It’s not just geo-political upheaval that creates chaos in the workplace. Whatever the cause, make it personal, not political, advises Danelle Dilibero, Augury’s VP of People. “And always be prepared – and then be prepared to pivot immediately.”
1) There Will Always Be A Crisis. Make That Playbook
Whether working during and after 9-11 in NYC or now with a company with more than half its workforce based in a war zone, I’ve unfortunately become experienced at working in intense environments.
But I also know there’s always a crisis going on, whether global or personal. It could be a pandemic or a broken heart. Quiet times don’t mean everyone is okay. You always need to be ready to give support. We must always be mindful of the chaos people are going through and try to be available.
“Quiet times don’t mean everyone is okay.”
Some challenges have playbooks ready. With other challenges, you can perhaps draw advice and guidance from members of your network. However, not all situations are the same, and it’s important to remember that crisis management training only goes so far.
I mean, how many companies had a ‘Global Pandemic Playbook’ ready in 2020?
2) Make It Personal, Not Political
Not all situations are created equal, nor do they require the same response. But we need to consider how we can provide the tools and resources to our employees so they feel supported and safe while still being able to run our business.
“How does a company broach the topic without taking a side?”
Public topics can certainly divide people. Just look at the US elections. No matter the outcome, you can assume that half of your employees will be disappointed. How does a company broach the topic without taking a side? We do this by making it personal, not political.
Companies, based on their public opinion or strategy, may provide space for employees to discuss these topics and allow for healthy debate. Others may opt to keep politics out of the workplace and not take a stance in either camp. Whichever direction the company chooses, it’s important for companies to acknowledge that the event is occurring and allow for team members to exercise their rights.
For instance, rather than posting about politics, provide team members with information about local polling hours and offer additional time away from work to accommodate for longer than usual lines.
3) Remember: Every Situation And Person Is Different
When it comes to a business continuity plan, you should prepare, prepare, prepare, and then be prepared to pivot. The best-laid plans do not work in every situation. By regarding your plan as a resource and not a guide, you should be able to throw it away and really pivot to the problem at hand.
You can’t strive to solve every problem, just most problems, and you can’t strive to solve for every person, just most people. But you do have to keep toeing the line on the bigger picture: the business’s overall ethics, strategy, and plans.
“The team needs to know there are many options. And if you can’t be there directly for your employee because they are unavailable, be there for their family.”
Meanwhile, you need to be available to your people. You need to offer many different types of resources – whether it’s an employee assistance program, an on-site therapist, someone they could speak to, or the ability to access benefits or take time off. The team needs to know there are many options. And if you can’t be there directly for your employee because they are unavailable, be there for their family.
You need to listen and be open to feedback because your offer may not work for that person or situation. You may have to pivot more than once to find out what can work.
At the end of the day, it’s also about keeping the business afloat and moving forward – keeping us innovative and at the forefront of our customers’ minds as a place they want to continue working with.
4) Communicate Without Fear
If you have a message to share, don’t delay. There’s the fear that the more senior you get, the more likely your words get on the front pages. Communications during an emergency require an immediate response. Typos are acceptable. It’s about informing people about what they need to know. ASAP.
“So be prepared and be there for your people.”
People must know where to find our communications. In fact, the more places, the better: email, Slack, text, WhatsApp, an internal emergency call system, etcetera. It’s good to overcommunicate and say things in multiple ways, forms, and mediums so your team members can absorb the message in the way that fits them best.
And it doesn’t have to be the end of the world. It could be something as simple as announcing we are closing the office early because snow is making the roads dangerous.
Be prepared to be there for your people. In that way, you are also there for your business.
I shared many of these thoughts during the webinar ‘Optimizing Talent Acquisition and Management in Turbulent Times – Strategies for Success’. Tune in!
