A very simple way to reduce uncertainty while enhancing leadership credibility
Leaders: In times of crisis it’s not about having all the answers, but it is about candidly communicating what you know, when you know it.
Communicating facts and probabilities. In general, leaders like to speak with a sense of certainty, confidence, and topical authority. And that’s true whether we’re talking about responding to a virus…a merger or acquisition…or any other of 100 possible complex and evolving situations.
To many leaders it sounds counter-intuitive to talk about what isn’t certain. But it makes perfect sense from an economic perspective. In the midst of change, employees want to reduce their uncertainty. So if leaders don’t provide an alternative, employees will turn to the “black market” (the rumor mill) for information to fill that need. And when they’re no longer paying attention to their organization’s leadership in times of change or challenge, it’s difficult to rally them around a call to action.
“You don’t get to decide whether there will be communication about emerging or sensitive topics. You only get to decide whether to proactively participate in the communication that is already occurring.”
So what works best?
§ Using a simple “facts and probabilities” sheet as a means of sharing ongoing updates. These fact sheets provide important context around a particular topic of interest—along with the current thinking about what is definitely going to happen, what is probably going to happen, what is truly uncertain, and what is definitely not going to happen.
§ A candid, straightforward tone to communicate what we know when we know it, admit when we don’t know the answers, answer questions, and communicate as soon as we can.
§ No spin or “consultant speak.”
§ Treating the probabilities fact sheet as a “living” document where information is added or shifts as more facts becomes available.
Performs a “forcing function.” The act of preparing to communicate key facts and probabilities requires a leadership team to get precisely aligned about what is and is not going to happen—and what remains uncertain. In this way, the process creates value even before the formal communication occurs.
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