What are best practices for communicating organizational culture during a crisis?

I love John Amaechi’s metaphor of the torch & the lighthouse for this. He says we have to imagine we’re walking in a coastal forest and it’s completely dark. There's a cliff somewhere, so we have to think about the torch & the lighthouse. The torch is the idea that we have a group of people following us, and we can see at least 6 feet ahead of us. We use our torch to illuminate the way. But our team also needs a lighthouse, they need to see, every once in a while, that light come shining round that illuminates the broader area and shows the direction we’re heading in. As long as we can see the ground in front of us and the lighthouse in the distance, we’re not going to fall. This is how leaders can help teams go through uncertainty.

Communication is like the glue that holds everything together, especially when things get tough or when changes are happening. It clears up confusion, sets everyone on the same page, and reminds us why we're all in this together. Plus, it's a lifeline for addressing people's worries and making sure everyone feels heard and supported. When communication flows freely, it builds a stronger bond among team members and helps us weather any storm.

If the company is going through a crises period, the most important think is to sent a crises management communicate done, written with proper crises communicators, in order to ensure the all organization that you have it under control. Then, you get togheter with the direct line of managers involved directly in the departments who is producing your revenue directly, to instruct and advice them how to communicate what is happening to the employees, to keep them calm . It is mandatory to retain your employees. They will start looking for jobs, being afraid that they will be fired. Next step get togheter the board and get your plan done to get out of this situation. Once the plan is done, go back from top to down and communicate.

In a time of crisis or change, the most important part of communicating is listening to your employees. When people feel heard, they feel included and valued and they become more resilient to face the crisis or create the change your desire to move towards. Don’t just focus on what you want to say! Book a big portion of the time to listen with empathy, with curiosity, and help your employees get the answers they need to build the culture you desire.

> Demonstrate genuine care for employees and stakeholders, and be honest about the situation, acknowledging uncertainties while providing clear information. > Highlight how company values guide decision-making and actions during the crisis, showcasing commitment to principles even in challenging times. > Encourage dialogue, address concerns promptly, and provide regular updates to maintain trust and build resilience within the organization.

One of the ways to communicate during crisis is to understand the "why" behind it - to sit together with people and analyze the status, AS IS, filter the information, create a plan for the process having the vision, TO BE, always in your mind. The culture is created by people and represents the way we do things, that is why understanding that HOW we do things sometimes is more important than WHAT.

Ceea ce mi se pare util este comunicarea continua. Transparenta ?n situa?iile dificile poate conduce la eforturi comune. Este important sa afli ce ?ngrijor?ri au cei din echipa ta. Po?i ?ncerca s? le r?spunzi dac? ai o strategie ?i ?ncotro te ?ndrep?i.

Communication during a crisis is critical to maintain the organization's integrity. Organization members know management is stressed during a crisis, but they want management to make clear how the key features of culture will be maintained. What leaders do during a crisis is often seen as more indicative of their feelings that what they do day to day. Departing from a script when there is a crisis may show managers stepping up or hiding out. Members expect managers to step up, especially in defense of rights and key corporate choices. If actions during crisis reveal "how managers really feel" they should show support for the most important norms. respected, but will be more trusted. Managers need to be present.

Culture is not something you communicate. Culture is what people do at work, day by day. And crisis are the best possible exam to see what are the real values that the company lives, time when past and current behaviors get into the light. Into the light of those who see you for real.

I think the term communicate is not the best one here. During a crisis you have to demonstrate which aspects of your culture will be reinforced (according to the business strategy) and which need to change. During a crisis you engage with the employees, you listen to them. A culture is not communicated, a culture is part of every employee's life, is enjoyed, suffered, loved or hated. When companies "communicate" culture they just communicate what the top management thinks the culture is or should be.

One thing I found helpful, particularly in time of crisis, is to try and be as transparent as possible. Particularly, with the internal employee population. In that, unless it will negatively impact the organization, share it. Encouraging transparency, especially when aligned with cultural practices, will increase connection and trust. The more connected an employee base, the higher the likelihood the organization will get through the crisis successfully.

