Tool Box
Issue No. 14 - December/January 2004
Communication in a Crisis
by Roger Ellis
In these turbulent times many organisations and individuals are going through a time of extraordinary stress. It’s a time when we are learning to appreciate even more the value of effective communication.
Yet the guidelines for communicating well in high—stress situations are (almost always) the same ones as recommended for communicating in more normal times.
Keep in mind that communication is often the single most critical factor in successfully handling a crisis. Some tested “rules” of communication follow. They go a long way toward helping leaders ease stress, build confidence and boost results in anxious workplaces.
Connect often A good rule of thumb is that you can never communicate too much in a crisis – as long as you’re open, honest and consistent. Present your messages over and over.
Reinforce them in as many settings and formats as appropriate: meetings, Q & A sessions, audio – and videotapes, press releases and conferences, personal letters, e—mails, newsletters, flyers and hot—lines. Individuals have different learning and listening styles so try a variety of communication channels to get your message across to everybody.
Be clear and concise To succeed at crisis communication you have to send messages that have clarity, specificity and coherency. Confusing, ambiguous communication is your worst enemy in a crisis. Accordingly, take time to make sure your messages are plainly and pointedly stated – therefore more easily understood.
Choose the right messenger It’s likely there will be different messages for different people in the organisation. You need to select the right person to speak with each group. If the change is company—wide, the senior—most leader usually takes the stage first. After that, immediate supervisors should communicate relevant information and outcomes to their teams. The message becomes tailored somewhat to each unit but it must be aligned with the organisation...
