Now is not a time to go into hiding. Communications are essential, but getting them right is vital
Never in my time have I known words, the right words, to be so fundamental to our collective human needs.
Tone and messaging have become vital.
Communications may be educating us on how we need to behave to save lives, they may be actively maintaining good relationships from afar through technology or they could be keeping employees and customers informed.
We’re all navigating as we go – and never is that so obvious when you see some businesses getting it spectacularly and publicly wrong.
Richard Branson, long respected as a man who says to put employees first, asked his Virgin Atlantic people to take a pay break, which - considering his wealth - has created ire and dismay. And then there’s Sports Direct, which within minutes of the UK lockdown announcement, communicated that their shops would disregard the rule entirely and remain open, showing disregard for staff, customer crowding and public sentiment. The unsurprising backlash resulted in a quick turnaround from the company, but not before brand was deeply tarnished.
We are also seeing lots of misplaced ads for yesterday’s treats. Although these were no doubt planned ahead, they are landing awkwardly now.
Having no clear communications strategy right now is like rolling the dice really badly with employer and customer loyalties. The problem for brands – and messaging – is that people may not remember the exact details of why they were angry (or delighted), but they’ll remember the associated feeling.
Right now, if your brand needs to communicate a message or messages, it’s more essential than ever to make sure you are resonating with the mood of your audience.
There are many elements we need to bear in mind in distressing times like this, not least to think long-term. We need to support and guide employees, customers and investors through to the next stage alongside us; helping them to stick around for when we have some kind of new normal.
It’s not time to profiteer with raised prices or overtly selling at inappropriate times.
Working to business strengths is vital. What can be offered to help employees and customers that can be communicated well? Some companies are getting it spot on. The major French perfumery, LVMH, for instance, is currently making hand sanitisers (a goodwill and employee engagement master stroke), while Saga volunteered two of its cruise ships to be used as floating hospitals. These positive actions – and communications - will remain in peoples’ minds as long as any negative ones.
Understanding our audiences’ needs is vital; getting to the depths and variety of peoples’ worries can show how to best support them. Indeed, how can communications possibly work effectively without knowledge of the real issues at hand? Action employee pulse surveys, particularly for those working remotely, and solid customer conversations and/or research to ensure that you’re hearing real needs and concerns.
It’s not a time to go into hiding. Businesses, large and small, need to be able to carry on as best they can, helping to bounce-back as soon as possible. Employees, customers and investors need honesty and decency from the organisations in which they intertwine.
Honesty is especially important for employees, even if you don’t know all the answers. They want to know that you’re interested in their views, that you’re trying to support them and the organisation in unchartered waters, and that you’ll update them regularly. By supporting employees, you help your customers too; employees will understand your intentions and can go on to support customers in a better way.
Your choice of words and tone are important. Choose both carefully to resonate with decency and sensitivity. Confidence is in short measure across the world, but the right messages at the right time from the right people, can provide comfort and support.
The future has never seemed more unknown. Some companies are positioned to be highly effective in a market like this, and others will so very sadly struggle, but to survive, re-grouping around core values, getting brand messages right and being sympathetic to audiences’ new and unique issues is fundamental.
Bottom line profit will always be vital, but to get through this period, building and maintaining trust has never been so important.
If you’d like any advice, email me on Kay.Phelps@PRinHR.co.uk. I’d like to help.