Many of us have never known a crisis like the one we’re experiencing now. One thing we do know is that not all best practice will work. So what are the pointers that can help to keep us – and our teams – focused, effective and engaged? Hosted by a highly experienced change communication consultant, this webinar will provide you with insight and advice for how to structure and deliver meaningful leadership communication during the COVID-19 confusion.

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2. 4
How you act during a crisis will set the tone for what comes
after. The actions of each phase will spill over towards the next.
THE ANATOMY
OF A CRISIS
Pre-phase Acute phase After-phase
Symptoms
Eruption
Escalation
Rebuilding

3. GOING FROM REACTIVE
TO PROACTIVE
MEASURES
ACTIVE
ACTIVE
Crisis communication:
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4. 6
To successfully navigate a crisis, you need to …
Be empathetic Build trust Take action

5. 7
From a perspective of crisis communication, what are the greatest
challenges facing your organisation?
Lack of a clear
structure for how
we communicate
Unclear lines of
responsibility
Management doesn’t
prioritise communication
sufficiently
Management only
addresses issues,
ignores feelings
Reacting instead of
proactively tackling
the crisis
Lack of a clear plan
for how to get through
the crisis
POLL

6. Five tips to navigate the unknown
1Avoid silence Be clear on what
is important
Listen Build trust Keep people
busy
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1. Avoid silence
Human beings work in narratives
Our brains are built to connect dots between A and B.
Communication is a way to steer the narrative.
A B If you don’t have answers, talk process
If leadership can’t supply answers, it can describe
the process that will lead to answers.

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2. Be clear on what is important
There is a lot of noise in a crisis. Help the organisation
focus by being clear on your narrative.
What is important to you as an organisation at this time?
Health first, business second
Business
Help clients Stand together
Implement crisis narrative
WHAT ARE YOUR
KEY MESSAGES AND
HOW DO THEY STACK UP
AGAINST EACH OTHER?

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3. Listen
Communicating effectively in a crisis is about
understanding where your audience is.
You should be more concerned with listening
than communicating.
• Mobilise middle managers
• Make room for informal touchpoints
• Create templates
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Positive
consequences
Negative
consequences
Information
needed

10. 12David Maister, trusted adviser
4. Build trust
Are they focused
on my interest
or theirs?
They always
deliver
I feel safe
with them
They know
their stuff
C
Credibility
TRUST
R
Reliability
I
Intimacy
S
Self-orientation
+ +
=
The trust equation:

11. 13Charles Green, trusted adviser
4. Build trust
C
Credibility
TRUST
R
Reliability
I
Intimacy
S
Self-orientation
+ +
=
The trust equation:
• Not communicating for fear of
being exposed
• Concerned with personal brand
• Prioritising shareholders over
employees
• Rhythm
• Frequency
• Empathy
• Ability to listen
• Facts
• Actions
• Acknowledge fears and concerns
• Share personal reflections

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5. Keep people busy
“AN IDLE MIND IS THE
DEVIL’S PLAYGROUND”
Feeling that you are “doing something” and contributing
is an important part of recovering mentally from a crisis.
Make sure to keep employees busy.
Tip:
Do sprint stand-up meetings every day to build
cohesion and make sure that everyone has a task
and feels like he/she is contributing.
Call meetings ten minutes early
to allow for small talk.
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13. So remember
1Avoid silence Be clear on what
is important
Listen Build trust Keep people
busy
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