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Key Communication Skills We Can Learn from the Crisis

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Quick Facts
 
  • Effective crisis communicators exemplify skills we can apply all the time to improve our communication skills.
  • Be clear and concise with messaging.
  • Choose your words and tone with intention.
  • Use the power of analogies, and don’t be afraid to make it personal.
  • Give  your audience something to remember to make your message stick.

Detailed Analysis

Communication is a powerful and essential life skill, and this is never more evident that during times of crisis. From a communications standpoint, the pandemic has created a need for clear, honest, and empathetic communication that balances the need for hard facts with a human touch. It’s a masterclass in effective communication for those paying attention.

The Harvard Business Review recently published a thoughtful piece about communication in a crisis which highlights New York Governor Andrew Cuomo as an example of highly effective communication in a difficult time. North of the border, BC’s Chief Medical Officer Bonnie Henry has been praised for her ability to balance high levels of intellect and competence with genuine emotion.

What can we learn from these master communicators?

Be clear and concise. Use less words when possible, and shorter ones. With the pandemic, this means simplifying scientific and medical terminology so that the average citizen can understand it while staying fact-based; in business, it might mean avoiding consultant-speak and vague references or requests, in favour of everyday terminology and clear action items.

In either case, the idea is to keep your message clear and understandable. Often leaders think they have been clear and thorough, only to later discover that employees did not understand – or remember – the message. Of course, it’s important to provide as much detail as is necessary, but by being clear about the key message you are trying to convey, and framing it with simple, understandable language, your message has more of a chance to stick.

It’s not just what you say, it’s how you say it. When a reporter used the term “shelter at home” to describe the social distancing measures introduced by Cuomo, he was quick to correct the wording choice. He knew that the term is commonly used during acute threats such as active shooters and understood that using the term might trigger a similar sense of fear or panic.

In business, a similar lesson applies. A simple shift in language – “what went wrong during this project” vs. “what did you do wrong” for example – can spark a collaborative conversation rather than a combative one.

Find analogies. HBR notes that Cuomo effectively used this strategy to convey to another state the importance of helping New York in the pandemic. He could have presented data about how viruses spread from one geography to another; instead, he opted to use the analogy of ‘stopping a fire before it reaches your house’. Pandemics are unfamiliar and, in some ways, unfathomable. Fires are something we have all seen and experienced in some way. By opting for a familiar analogy, he got his message across with great impact.

Fortunately, more business scenarios are not as dire as stopping a pandemic in its tracks. But the communication principle can be used in common business scenarios. Reminding your sales team to remember to ‘skate to where the puck is going, not to where it’s been’ can be far more effective than data-heavy lectures on future trends forecasts. At the very least, it reminds employees in a tangible way why those forecasts ultimately matter.

Get Personal. Early in the pandemic, Dr. Bonnie Henry made headlines for welling up with tears while asking the public to do what they could to protect the vulnerable among us. This display of emotion personalized the situation, reminding us that real people, real families, real life-and-death situations were relying on us to do the right thing. It was a powerful moment.

Professionalism and appropriateness are always important, but showing your human side conveys authenticity and empathy – qualities that inspire trust and connection among teams. When a project goes awry, sharing a time when you dealt with a similar situation (even the mistakes you made) can build the team’s resilience and re-focus them on doing the best job they can under the circumstances.

Give Them Something to Remember. If you have a strategic goal and want to spark action among the team, give them two or three (HBR refers to the ‘rule of three’) key points to focus on, and repeat them often. Cuomo used this tactic in a tweet: “Stay Home. Stop the Spread. Save Lives.” Health Canada used an even more concise version in their public awareness campaign: “Stay Home. Save Lives” If a member of the public listened to nothing but these two slogans, they would know precisely what to do to social distance and minimize the spread of covid-19.

If this can be effective with lives at stake, it can certainly help you keep your team focused on a strategic goal. Perhaps a sales team needs to remember to “Reach out, solve problems, stay in touch” so that they focus on proactively contacting customers, finding out their needs, proposing solutions and following up until the sale is closed. Or a team of database analysts needs to “maintain, validate, update” to improve the quality of the data they are responsible for. It does not need to be poetry – just simple, concise, and action-oriented.

Thankfully, few business managers or leaders will ever be tasked with leading a crisis as profound as that faced by Governor Cuomo or Dr. Henry. But all of us can look to them as masters of communication and learn from their expertise and service.

