There’s nothing quite like a crisis to highlight the value of good corporate communications … or the scourge of bad, for that matter. This is your time, comms people. There isn’t an industry that won’t be affected by the reverberations of COVID-19, and so this is the time when everyone in a comms role can and should step up. The C-Suite cannot do this alone.
Sidenote: Is it opportunistic to be thinking about your role vis-à-vis the C-Suite right now? Sure it is, but it’s also necessary. Trust me, everybody wins this time – your company reputation, employee satisfaction/engagement/retention, shareholders, customers and other stakeholders all win when you pitch in to help shape the message and prepare the messenger at the highest level of the organization during a crisis!
So a few things to think about as you prepare to be one of the most trusted advisors to your C’s right now:
Be clear. I wish I could whisper this, but I have to say it out loud: Executives, for some reason, love to obfuscate, hedge, or paint a rosier than real picture. It must be because they want to hang on to the love, admiration and loyalty of their stakeholders. Don’t let them lean in to their best intentions – which, during a crisis, are their worst instincts. Be incredibly clear with your messaging; keep it simple and in plain English. No non-committal corporate-speak that sounds like gobbledygook. Bring recommendations for clear messaging to your C’s; it should come from you to them, not the other way around.
Be transparent. Along with creating clear messaging, it will fall to you to be the transparency police. I know legal will be at the table too, but hold your ground. During a crisis, it is imperative to be open and transparent with what the company knows, doesn’t know, and how it’s coping/managing. We live in an age of suspicion, when audiences can sniff out BS or a phony statement. You will need to be the enforcer and remind the executive suite that it’s okay not to know everything. To help in this effort, make sure your spokesperson is someone capable of credible transparency.
Be consistent. Be the voice of reason with respect to needing to be consistent with the company’s message, messenger, and cadence. Even though different audiences have different self-interests and a different level of need-to-know, be sure the messaging across audiences is consistent and that there are no unintended contradictions. The messenger should be consistent also, so choose a spokesperson who is reassuring and available. Finally, your recommendation re cadence – i.e. how many times a week you communicate with audiences – should be sustainable and based upon your industry, the needs of your audiences, and your medium for delivery.
Be trusted. Advocate for your spokesperson – CEO or other public face/voice – to be someone who either is trusted or can build trust. If the CEO is not the most empathetic or trustworthy figure, try some coaching for him/her or figure out a way to pitch him/her on the idea of someone else taking on that role and responsibility. Delicate work, I get it. You might want to arm yourself with some worst-case scenario examples of corporate executives and companies that lost the battle with trust. Trust during a crisis is everything.
Be ready. Encourage your exec team to have and communicate not only a Plan B, but a Plan C also. We don’t know what we don’t know, so it’s wise to be ready to move beyond just Plan B if necessary. For certain very discerning audiences with a need to know (e.g. employees, shareholders), it will be a confidence-builder to know that your company is thinking ahead and planning for even potentially unforeseen outcomes. Suggesting that the company have a Plan C demonstrates your value as a strategic advisor. And besides, it’s smart; we don’t yet know what’s in store for the next few months.
For those comms people who haven’t gotten a foot in the C-Suite door yet, this crisis could be your time. While the ROI of corporate communications may not be fully appreciated during times of peace and prosperity, there is a clear and undisputed ROI for good corporate communications during difficult times. ROI notwithstanding, this is your time because there is no time like right now.
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