CRISIS COMMUNICATION IN TIMES OF CRISIS, IT IS ESSENTIAL THAT BUSINESSES DEVELOP A STRONG COMMUNICATIONS STRATEGY. CHECK OUT THESE TIPS FROM GLENN TAYLOR, DIRECTOR AT ENGINE ROOM BUSINESS INNOVATION.
CRISIS FEATURE
“The biggest problem with communication is the illusion it has taken place.” George Bernard Shaw Professor, Nitin Nohria
Humans speak. We speak when we are awake, and we speak in our dreams. We are always speaking, even when we do not utter a single word aloud, but merely listen or read, and even when we are not particularly listening or speaking, but are attending to some work or taking a rest. We are continually speaking in one way or another. We speak because speaking is natural to us. Plato defined the human being as ‘the animal that speaks’, and his pupil Aristotle, defined the human being as ‘the animal that thinks’. Both speech and reason condition each other and are dependent on each other. The strong linkage between speech and reason was highlighted when I was undertaking my first helicopter flying lesson. I was hovering for the first time and after being complimented, was asked a question by the instructor. When attempting to answer the question, the helicopter’s stability greatly diminished, and the instructor had to take over. This episode repeated itself several times during that first lesson. I could successfully hover, but could not hover and communicate simultaneously. In a crisis we are also at risk of being overwhelmed with our thoughts and our communication then greatly suffers.
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As a leader in a crisis, how can you continue to communicate effectively? Below are five tips: ½
Dial it Up In a crisis, people need reassurance that the leadership team comprehend the situation and are taking the appropriate actions to move to a better future. In the void of communication people often make up their own ‘stuff’. So don’t risk people going down a negative spiral – fill the void with your reassuring positive messages.
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½ Anticipate and adapt Be structured Deliver your communication in a crisp, Crises occur when the unexpected concise and clear manner. Consider using arrives. So, ‘dial-up’ the forward the why, what, how, and when format. thinking to anticipate what is going to happen next and adapt ½ why is there a crisis?; accordingly. Go back to step one ½ what steps will we be taken and start the five steps again. to deal with the crisis?; ½ how will these steps be undertaken?; I suggest that most crises can be traced ½ finally, when will the steps be taken back to a miscommunication occurring and when at some stage should we – a proactive see a positive communication “Communication is the impact? opportunity was missed, or real work of leadership.” Be genuine and a key message Harvard Business School authentic not clearly Professor, Nitin Nohria People need understood. So, if to be able to a lack of effective relate to you communication and trust that you understand their is a significant cause of most crises, perspective (thoughts and feelings). it will probably be that effective So deliver the communication communication will also be the genuinely and authentically. primary solution for most crises. Listen and respond calmly Yes – humans are an animal that speaks Ask good questions to gauge and thinks, and speaks and thinks both perspectives and respond calmly. moving into and out of crises. So, to both People need to know that the leader avoid and deal with crises - look forward, has a ‘cool head’ and isn’t going to be anticipate and communicate effectively. unsettled by others’ fears/concerns.
Glenn Taylor Director, Engine Room Business Innovation www.engineroombi.com
June 2022