Na minha vis?o, uma boa prática é garantir que a comunica??o durante uma crise seja clara, coerente, honesta e empática. Evite ser vago ou inconsistente, e nunca seja desonesto ou defensivo. Use uma linguagem simples, sem jarg?es ou siglas confusas, e mantenha o foco em informa??es relevantes para o público. Essa abordagem ajuda a refor?ar a cultura organizacional e a construir confian?a durante momentos difíceis.

I will be very short. Avoid words like : fire people, restructuring, restructuring through cutting jobs. Avoid : though words, inconsistent words not clear phrases, not direct and not correct interpretation of what is happening. Avoid : "secret" very, very long meetings, about which, I can assure you, everybody knows, because will give the feeling of instability.

I’ve experienced being part of an organization that was going through a crisis situation, and only learning or hearing about it through social media. Employees were blindsided, and not prepared or equipped to answer questions from customers and clients, or confidently explain what caused the crisis. It is critical for organizations to have crisis communication processes and procedures in place, and execute them properly.

In times of crisis, communication variables like accessibility, authenticity, and transparency directly contribute to indicators like sentiment and engagement. As a leader, you must go beyond words to considering what your behaviors convey: How are you making yourself accessible to all stakeholders? What does it look like to communicate with genuine care? How can you show proactiveness in your communications? These questions can inform your leadership approach and develop cultural character in defining moments for the organizational culture.

In time of crisis, managers have the creates influence on organizational culture. They're the point of contact for multiple people at any one time. As a leader, offer up "ask me anything" sessions and share as much transparent information as you can. Be honest and vulnerable when you don't know the answer. Even if you don't have all the answers, offering up a space for people to ask and showcasing your knowledge gaps will help you appear more human and relatable.

Use storytelling to convey inspiring narratives that highlight resilience, collaboration, and positive outcomes during the crisis. Stories have the power to evoke emotions and strengthen cultural values. Shift the narrative towards a forward-looking perspective. Communicate the organization's plans for recovery, growth, and the steps being taken to build a resilient future.

Nothing communicates better than leading by example, from the highest executive level. There is a quote that says “leaders live in glass houses”, because not only that what leaders do, say and what they values builds the culture, but everyone is actively looking up to see how the leaders behave. If you want to communicate a culture of inclusion, equity, caring… then act with inclusion, equity and caring. Go beyond the words, live out the culture day in and day out. In a time of crisis, if you want to build a culture of community, security and safety, act according to those ideas and the communication takes care of itself.

Como mentor en gestión de crisis, te diré que comunicar la cultura organizacional durante una crisis es como mantener la calma en medio de una tormenta. Primero, sé transparente y honesto en todas tus comunicaciones, demostrando que tu empresa se mantiene fiel a sus valores. Actúa con rapidez y coherencia, asegurando que los mensajes sean claros. Muestra empatía hacia empleados y clientes, destacando cómo tu cultura prioriza el bienestar de todos. Utiliza múltiples canales de comunicación para llegar a todos. Involucra a los líderes para que refuercen los mensajes clave y den el ejemplo. Solicita feedback y mantén una comunicación bidireccional, permitiendo que las preocupaciones sean escuchadas y abordadas.

Sé transparente y honesto en todas tus comunicaciones, reflejando los valores fundamentales de tu empresa. Actúa con rapidez y coherencia para evitar confusiones. Demuestra empatía y apoyo hacia empleados y clientes, subrayando cómo tu cultura prioriza su bienestar. Utiliza múltiples canales de comunicación para asegurarte de que el mensaje llegue a todos. Involucra a los líderes de la empresa para que refuercen los mensajes clave y sirvan de ejemplo. Solicita feedback y mantén una comunicación bidireccional, permitiendo que las preocupaciones sean escuchadas y abordadas. Al hacerlo, no solo gestionarás la crisis de manera efectiva, sino que también fortalecerás la confianza y cohesión en torno a la cultura de tu organización.