees in remote and field offices to feel out of the loop and fearful. The Denver-based director of a West Coast company that is in the middle of a major restructuring is addressing these concerns by implementing a consistent communication plan consisting of:
1. A 15-minute meeting every Monday morning with all employees to share any news/decisions that have taken place over the weekend.
2. A structured all-hands meeting every Wednesday afternoon, where the agenda consists of what rumors people have heard, what we know now, and what we dont know.
3. An email at the end of each which summarizes all the weeks news regarding the reorganization.
What makes a plan like this so appealing is that it is open and consistent. Employees are confident that they are being kept in the loop and are able to express their concerns. Some much needed laughs result from sharing the rumors circulating. The entire team feels supported and connected to each other.
Whatever the format, it is critical for senior leaders to acknowledge the anxiety and engage employees in two-way communication. Good leaders recognize that when anxiety is running high, employee communication is not optional, its imperative.
