Originally Published PR Week
How do you keep your people focused, motivated and engaged when their friends are being laid off, their budgets are getting cut, their bonuses aren’t being paid out and the future of their companies is uncertain?
Not easy. And of course there’s no simple solution.
But to paraphrase white house chief of staff Rahm Emmanuel, every crisis presents an opportunity and it should never be wasted.
And this crisis is no different.
So I asked some leaders in our field how they’d suggest tackling such tough issues.
“Sometimes a reminder is helpful to communication professionals that continuing to advance their own skill sets is critical, even in the midst of an economic downturn or tough business environment,” said Johnson & Johnson’s Ray Jordan.
”In the face of reorganizations, I’ve seen a number of folks who have stepped up to much bigger challenges that might not have been accessible during ‘business as usual’ conditions. Do those engagements always mean bigger inside opportunities? Not necessarily. But it means the individuals have expanded their repertoire as professionals - and that’s a terrific investment in their own futures.”
At Chevron, candor is what’s key. “Our approach is simple and straightforward,” said Dave Samson. “We have a very open and honest communications culture inside the company, which is serving us well during this uncertain period. Our leadership is communicating frequently, consistently and honestly. Our aim is to help reassure our employees, while also being realistic about the fact that no company is immune to current economic challenges we face.”
Astra Zeneca has a similar philosophy. “Transparency is critical,” says Steve Lampert. “It’s important to recognize and acknowledge the challenges of today. You need to lay out a path forward and explain each employee’s role in helping us get there. You need to respect colleagues who they may see leaving the company. You reward innovative thinking and keep communicating frequently.”
Rewarding innovative thinking is essential and has enormous potential for corporate communications organizations, where deeper skills are required across a range of issues and new, constantly emerging technologies.
As a result, a sustained commitment to training is a key barometer for many people to gauge a company’s genuineness in its people commitment.
Dell, for example, has maintained its commitment to professional development for its global communications professionals all the while it faces substantial market pressures.
Another good example: Deloitte Consulting. “We are continuing with the development of a state-of-the-art learning facility to foster professional growth, as well as the rollout of a major program that is a framework to help our people better integrate their personal and professional goals,” noted Keith Lindenburg.
These kinds of forward-looking, proactive efforts in communications and training maintain positive momentum, engender respect and let valued employees know they’re a key part of the company’s future.
In the current environment, that’s quite an accomplishment.
Bob Feldman is co-founder and principal of PulsePoint Group, a communications management consulting firm. He can be reached at bfeldman@pulsepointgroup.com. Bob’s monthly column focuses on management of the corporate communications function.
