In Tough Times MORE & More OPEN Communication

This week's Business Week.com had a feature on motivating your team in tough times. They asked Twittering workers to "tweet" things that their employers were doing to keep them motivated in these difficult days.

The one shown here grabbed my attention in light of a conversation I had with Chuck Gratner our GM in Pittsburgh today. Chuck was commenting positively on the recent secure video messages released to our employees by CEO Edward Atsinger and to the radio division by President Joe Davis regarding the current business climate and how our company is dealing with it both in the just ended Q1 and going forward.

We both agreed that these messages were helpful in both the style of delivery and the frank, open nature of the content. The use of video was much stronger than a written memo because it is the next best thing to being in the room with the speaker conveying tone of voice, facial expression, humor, and sincere appreciation. Chuck conveyed that he hoped this kind of frequent periodic communication would continue because of the good it does for employees.

Many times both one on one and in group settings I have coached leaders to err on the side of communicating as openly and often as they can. There are always times when leaders must be more circumspect for the good of the organization or even for legal reasons. However, straightforward transparent communication helps to build a strong bridge of trust with the people we lead.

It's more important than ever in times of crisis and uncertainty. Human nature being what it is, silence will always be filled with something. We all "fill in the blanks" and usually with our speculation on what the "worst case" is. It's a natural defense mechanism to cope with the uncertainty and prepare for "the worst." As leaders, we need to show confidence and transparency.

Here's the "TAKE AWAY":

1. The more troubled the circumstance the more frequent and open the communication to the team should be
2. This is not a recommendation for "happy talk"! People are too smart for it...they can see how bad things are and are already imaging things that may even be worse than reality. If you don't acknowledge it they'll think the emperor has "no clothes". Shoot it as straight as possible within the bounds of corporate disclosure limits
3. In the same breath as you tell it like it IS, convey WHAT WE ARE GOING TO DO ABOUT IT with confidence. Even if all the details are not fleshed out, say so but strongly commit that WE WILL FIND A WAY
4. While you MUST convey confidence, don't "write a check you can't cash" and promise things you can't deliver

Theodore Hesburgh former President of Notre Dame said it well, “The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.”

In crisis communication MORE is MORE!