How can you use strategic communication to navigate uncertainty in a changing environment?

Strategic communication is vital for navigating uncertainty. Success involves clear, transparent plans, and acknowledging uncertainties. Communicating these openly fosters understanding. Adapting to change requires an open mind. For instance, businesses thriving post-COVID by shifting online exemplify strategic resilience through communication.

As someone who grew up in Africa, but have spend the majority of my career outside of Africa, I find that methods of communication are different depending on where you are located. Having said that, in my career, I have used the STAR model for communicating whilst during my Ph.D and for published work I used the RACE model; so, the method of communication depends on your audience and also the 'changing environment'.

The first thing is to understand the uncertainty and your role in it. If what is happening is external, and out of your control, focus your communication on what you will do internally to keep everyone in the loop, for that, you need to stay updated. Make sure to validate the info, before you use it in your communication to not create more uncertainty. But, if the uncertainty is happening internally, the first step is to understand what's going on, and who or what generated the information that is causing disruption. Is it something across the organization or is it a small group of people talking about it? Is it something that needs to be addressed? In any case, remember that communication must be clear and transparent.

In the unique realm of procurement amid changing landscapes, strategic communication using the RACE model is important. In my case, I conduct thorough research to understand market shifts, risks, and opportunities. I then take proactive actions such as diversifying suppliers or creating contingency plans based on these insights. Next, I communicate transparently with stakeholders about these changes, ensuring clarity and alignment among all involved parties. Lastly, I continually evaluate strategies to optimize procurement processes. In practice, strategic communication involves transparently discussing challenges, fostering engagement, and maintaining clear messaging.

Well, we can all agree that RACE Model can help you navigate uncertainties in a changing environment. This is due to the RACE model is viewed as a practical, flexible, and data-driven model. However, we cannot ignore that it can be complex, challenging, and limited. You need to be careful and strategic when using it.

Proper diagnosis is key in a crisis situation. The SCCT model fits the bill, especially in a major world event beyond our control. More managers need to own up when it's an internal error. No one wants to spend 30minutes+ on a customer care service call. When it's a tech error, a broadcast SMS to customers/stakeholders can calm nerves. No business wants a cancellation from a long time customer over frivolous errors that were not nipped in the bud.

In navigating uncertainty within a changing environment, strategic communication is vital. Clearly convey the organization's vision and goals, providing regular updates to keep the team informed. Foster open channels for feedback, encouraging questions and concerns. Tailor messages to address the specific challenges and opportunities presented by the changing landscape. Emphasize transparency to build trust and convey a sense of stability. Utilize multiple communication channels, such as emails, virtual meetings, and collaborative platforms, to ensure widespread understanding. Additionally, be adaptable in your communication approach, recognizing the evolving nature of the situation and adjusting messages accordingly.

1.Align your individual priorities with the company strategy and key organizational goals. Link your daily activities with the overall change initiative in order to stay ahead. 2.Change what you can first – "yourself"; change your attitude and behaviour to cope better with the new organizational structure and objectives. 3.Influence what you can’t change – others; give timely feedback and model the behaviors you want to see in others. 4.Help others to cope with change; identify who is struggling with the uncertainty and change. 5.Avoid the rumour. Communicate much more often and clearly than normal. 6.Believe in the change and speak up; show your enthusiasm and be creative about the new opportunities that change always brings.

The SCCT model—Situational Crisis Communication Theory—guides strategic communication amid uncertainty. Initial assessment involves understanding crisis types and selecting appropriate response strategies. Tailored messages are then crafted, considering factors like crisis severity and attributions. The chosen communication strategy is implemented, emphasizing transparency and empathy. Continuous evaluation ensures adjustments to align with evolving circumstances, fostering a resilient communication approach in the face of uncertainty.

This is a good approach, as an example if you identify the factor is internal, you need to investigate and take action, if there is a breakdown in the process, identify how this be avoided in the future and take corrective measures.

In the current constantly changing environments in the projects, using the ADKAR model is quite useful. We've established this model in our projects which helps the team to understand the need of the change, its potential benefits and the reason behind it so they are willing to accept, actively participate and drive the change implementation. With this model, we are also able to address the uncertainties in the most effective way and provide a clear plan for the changes.

I have used ADKAR model in my various Projects and it turned out to be a great model to practice. What i always believed is the R-Reinforcement is key to make any change sustainable. Most of the changes that are developed with lots of study and actions need to have a sustainable period to make success stories out of it. And all that is achieved can be a lesson for others.

