What do you do if your communication strategies are failing in times of uncertainty and change?

A common flaw with a number of communication strategies is that they try to convey not what people need to listen to, but we want them to listen to. In times of uncertainty and change, the communication goals has to be to bring everyone on the same page by providing enough relevant information and help calm down the nerves. The next objective of the strategy should be to channelize the nervous energy and direct the same towards stabilizing the business as well as emotions of the recipients.

Never assume you know why your strategies are not working. First, get feedback from a wide array of leaders and employees as part of a root cause analysis to understand the reasons behind the challenges. Here are some other steps you can take: 1. Know your audience. Are you addressing their concerns and questions? 2. Test and listen for feedback. Hold smaller sessions to test your messaging, and to hear about what's on people minds. 3. Be transparent and honest. Acknowledge the challenges and issues, and share as much information as possible. 4. Empathize and be supportive. Employees, people leaders, and senior execs all need support in times of change. 5. Monitor and adjust your approach.

In case of failing communication strategies, I go back to my targets and re-analyze their needs, asking them directly if possible. This might not repair the flaws, but will surely update the content of the communication. If failure persists, communication media will be reengineered.

One of the biggest challenges in creating an effective communication strategy is developing SMART goals. It's the "M"- measurable- that's most challenging often resulting in fuzzy goals and a strategy that isn't working. That's why its so important to ask the proverbial question "What does a successfully implemented communications strategy look like?" and it's sister question "How will we measure that outcome?" Setting or revising communication goals, needs to be done in tandem with establishing the process for measuring the intended outcome. As the plan is implemented, measures need to be monitored and activities course corrected along the way. Taking our eye off the ball is one of the most common reasons communication plans fail.

I am in total agreement on reevaluating your communication goals at all times and especially in times of uncertainty. However, this needs to be informed by what is currently happening within the business, what is the status of change for each key stakeholder and keeping your finger on the pulse of what your key stakeholders need and are saying.

It always helps if the communication strategy provides for a two-way channel, enabling a feedback mechanism as well. Once the desired messages have been communicated, organizations usually leave it at that. However, there are times when the information shared with people gives rise to more questions or ignites further curiosity. If these remain unanswered or unaddressed, it has the potential of making things worst. It is in this context that a feedback mechanism becomes super helpful. It should not only be about listening back from people, but also answer any follow-up questions people might have.

If communication is failing, stop talking and start listening. Ask people questions along the following lines and in this order: – what are you experiencing? – how do you feel about it? – what does it mean for you? – what shall we do next? When times are uncertain, more uncertain than usual, people need the reassurance of connection. Good dialogue is a way to nurture this.

Communication is a two-way street. Active, attentive listening is just as crucial as speaking. If your strategies aren’t hitting the mark, engage with your consumers and seek internal feedback to understand why. Remember, listening is the cornerstone of effective communication

"You've been chosen"...The game is to be sold not told..nice try linkedin...consultants live and breathe on the knowledge they have acquired over many years. Sorry...

Listening actively is key. Focus groups, coming up with change champions to get first hand information so that all the fears and bottle necks are dealt with. Evaluating the channels of communication and ensuring understanding. Feedback is key and ensuring teams understand the why and what is in it for everyone These have helped me a lot

Keep the messages simply and you will have to clarify less. Repetition is also key, the more you repeat the message more it will be understood and embedded. Take time to ‘myth bust’ rumours and misinformation.

One of the 7 Cs of effective communication is Clarity. For a message to be clear, avoid joining too many ideas per time, rather take an idea and state the facts in a concise way and action that the message is intended to achieve.

Aclárale a tu audiencia que el mensaje es algo positivo para la situación que se está viviendo, en todas las comunicaciones el mensaje sencillo y digerible es clave para el buen entendimiento

Trust is earned, its simple- 1) Be authentic 2) Be transparent in your messaging 3) Be Focused on what matters most. 4) Be specific. Earning the trust of your audience starts there and alignment with expectations.

Sharing personal stories that shows vulnerability is a powerful way to foster trust. I am not talking about manipulative tear-jerking stories but stories of lessons learnt, or regrets you have. Science shows that when you share a personal story, your audience not only connects with the story but the storyteller. Stories of this nature can fast track trust and deepen relationships. Storytelling is a critical skill every professional should learn how to do effectively,.

An example I have seen during crisis and ambiguous time is that: 1.Transparent and clear communication makes a team come together towards one goal! 2.Honest and clear communication is always respected and honoured. Don't ever underestimate the insitict of people! 3. Trust comes from always honouring your words and promises whatever the circumstances are or will be. 4. Don't stay silent. You have to always fill in the spaces to foster trust and engagement.