Managing Change – Part 2

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  • In the last post, we looked at the first three stages of the Satir Change Model: Late Status Quo, Resistance and Chaos. In this article, we investigate Integration and the New Status Quo.
  • These phases represent the opportunity for your team to create positive change.
  • This article will outline the practical strategies you can implement to maximize the benefits of constructive change.

Detailed Analysis

The Satir Change Model outlines the process individuals and teams for through when faced with change.  The Chaos phase represents a low point, with measurable performance plummeting to a low point. However, at the end of the chaos phase, a transforming idea emerges. As mentioned last time, this may be a new process, marketing strategy or way of doing business.

It’s the idea that transforms the change from a threat into an opportunity, and precedes the final two stages of change.

Phase 4 – The Integration Phase The integration phase is when the transforming idea is integrated into your business, so that it can become part of ‘business as usual’. This can be both invigorating and frustrating, as details are ironed out, problems arise, and tweaks must be made. During the integration phase, leaders need to:

  • Be open to constructive criticism and willing to alter the way things are done, as the new way forward is tested and refined.
  • Recognize that integration involves learning and practicing new skills, and thus mistakes and missteps should be expected, and perhaps even encouraged, so that employees feel safe in their efforts to master the new way forward.

Once changes are integrated, Phase 5, the new status quo, begins. If the change process was effectively managed, as the model shows, performance can increase, sometimes significantly, from where it was prior to the change. During the new status quo phase, leaders can maximize the positive effects of change, by:

  • Celebrate your success! Chances are it’s been a bumpy road as you’ve navigated the process of change. Take time to recognize your team for what they have achieved.
  • Remember that the status quo is not forever – continue to encourage innovation, improvement, and proactive change, to continue strengthening your team’s change management muscle.

Change is inevitable – and hard – but it needn’t be negative. Change represents uncertainty and risk, but also opportunity and growth. As a leader, you have a huge influence of what the experience of change looks like for your team. By proactively understanding and managing the change process, you can guide your team through change in a beneficial way.

Managing Change – Part 1

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Quick Facts

  • Change is an inherent part of life, as is resistance to change. Learning to manage change is a key business and life skill.
  • The Satir Change Model breaks change into five stages: Late Status Quo, Resistance, Chaos, Integration and the New Status Quo.
  • Each stage requires particular change management strategies to navigate it effectively.
  • This article will outline the practical strategies you can implement in the first three phases, and my next article will outline strategies for the final two.

Detailed Analysis

It’s an age-old adage that is perhaps more relevant in our time (and particularly in recent weeks) than it has ever been – change is inevitable, whether it be in our industry, our career, our team, or our lives. While change is an inherent part of the human condition, so is resistance to change. Change increases uncertainty, threatens standing, and raises self-doubt as we wonder whether we can meet new expectations – all things humans are naturally resistant to dealing with. Additionally, personality traits such as risk-aversion mean that individuals will react to change very differently. While some might enjoy the stimulation that change brings (even seek it out), others will cling tenaciously to the status quo.

As leaders, how can we facilitate the change process? Every change may be different, but the process of change was effectively mapped by author and therapist Virginia Satir, who pioneered the Satir Model of Change. This map can help us understand what is happening during each phase of the change process, and what we as leaders can do to make that phase smoother, easier and more productive.

 

Phase 1 – Late Status Quo. During this phase of change (or what may be called ‘pre-change’), business is as usual. Performance is relatively stable and adequate. This is a comfortable phase for our team to be in – remember, humans generally like safety and stability. As a leader during the late status quo phase, we can already support change:

  • Encourage your team to maintain a growth mindset and remain open to new ideas and new thinking.
  • Remember: change is a given. Only the specific type and timeline of changes may be a surprise.
  • Keep abreast of what’s happening in your industry, your organization, your political landscape – any factors which might necessitate change for your team. Staying informed can minimize the risk of being completely surprised by a disruption.
  • Encourage education, innovation and new ideas. A team that is open to change during stable periods can hone their change management skills so they are better able to cope.

The late status quo phase ends with a foreign element being introduced – this can be a new competitor, changing regulatory environment, or unexpected massive shift in how we work. Whatever it is, it catalyzes change by disrupting the status quo.

