Communication in a crisis · 2020. 4. 14. · Amygdala Hijack - Danger •Amygdala Hijack – Flight, Fight or Freeze! – or flock. – This is high risk scenario where we are prone

14/04/2020

Communication in a Crisis -Malcolm Eadie, Progressive Solutions Ltd 1

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Communication

in a Crisis

Malcolm Eadie ��

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Are we in a Crisis?“A crisis is a people-stopping, show-stopping, product stopping, reputation defining, and trust-busting event that creates victims and/or explosive visibility.” ~ Jim Lukaszewski

• $12.1 billion COVID-19 Economic Response Package to protect the health and wellbeing of Kiwis.

• 42% of New Zealanders say Covid-19 has impacted their personal income, compared with 29% across the G7 nations

• Specific industries will be hard hit

• Drop in GDP growth & unemployment of all our trading partners

• Wide spread death amongst the aged and vulnerable

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Keep it in Balance

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Presentation Content1. How does a crisis affect our communication?

2. Guidelines for the communication

3. Planning steps

4. Where to from here?

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1. How does a crisis effect our communication• Emotional Memory

– People remember how you handled the communication longer than the facts of the crisis.

• Set the agenda - take control of the message– Proactive rather than reactive

• Amygdala Hijack – Flight, Fight or Freeze!– This is high risk scenario where we are prone to brain

fades– Avoiding foot and mouth disease ��

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Emotional Memory“People remember how you handled the communication longer than the facts of the crisis.”

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Who sets the agenda?1. If you don’t set the agenda – someone else will

2. Therefore timing is important – front foot the issues

3. Solution – be proactive and PLAN, PLAN, PLAN

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Amygdala Hijack - Danger• Amygdala Hijack – Flight, Fight or Freeze! – or flock.

– This is high risk scenario where we are prone to brain fades

• We shoot from the hip

• Word don’t go back in our mouth

• SOLUTION – breath, buy time, talk it out, plan

• Business success vs employee welfare

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2. Guidelines• Self care – keeping your head into the

right space

• Selecting the leadership style– Trust – integrity, truth / self interest

• Finding the message - Establish your why?– Tune into WIIFM –understanding your

audience– Appreciating metacommunication

• Selecting the medium��

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2.1 Getting your head into the right space

• Talk – don’t bottle it up - Isolation vs connectedness

• Building and maintaining our constructive energy– Relationships, eating, sleeping and exercise, mind health

• Routines and structure

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Constructive energy in a crisis

Stress

Constructive Energy

Hi

HiLow

Low

Distress

Eustress

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2.2 Leadership Styles (Goleman) in a Crisis

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Consultation – 2 way• Consultation requirement in ERA 2000

• Consultation in HSWA 2015 - S60 When engagement is requireda) when making decisions about ways to eliminate or minimise those

risks:b) when making decisions about the adequacy of facilities for the

welfare of workers:c) when proposing changes that may affect the H&S of workers:

• Consultation – but show leadership – ACT and take ownership

• Use a CRISIS TEAM��

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Leadership & trust equation

Trust =Do what you say +

Trust =Self-Orientation

Factual + Show empathy and understanding

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2.3 Message• Understanding your audience

• Establish your why?

• Appreciating metacommunication

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The Message & WIIFM

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WIIFM &- Maslow

Body

Toilet Paper

Survival-body needs ��

Understanding what it is like working from home

• Are there children at home?

• Are they a solo mum?

• Are they working off the kitchen table?

• Do staff have dependent parents?

• Is their health compromised?

• What is there net access like?

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The Message – your why?

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2.4 Appreciating MetacommunicationWe interpret what people mean by paying attention to ?

• Words

• The sound of your voice - intonation

• Body language

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Tone“Not what you say but how you say it”

• Message in a crisis– Control – somebody showing leadership– Trust - integrity– Competence – we have a plan– Concern - We care – Empathy - We understand?– We show respect to each other

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Guidelines for effective crisis communication• Be open, accessible and willing to respond

• Be truthful. (People find out)

• Be compassionate, empathetic, courteous and considerate

• Don’t over-reassure.

• Acknowledge uncertainty

• Give anticipatory guidance.

• Be regretful, not defensive.

• Acknowledge people’s fears

• Express wishes.

• Be willing to address the ‘what if’ questions. ��

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How do you convey this?• Know yourself

• Acknowledge your drivers

• Talk with people – grow real compassion

• Feel others pain

• Plan – anticipate questions/issues

“The worst mistake you can make in crisis communication is to allow management to be seen as cold, heartless and calculating.

People will accept mistakes if management can admit to being less than perfect. A heartless company is not forgiven.”

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Medium• Options – zoom, face-to-face, email, text, newsletter,

social media

• Remember the 7/38/55 rule

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3. The Process• Having the Facts

• Plan the communication– Message– Medium

• Prioritise

• Tell the truth

• You don’t have to have all the answers

• Review

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Communication Study - Jacinda

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Communication Study - Jacinda• The numbers show New Zealanders’ backing for measures “far outstrips the

response in any of the G7 nations”

• Front footing the issues

• Simple clear message

• Genuine empathy

• Strong leadership

• Meanwhile, 31% describe the government as “the most trusted source of reliable information about the outbreak”, compared with an average of 13% across the G7.

• Almost two in three New Zealanders (64%) believe it will take more than six months to get back to normal – almost double the G7 average of 37%.

• More than 90% say they are “doing what the government has asked of them to slow down the spread of Covid-19”.

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What have we covered?• Plan

• Not what you say but how you say it

• Find the why that communicates

• Understand your audience

• Find that leadership style

• Consult – listen – avoid a ‘win/loose’

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Where to from here?• Self care – structure

• Clarify the message

• Take control - unify the communication

• Team contact and connectedness

• Plan for the recovery

• Know your resources– SC Chamber – Covid 19 portal– Progressive Solutions Ltd

– Funded Covid-19 Support – Business Continuity, Health and Wellbeing– Business Capability funding – leadership, strategic planning, HR & H&S systems

– Other SC support partners

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Questions / Comments

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Thank you

Malcolm EadieProgressive Solutionz.biz

10 Lachlan PlaceTIMARU

Phone: (03) 684 8855Mobile: 0274 280 5505

Email: [email protected]

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Communication in a crisis · 2020. 4. 14. · Amygdala Hijack - Danger •Amygdala Hijack – Flight, Fight or Freeze! – or flock. – This is high risk scenario where we are prone