What are effective ways to maintain a positive company culture during a crisis?

While regular communication is key, it’s equally vital to ensure the communication is genuine, concise, and free from ambiguity. Many crises can be exacerbated by misinformation or rumours, so having a single source of truth, perhaps through daily briefings or updates, can prevent speculation and panic. Whilst disseminating information is crucial, creating channels for employees to communicate back is equally important. This not only helps leaders gauge the effectiveness of their messages but also uncovers latent concerns within the workforce.

You can't over communicate with your own team members during times of crisis or uncertainty. If you leave a void, they will fill it, and it probably won't be the message you want to get across. Rather than hiding from the issue, communicate frequently and transparently. Your team members might not always appreciate the news, but they will respect you more if they hear it from you.

Many leaders reaction to crisis is try to fix it immediately and forgetting daily routine. I think when at crisis it is very important to embrace the standards and routines that are in place and use this as a way to communicate with your team and bring some peace in uncertain times.

Beyond formal programs and flexibility, understanding that everyone reacts to crises differently is essential. Some may find comfort in routine, while others may need more personal space. Thus, leaders should be trained in basic psychological first aid, providing an initial humane, supportive, and practical response to affected staff. Especially for multinational corporations, understanding cultural nuances in how people deal with stress and adversity is essential. Providing culturally sensitive support options or resources can make all the difference.

In times of crisis, people often look for meaning. By connecting current challenges to the broader purpose of the company, you not only give context to the hardship but also provide a north star for navigation. However, it’s also a time when the organisation’s values will be truly tested. Living those values in tangible ways will do more for morale than mere motivational speeches. Reminding employees of past challenges the company or community has overcome can be a powerful motivator. It not only provides proof of resilience but also offers a sense of continuity and purpose. Whilst working with Marsh and Aon, we observed days of mourning for our colleagues lost in 9/11 which reminded us of collective resilience and gave persepctive.

Walk the walk and talk the talk. It's a cliche but it's true. It's not enough to say you have a great culture. You — the executive, the leader, the manager — must model it. Say please and thank you. Don't pile your stress on employees. Don't blame. Show up. Be present. Communicate honestly, transparently and frequently.

Involvement fosters ownership. In times of crisis, employees on the front lines often have the clearest view of ground realities. Harnessing their insights not only provides valuable data but also boosts morale by validating their experiences and expertise. Encouraging different viewpoints doesn’t mean consensus will be easy. Leaders need to be prepared for conflicting opinions, valuing them as part of a robust decision-making process rather than seeing them as disruptive.

In post-crisis reflections, it’s common to focus on tangible outcomes or clear lessons learned. However, celebrating the company’s (and individuals’) ability to adapt, even if it didn’t result in perfect outcomes, is essential for fostering resilience.

Diversity in response teams can be a boon. Different cultural, educational, and professional backgrounds can provide varied perspectives on the crisis and potential solutions. Additionally, fostering a “we’re in this together” attitude, perhaps through shared rituals or daily practices, can provide a much-needed sense of unity and camaraderie. Lastly, always prepare for the post-crisis phase. People might face a delayed emotional response once the immediate threat has subsided; having support structures in place is vital. A crisis is an opportunity to strengthen or form partnerships outside of the organisation.