In times of shock, leadership skills such as crisis management and communication are more in demand than ever. Many employees are unsettled by the corona crisis because they are afraid of the possibility of losing their jobs and the associated financial uncertainties. They are wondering how they and their families will make ends meet with short-time working, whether the company will cut jobs or whether it will even be forced into insolvency. Those who can may even leave the “sinking ship”. Strong leadership and transparent and credible communication are then “the rock in the surf” and a key factor in retaining and motivating employees. However, managers who “swim” themselves cannot fulfill this role.
Some managers have already received the relevant qualifications in management training courses. Their challenge now is to implement this knowledge consistently, because this is what matters right now. Others may wonder how they should deal with the situation. In any case, managers should heed the following advice:
- Communication at the meta level is only a first step
Video messages from the CEO with words such as strategy, crisis management, slump in sales and other buzzwords are correct. This is important information about what the crisis means for the company. But employees also want to know what the situation means for THEM IN CONCRETE. The Americans formulate this as “What’s it in for me?”. How great is the risk of job loss? Will there be reorganizations that affect the individual? How bad is the company’s situation really?
- Clear communication
Managers should therefore communicate regularly, possibly daily, with their employees in order to explain to them realistically and calmly what the situation means for them in concrete terms. And in the language that reaches the employees. Repeating buzzwords or “beating around the bush” is not very helpful here.
- Communicate early and regularly
Corridor gossip, rumors, existential fears, stress and ultimately distraction from the core tasks can be prevented through early communication at an early stage. Above all, it should not be forgotten that companies are not closed and there are still tasks to be completed. If there is new information and changes to procedures and the company, these should be clearly communicated to employees as soon as possible. Only employees who have the feeling that the management is dealing with them transparently can develop the necessary trust in the management. This is also repeatedly emphasized in management seminars.
- How do you make sure that your words have really been understood?
It is good if the company has flat hierarchies so that employees dare to ask questions and address critical aspects. This may not be the case in more hierarchical companies, even if nobody will admit it. Managers should have a good overview of how they can communicate with their employees. When in doubt, managers should ask comprehension questions to determine whether employees have really understood the messages.
- The right attitude: realistic statements and openness
Stay realistic! With actionism and statements that “everything will be fine”, you are not doing anyone any favors. You make yourself untrustworthy as a manager and undermine your own position and the trust that employees should place in you.
- Do not spread panic
Even if you are unsettled yourself, you must not spread panic. As a manager and therefore a representative of the company, you should think carefully about what information is given and how. Even if the situation is not rosy and you should remain realistic, it makes no sense to only describe the abyss. Also communicate what bridges there might be to cross the abyss.
- What do you do if you don’t know where the journey will take you?
If you yourself do not know what the company and employees are facing, you should speak to your line manager and request the relevant information. At the same time, you can agree a communication strategy with him or her. If you fall on deaf ears, you should explain to your line manager why this is so important. You can use arguments from this blog to do this.
- Communication – as personal as possible
An Asian proverb says “Never write when you can call. Never call when you can meet”. Words and written statements can be misinterpreted and misunderstood. In addition, there is no way to clarify unclear aspects in a written context. Therefore, pick up the phone more often, or even better – make a video call if you are working from home. This significantly increases the efficiency of communication, which leads to greater transparency and higher employee motivation. Ultimately, you also strengthen your own credibility.
- There is life after Corona – Motivated because informed employees
Efficient communication and support for employees in difficult times pays off after a crisis. Building relationships is the foundation for sustainable motivation and cooperation. Impersonal messages and radio silence alienate employees. They may leave your company after the crisis and, as always, the best people find a new job first.
- Strengthening talent management during the crisis
The shortage of specialists and managers that was much talked about before the crisis has clearly not abated, even though many companies are considering job cuts depending on how the economy recovers. Job advertisements are still being placed and interviews are still being conducted. So there is no reason to neglect good people. Also – teams that get through crises well together thanks to effective leadership and communication are bound by that shared experience. So these two things are even an efficient tool for talent management. Even if business is slow to recover, these people will be needed at some point – and then you don’t have to buy them in at a high price.