This is a wonderfully supportive model for all involved…company therapy. It’s message to staff, clients and stakeholders is clear; we care and we’re always changing TO BE BETTER for you. Thriving as an organization is a whole group effort!

Based on my experience, creating Awareness is the most crucial aspect of any process improvement or system implementation. It is essential that both senior management and the employees comprehend the reasons for change, its impact, and their role in the process before they can genuinely develop a Desire to implement it successfully. If proper Awareness is not established, resistance or frustration may hinder the adoption of the new process or system.

Like with almost any methodology, it's about adapting it to the organisation and their stage of change maturity. Some can be quite defensive if they feel threatened by the change, others can be receptive instinctively. I always invest time in getting to know the individuals at various tiers of the organisation as the individuals they are, long before any changes. This helps you avoid any generalisations or assumptions you may make about where the organisation is at. You also have to be prepared to challenge what you think you know, and they have to be prepared to challenge what they think they know about change or the thing changing. If this doesn't happen, changes may stall, but Sponsors can help rectify this if needed.

During my career, I used the STAR model extensively. It is hugely influential when you are already engaged in a conversation to paint the picture in an impactful and structured way. I would explain the “why” first in the situation section to hook the right audience.

The star model is as simple as it could be and much widely known. Whereas it is applicable to many activities and projects that we do in our life. It can be applied to strategic communication in a very impactful men are delivering the results that can be monitored.

There is no hard and fast rule that I have come across for how to split your time when considering a STAR story, but as a guide, I share the following with our students. Get the Situation and Task clear but out of the way relatively quickly, perhaps 10% of your time on each topic to set the content (so 20% in total). Then invest most time on the Actions, the things you have actually done and the skills leveraged - spend 60% of your time here. If part of a team, clarify that for those steps. Finally, 20% on the outcome and results, perhaps enhancing the conclusion with data-points as extra evidence. For bonus points, see my other post relating to the second possible 'R' for Reflect.

I have found the STAR framework useful for GTM functions such as product management, marketing, sales and solitions conuslting. It can easily provide an easy to digest story that resonates with the audience without the need to drive deep in technical discussions or jargons.

The STAR model—Situation, Task, Action, Result—provides a structured approach for communication in uncertainty. Start by assessing the Situation, understanding the context and challenges. Define the Task at hand, clarifying objectives and priorities. Take decisive Action based on the situation, implementing strategic communication plans. Communicate clearly and transparently, keeping stakeholders informed. Finally, evaluate the Results to learn, adapt, and improve communication strategies in a changing environment, promoting agility and effectiveness.

Strategic communication can be a valuable tool for navigating uncertainty in a changing environment. Below are several ways in which it can be used effectively: 1. Transparency 2. Clear messaging 3. Two-way communication 4. Adaptability 5. Empathy and reassurance 6. Collaboration and involvement 7. Internal communication 8. Continuous evaluation

I would also consider the RACI model. RACI is an acronym derived from :?responsible, accountable, consulted, and informed. While project managers are notorious of using it in a form of a RACI chart. It is important for organisations especially during property to have it in hand and apply it when crises occurs. RACI is usually used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes. Similarly, organisations can use it to define internal roles and responsibilities toward external stakeholders during crises such as data or cyber security breaches.

Regardless of the crisis management style you implement, a well defined FAQ tool is critical. Leadership will need to answer very tough questions and if you take time to message and strategize even the most difficult questions to answer, the company will be stronger for it. Leadership must be given the script and tools to succeed as communicating during a change is never simple.

Uncertainty is fuel, for the engine of a capable leader. It is by recognizing how it is in the nature of things, to face a non predictable ending, or development, that a leader can work its ability to face these scenarios, and plan ahead. The reality of leading in uncertain times is only partly related with the tools we can adopt to keep noise, confusion and chaos at bay, as the transformational journey that leadership is, implies the ability to take responsibility and action. Structured processes, and taxonomies are at the heart of communication and governance efficiency, but alone they won't solve the uncertainty conundrum, what makes us human, will. To tame chaos these are valid and proven supports, yet the last approach to add: is you.

Always (always!) start crisis communication by showing empathy with everyone involved (all of them.) it's a crisis, so someone will be affected. Even if you think that the crisis is not a big deal, it is guaranteed that it is for someone. perhaps someone you haven't even identified as a stakeholder yet. That’s a real tactical remark, but there’s real people out there. Strategic models are just tools and may lead to autopilot communication. Do not fall into this trap.