This article by Pamela Scott was originally published by Construction Executive on Aug. 5, 2020.
What makes a construction executive an effective communicator during a crisis? The COVID-19 pandemic has tested the communication skills of business leaders across the globe. Some rise to the occasion. Others struggle each step of the way.
Communication during a crisis requires specific interpersonal skills that are not often flexed in placid waters. How do construction executives know if they are communicating effectively during a crisis? What changes are necessary to prepare for the next crisis?
Below are questions leaders should consider as they reflect on their ability to communicate. The content in this article has been adapted from the “MentorLoft Crisis Communication Leader’s Assessment.”
A crisis by nature brings with it stress, but the mental health and wellbeing of employees is not the only consideration. Leaders must also evaluate how a situation impacts their own stress level.
Before leaders can effectively communicate with employees and stakeholders, they have to manage their own stress. It is difficult for leaders to convey confidence when their thoughts, emotions, and body language contradict their message.
Coping with stress does not mean a leader has to go it alone. Leaders benefit from finding someone outside of their family in whom to confide. Every leader needs a support system. Counselors, mentors and coaches can all serve as a sounding board.
Leaders can also offset stress in other ways, such as exercise, meditation or a hobby. A leader’s ability to communicate clearly and effectively improves as stress is lessened.
Internal teams are a leader’s primary audience. Employees look to leaders for assurance and direction. Effective internal communication includes:
– Outlining a clear plan for how the company will operate during a crisis;
– Updating employees as the impact of the crisis shifts; and
– Providing enough detail to prevent people from developing a negative bias about the situation.
When people lack information, their brains tend to fill in gaps with negative thoughts. In fact, as much as 60% and 70% of spontaneously occurring thoughts tend to be negative, according to Psychology Today. Leaders combat speculation by providing accurate information.
When leaders communicate how a company will operate, it is critical to start with a people-first approach. A people-first approach builds trust by:
– Updating employees on new developments;
– Explaining actions the company is taking to ensure the wellbeing and safety of employees and customers;
– Making communication channels available for employees to voice their questions and concerns;
– Checking in with employees regularly to see how they are faring.
Clients and stakeholders also need to hear from leaders of the companies they rely on. Leaders need to evaluate the order in which they communicate with clients and stakeholders. Some stakeholders will need immediate communication. They want assurance that an organization is ready and equipped to serve them.
Leaders should stress what the company is doing to handle the crisis. They can talk with clients to see how they are faring and whether their needs have changed. It’s also time to ensure clients know the best way to reach leaders if concerns come up.
It is always a leader’s job to set clear expectations for employees. When a crisis hits, communication provides a lifeline to staff. They will have lots of questions, including the following.
– How is the company dealing with the crisis now and in the weeks or months to come?
– What steps is the company taking to ensure safety in the workplace?
– Will I still be paid on time?
– If employees have been working from home, they’ll have lots of questions about if and when they are reporting back to the office. And how often they’ll need to go into the office, if at all. A smart leader will have those answers with details and timeframes.
A crisis is also a chance to highlight resources employees can use to deal with stress. Such resources could include an Employee Assistance Program, access to a workout facility, or links to online learning and professional development programs.
A crisis can make or break a company by exposing problems long ignored. It also provides conditions a leader can use to build a stronger sense of community within the company. One strategy is to pair staff with mentors or coaches to ensure each employee has support. That mentor can serve as the employee’s point of contact for information and to dispel rumors. Ideally, the employee should feel safe sharing concerns with that mentor. Another way to build community is to highlight projects and success stories. Good news provides a reprieve from the stress of a crisis. Good news also gets people talking to each other.
This article by Pamela Scott was originally published by Construction Executive on Aug. 5, 2020.