If you're like me, you've probably wanted to stop tuning into the news. Why ruin a perfectly nice November day worrying about what to do if stocks continue to dive or the credit taps run dry?
Now consider how your employees feel. Business owners crave challenges, and they constantly think about the future. You may be confident in your ability to weather the storm, but it's likely they're feeling far less certain.
Entrepreneurs are naturals at building a vision for their company — in their head. But they often neglect to share this vision with their own staff. Regular, effective employee communication, however, is critical, especially in times like this. Small businesses depend on dedicated, hard-working people to succeed, and nothing kills their motivation faster than unfounded rumours or a sense that the company lacks direction. Here are some ways to get started.
Prepare. By now readers of my column know that they should never, ever walk into media interview unprepared. The same rule applies to internal meetings.
In some ways, it's easier. You work at the same place they do and likely already know what questions people will ask. So be ready to handle them. Think of the key messages you want staff to walk away with, and tailor your speaking points accordingly. If there is troubling news to share, don't sugar-coat it, but do include the action plan for resolving it, and emphasize everyone's role in that process.
Preparation also leads to consistency, which is critical. If employees hear different things at different times, they may stop listening to you altogether.
Stand and Deliver. Approach your outreach as you would an interview with a reporter. That is, aim for face to face meetings whenever possible. These are the most effective, as staff can see up close how you are reacting to pressing issues — something they will take their cue from. Then do regular follow-ups by e-mail and provide updates on action items, in particular progress toward company goals. And remember: stick to your key messages.
Practice. If recent election coverage has proved anything, it's that you never, ever want to be caught off-guard when you're under the spotlight. Expecting tough questions?
Rehearse your answers. Whether talking to a reporter or an employee, it always pays to be prepared.
Handling a crisis. Unfortunately, business owners sometimes have no choice but to share very bad news, such as layoffs, the loss of a big client, or other grim finance issues. In this case, it's best to follow the best practices I'd recommend to companies going through a crisis. First, address the issue as quickly as possible, so as to nip misinformation in the bud, and provide frequent updates. Next, be honest, but also discuss what's being done to address or alleviate the issue. Then open the door for questions and feedback, and keep it open.
Do not attempt to dodge or "spin" the news. Instead, demonstrate that nothing is being held back, and that everyone is being kept in the loop. People may not like what they hear, but they will know where they stand.
As much as we may want to bury our heads in our business when times get tough, that approach will only create more problems down the road. By starting an effective internal communications strategy now, entrepreneurs reap the rewards of staff who remain motivated regardless of business conditions.
Mia Wedgbury is president and co-founder of High Road Communications, Canada's largest PR agency focused on technology and digital lifestyle. Mia speaks regularly about key trends in the communications industry and how to effectively connect businesses to the media and online audiences that matter. Her PR column is updated every second week. She can be reached at mwedgbury@highroad.com or to find out more about Mia's work (or company),www.highroad.com.
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