When communication strategies break down, it is important to ask questions to gain an understanding as to why. When you ask questions, you open yourself up to being vulnerable and honest about what you do know and may need to circle back on. Use experiences from your past as shared learnings to help people understand that you may have been through the same experience. Being a leader does not shield you from poor communication or impact of that. Be authentic, open and honest.

As an initial response, adapt, both in your thinking, strategy, channels and messaging. If it’s not working, you have to make the decision to change first. But make sure you change with purpose and a plan of attack.

In my experience, the first step is always to acknowledge that your communication strategy is not working. Too often we keep doing the same thing over and over again because acknowledging something failed is hard. Next, being transparent with your people that what you've tried didn't work helps build trust and show that you want to do what you can to make sure you strategy is aligned with the needs of your people. And lastly, pivot quickly and experiment with new approaches, set clear success measures, evaluate and iterate as needed.

In my experience, on top of getting the facts like pulse of the market, understanding their present situation, is to pivot quickly with an interim plan (message, channels, metrics)that will help cushion the impact, with least disruption to operations and cost.

Generar espacios con actores clave, para acompa?ar y ratificar la comunicación. Cuando se habla de los fallos también es hablar de guiar el cambio. No todo se puede agendar, resolver en la línea de tiempo deseada. Quien recibe este tipo de comunicación valora y entiende fondo como comprometerse bajo la claridad y honestidad. E incluso desde mi experiencia desde los equipos surgen alternativas de qué canales o la forma de comunicar.

In my experience it’s imperative to engage everyone across all facets of the company. Doing this builds a sense of belonging and helps to form a culture that feels more like a community rather than a place to go to work. Taking the initiative to engage everyone also helps to ensure that everyone can see the benefits of the impending change. And when they can see the benefits, they will be able to visualize how the benefits will positively impact them in the future.

Meaningful communication should be a two-way conversation. Maybe let go of standard, shallow communication that just ticks some boxes, and instead ask your team what is important for them. For example, have an open forum and let employees propose discussion topics (allow also anonymity). Top-rated topics should then be addressed by management in an honest and practical conversation. This way real concerns and problems will be tackled, and the disconnect between top management and employees will be diminished.

When engaging people to a change initiative it is important to ensure that the why the change is needed is as much as the what needs to change. In my experience if people do not understand and agree to the why then they will not act on the changes needed. It is also important to realise that any change requires a transition and individuals will need the relevant support both moral and skills development to help them make this transition and enact the changes needed.

Communities of practice are a great way to support engagement and communication with the organisation. Engagement through learning and knowledge sharing is a powerful tool to build advocacy for your cultural shift. Engagement takes time and focus, so consider when you are engaging everyone to use the mechanisms already in place with purpose.

I practice what I call free fall thinking, it requires writing down thoughts in rapid succession, no spell check no grammar check everyone involved . There are no boundaries just random thoughts that when the freefall comes to a natural end it is possible to step back, look to see what has been written or drawn then collate what fits and bracket the remaining. [never discard any thought] It is interesting what comes out of freefall thinking, even if all it is is the opportunity to pick a random topic or issue that has been overlooked in the too hard basket. Add pizza remove constraints laugh ponder opinionize dare to put forward no right no wrong just freefall thinking.

As the saying goes, the medium is the message. If the strategy is failing, you might want to check the message channels which would include the messanger, the technology and tools, the timing, the tone. It may not necessarily be about the content.

What do people (your audience) want to know? That doesn’t necessarily mean what you want to tell them. Tackling the awkward, blunt and uncomfortable issues head-on not only shows leadership but helps accelerate the change. Those difficult questions will be asked anyway if you don’t deal with them. The danger of not dealing with them is that others will answer them for you. You’ll then have to divorce your employees from what they have been told AND actually tell them the real answer!

Introduce some structure and stability. In times of chaos and moving targets, there is a shortage of those, which you may need to balance. This is the opposite problem than the ones you most typically face - when too much structure, process, legacy systems - prevent the change from happening. Instead, some stability through process, communication, or project management will help to navigate through stormy seas. You will need to redefine the sphere of influence by focusing on what you can and should control.

Breathe. You can’t control everything. Get a good nights sleep and take some time out, even if it is only an hour. Then go somewhere that helps you be creative and ask yourself what you could do differently to get a better outcome. You got this ??

Even the most consistent and logical messages will not be successful, if it’s not properly delivered. You need to address different senses and use appropriate rhetorical devices. You could use story telling techniques for example.