Support and build purpose
As a crisis progresses, employees begin to feel worn down. We all recognise that feeling in the current environment. This is the time to supplement information and instruction with psychologically supportive communication. Of primary importance is fostering internal dialogue, helping employees to feel comfortable openly discussing the crisis without fear of repercussions.
Leaders can also help employees find meaning in the crisis by providing a deeper sense of purpose. The coronavirus pandemic has created for many employees a new, unexpected sense of purpose: saving lives. Instilling purpose even benefits productivity: a sense of meaning in one’s work and the associated sense of wellbeing are said to explain up to 25% of performance. That said, you’ll need to put some extra effort into working with those who’ve always had a less-than-ideal employee-organisation relationship (EOR). Research has shown that poor pre-crisis EORs significantly contribute to negative perceptions and behaviors during a crisis.
Use Cognology’s Wellness product to check in with employees, including survey administration, question submission, and other supportive tools.
Stay in touch
Crisis communications don’t end with the crisis. As long as recovery efforts are in place, be sure to keep employees updated on progress. The importance of sustaining employee resilience and optimism post-crisis can’t be overstated.
And at some point you’ll want to get some feedback: “Based on how the crisis affected you and your work here, how could we have communicated better?” Do you expect to like what you’ll hear? Download the Cognology Guide to Internal Crisis Communication for a deep dive into best practices at every stage of a crisis. Let us guide you in guiding your employees.
Download the Cognology Guide to Internal Crisis Communication
Download the Cognology Guide to Internal Crisis Communication for a deep dive into best practices at every stage of a crisis. Let us guide you in guiding your employees.