Phase 2 – Resistance. Change is usually first met with resistance. This can take different forms: underestimation of the change’s importance, refusal to adapt, or flat-out denial. Resistance is generally born of fear and is a dangerous place to stay stuck, as it makes adaptation impossible. As a leader during the resistance phase:

  • Encourage open communication. Give your team the opportunity to process their reactions. Discuss why change is necessary. This may help the team accept the reality of the situation and shift their thinking towards risk mitigation and solutions.
  • Look for change-positive team members – this is their moment. As we mentioned, some individuals with more risk-tolerant and adventurous personalities (or just more experience dealing with change) may embrace the opportunity for newness that change brings. Seek these individuals on your team and leverage their attitude to positively influence the rest of the team.

Phase 3 – Chaos. When change hits, chaos can emerge. At this point, there is no ‘normal’, and teams may be at a loss to know what to do. Reactivity can kick in, and tried and true methods may be tossed. The chaos phase can be truly disconcerting (and as the model illustrates, productivity drops). But it can also be an invigorating and creative moment for your team. The door is open to a fresh start and a new way of doing business. As a leader, you can make the most of the chaos phase by:

  • Encouraging your team to brainstorm, discuss and test out new ideas. Generate lots of ideas; eventually one will be the transforming idea (more on this later).
  • Keeping an eye on the big picture, knowing that the chaos phase is temporary, and reassure team members that this is the case.
  • Creating as much stability and support as possible for your team.

Out of chaos comes the transforming idea – this idea enables you to find your way forward in the new world. It may be a new process, marketing strategy or way of doing business. It’s the idea that transforms the change from a threat into an opportunity. The transforming idea drives the next phase: the integration phase. We’ll look at the integration phase and the new status quo in the next article. 

Having Difficult Conversations – Dealing with Objections

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Quick Facts

  • Difficult conversations, and the objections that come with them, will all be unique.
  • Still, there are four common objections you are likely to come up against in difficult conversations.
  • By considering and preparing for these four common objections, you can enter difficult discussions with more confidence, and handle them more effectively.
  Detailed Analysis
In our last post, we talked about the necessity of difficult conversations. While every conversation will be different, there are some common reactions people have to tough feedback. Whether you are a seasoned manager, or a new manager learning the ropes, by thinking through possible scenarios prior to tough talks, you can plan strategies for whatever reaction you receive.
Scenario 1: Confusion/ignorance – “I didn’t know I was expected to complete this task”.
This response may reveal a breakdown in communication or it may be an excuse; either way, it reveals an opportunity to clarify communication and avoid future confusion (or excuses!). Try using these techniques to deal with this objection:
  • Affirm that you are happy to clarify expectations.
  • Have your team member confirm verbally their understanding of what is expected, to ensure mutual understanding.
  • Consider using verbal or written confirmation in future, to avoid a repeat scenario.
  • Ask yourself how you as a leader can improve the clarity with which you define, communicate, and follow up on expectations.
Scenario 2: Defensiveness – “This project is useless anyway; you didn’t give me what I needed to get this done. ”
Defensiveness can take the form of argument, anger, blaming others (or you), tears, or other reactions that attempt to deflect criticism and responsibility away from the employee.  When a team member becomes defensive, try to :
  • Hear them out. Not only will this help you uncover whether there is anything legitimate in their defense, but it gives them an opportunity to feel heard, which in turn may make them more willing to listen. This may be especially hard if the blame was directed at you. Remember you are asking this person to hear difficult, potentially negative-sounding feedback. Be willing to do the same, and use it as an opportunity to model a more healthy response.
  • Re-iterate what is required and what your expectations are. As a leader, it’s ultimately your job to assert the priorities of the business, not to argue about whether they are legitimate.
  • Reassure them that you are there to help them be successful. If blame was directed at you, accept legitimate criticism, and state that you are willing to improve. Not only can this reassure a genuinely anxious team member, but it also puts the onus on them to take responsibility when they find themselves unable to move forward, rather than to retreat into excuses or rationalizations.
Scenario 3 – Shutting Down, a.k.a. “The Silent Treatment”
Arguably a form of defensiveness, this situation needs to be turned into a dialogue, rather than a one-way lecture. Try the following when a team member shuts down:
  • Ask open-ended questions that require elaboration. For example, rather than asking, “Did you understand the requirements”, which can be answered with a straight yes or no, ask “Which of the requirements were unclear, and how can we make them more clear going forward?”, which prompts a more complete answer.
  • Consider whether your team member truly has no answer. Perhaps they were caught off guard by the discussion and need some time to formulate their thoughts on the issue. If this is the case, provide them with time if possible – but ensure there is a firm deadline for finishing the discussion, and be clear about the feedback you need from them.
  • As in all cases, re-iterate what you expect and ask them to confirm understanding. Silence should not be an excuse for indecisiveness – it’s reasonable to expect that issues are voiced and not just ignored, and it’s the responsibility of your team member to do so.
  • Follow up. When your words are met with silence, it’s hard to know whether your message was communicated clearly. By following up, particularly in writing, you provide your team member with another opportunity to voice their issues or questions, and you create a written record of your input into the dialogue.
Scenario 4 – There is a family or other issue taking up their time and mental space.
In this case, the best response is practical compassion:
  • Hear them out and determine if they need help.
  • Speak with HR about how to secure the required help or resources.
  • If appropriate, ask if they need some work taken off their plate in the short-term, so they can focus on this issue and get themselves back up to capacity sooner.
Management confidence is built on a foundation of preparation. The ability to have difficult conversations is a key leadership competency, and preparing for these conversations builds confidence, capability and leadership success.

