Communicate With Those Who Matter Most. Your Employees.
We work with a lot of clients who spend a lot of time and resources focusing communication efforts on their customers, partners, and investors. And that is certainly important. But when we ask, “what are you doing to communicate with your employees,” we often hear crickets.
It’s not uncommon. But it does need to be fixed. Don’t assume your employees know what is going on or are simply “fine.”
Employees are arguably the most important audience to communicate to right now. And there’s a lot for them to be anxious about, from new work-from-home protocols, to disruptions in business operations to changes in reporting structures. Employees need to feel connected with their leadership now more than ever.
Without your employees, you wouldn’t have customers or a board to report into. However, many leaders overlook the importance of keeping employees not just informed, but engaged, when priorities shift, and things are in flux.
Radio silence during volatility is bad business. And sometimes saying something, but too little, is just as bad. There are a few phrases that can create unnecessary confusion and discomfort for your employees, so be wary when using them in communications without understanding the need for follow up communications:
“We’re in a holding pattern.”
Literally, this phrase refers to a flight path that is maintained by an aircraft waiting for permission to land. It implies circling endlessly while people wait for direction. The danger? If you don’t provide direction, or at least a timeframe for when that direction will come, your employees could spiral.
Case in point, I heard from a friend recently who said her employer sent out one system-wide communication since the COVID-19 pandemic impacted their workplace and it stated the company was in a holding pattern and they would “be in touch soon” with updates. It’s been several months. That’s a long time to circle.
“If you have any concerns, let us know.”
Okay, this one may be well-intentioned, but it leaves it up to the employee to do the heavy lifting. It also only addresses issues or concerns and none of the potentially positive insights you’d like to hear from your team, too.
If you’re really interested in employee concerns, don’t leave it up to the employees to reach out to you. Reach out to them. Make sure you have a consistent approach across your teams. Arm your managers with the right tools and guidance to have productive conversations. Yes, conversations. Email is great. But conversations are better, especially with remote teams. Face-to-face interactions on video go a long way to get insights into your employees’ motivations, concerns and areas of focus.
“Let us know if there is anything we can do.”
For those who have been through a crisis, they understand what it’s like to hear a well-intentioned person say, “Let me know if there’s anything I can do.” That puts the onus on the individual to come up with something and assign you a task. Chances are, they never took you up on it because it’s just another thing added to their plate. Your employees are no different. Be specific with them. Be prescriptive. It’s important to reinforce where employees should be spending their time and how, if anything, operations may change in the short term. Then you can offer your help in specific areas so they feel supported. Be personal and use this time to connect rather than repel your teams.
Are you dropping the ball on your communications to your most valuable stakeholders? If you need help with your own internal or external communications strategy, ask for help from trusted experts.