How to Have Difficult Conversations

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Quick Facts

  • Having difficult conversations is an essential management skill which can be learned
  • Ask the other person for their thoughts of the situation, and be prepared to really hear them
  • Be clear about the issue and what you need for it to be resolved
  • Reinforce that you will work together on a solution – take a team rather than adversarial approach
  • Close the loop with an email confirming what was said, to avoid future misunderstanding or dispute

Detailed Analysis Whether you are a first-time manager, or an experienced manager with years of practice, having difficult conversations is something few people enjoy. Like other management skills, though, it becomes easier with an effective plan in place – and with practice. Difficult conversation scenarios can include things like under-performance, employee absence, communication issues, and more. The first step when contemplating a challenging conversation is to define the problem with a little more clarity. Ask yourself key questions, such as:

  • Did I clearly outline my expectations and what outcomes were required? If not, ensure this is done first, and give the other time to respond or refine their work.
  • Is this the first time this has happened, or is this a recurring issue? A first-time infraction may require a gentler approach and more generous assumptions – after all, everyone makes mistakes. If you are dealing with recurring under-performance, on the other hand, a firmer stance might be appropriate.
  • Is there something going on in this person’s life that could be influencing the outcome? Team members are people – with families, health concerns, and other stresses at play in their life. While it’s reasonable to expect people to perform their roles effectively, empathy can go a long way towards resolving problems, not to mention building trust.

Now it’s time to prepare for a difficult conversation. When considering how to formulate difficult feedback, use the following steps:

  1. Ask them for their feedback about the situation “I wanted to talk to you about the umbrella project you are working on. How do you think things are going?”. This gives your team member an opportunity to take ownership of the situation, as well as reveal circumstances or challenges that you are not aware of. By asking for their feedback, you demonstrate that you are on the same team, which can make the rest of the conversation easier to have.
  2. Be clear and specific. Share information about the performance you’ve seen. By relying on facts “On the second umbrella prototype, you confirmed that the leaking issue hasn’t been fixed” rather than opinion and emotion “I’m really annoyed that you didn’t bother dealing with the leaking issue!”, the focus is understanding the problem, and finding solutions, rather than arguing about fault or encouraging a defensive stance. It also demonstrates that you have taken the time to understand the problem, building your credibility in their eyes.
  3. Clearly state that you need to see improvement. Set clear expectations and define what a resolution to the problem looks like “I really need to see some improvements in the next few weeks. I will need to see what concrete steps have been taken to resolve the leaking issue.”. Set team members up for success – the goal is to have them achieve what needs to be achieved.
  4. State that you are going to work on it together. As a leader, you are responsible for enabling your team members’ success. Ask what you can do to support them in getting the job done. “Do you have any ideas on what would improve your work outcomes?”
  5. Follow up with an email summarizing your conversation and agreed–to next steps. This ensures mutual understanding and provides an opportunity to clarify or ask questions. If matters remain unresolved, it also serves as documentation of the steps you have taken to resolve this issue, should more drastic action be required.

Finally, make a difficult conversation easier with these tips:

  • Give feedback early when performance is an issue. Problems are more easily resolved when they are small, and people appreciate a course correction earlier in the process – it shows you are looking out for them and their success.
  • Be firm but compassionate. Kindness is key, but true leadership demands honesty too.
  • Take notes with dates during and after meetings. This helps to keep future conversations fact-based and provides documentation should additional performance management steps need to be taken.

Difficult conversations are a challenging – but necessary- part of team management. Giving open and direct feedback shows you believe your team member is capable and has a genuine desire to deliver results, and it provides them vital information to help them improve, grow and succeed.