What to Tell Employees When You Don’t Have All the Answers

Layoffs. Plant closings. Mergers. Executive departures.

These are uncertain times and, thanks to the economy, fear and paranoia, the rumor mill is stronger than ever.

When a company is gearing up for a major change during these uncertain times, the worst approach leadership can take is to hold off on communicating to employees until all decisions have been made, to sit back and wait until they have all the answers before addressing rumors and speculation.

So what do you say when you don’t have all the answers, when there are still unknowns? How do you announce a change when there are still many variables to be decided or when the end game is not entirely clear?

First, don’t discount the role of the manager or supervisor in this scenario. Employees will often go to their manager for “the real story” and if the management team has not been briefed in advance, they won’t be able to reinforce the key messages. Make sure that your managers understand the issues, can answer question about the facts at hand, and are comfortable reinforcing the unknown elements of the change.

Next, leadership should introduce the change with an acknowledgement that employees will have concerns and that there will be opportunities to voice those concerns. They should stress that this initial announcement is intended to provide context and outline the elements of the change that are known at this time, as well as the unknown. In addition, they should articulate a timeline for the change and specify which programs, divisions or teams may be impacted.

The first communication should set the stage for future updates and reinforce a commitment to communicate frequently as more information becomes available. It should also include instructions for voicing concerns or raising questions – to the manager, the executive, etc. And it should close with a sincere acknowledgement of how difficult change is in any organization and that the organization appreciates the employees support and dedication.

You owe it to your employees to be as honest and direct as possible about the changes afoot. This open communication won’t eliminate the rumor mill, but it will keep it in check.

Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level.  Email her at rinkcomms@verizon.net.

Handling Tough Questions From Employees

During a town hall meeting a few years ago, I witnessed, first-hand, the worst possible response to a tough employee question.

The employees at this location, about 800 of them, were primarily hourly workers at the local call center. Up to this point, most of the questions from the floor centered on the overall industry, competition and new product releases. Pretty standard fare for this type of session, and the executives on the panel handled themselves with their characteristic poise and candor.

That all changed when a women, about five months pregnant, stood to ask her question.

She told the panel that she rode the bus to work and that the only affordable option for daycare was near her home, about an hour’s ride and two transfers away from the job site. She mentioned that many of her co-workers were also having difficulty juggling child care with shift hours. And she asked, “Will we ever get a daycare center onsite?”

The executive’s answer: “No.”

No expression of empathy. No acknowledgement of her struggles. Just “no.”

The audience was, to say the least, not pleased with the way that question was answered. In fact, the mood of the room deteriorated rapidly, and we’re lucky we made it out in one piece.

So what would have been a better response?

Well, for starters, it would have been good to show some genuine appreciation for the employee and her coworkers who dealt with work-life balance issues on a daily basis, yet still managed to put up impressive customer satisfaction scores.

And maybe the executive could have talked about fact that daycare was far outside the company’s core offerings, and that anything as precious as a child should be cared for by highly-skilled professionals.

At the very least, the executive could have thanked the employee for her question, and requested that he be allowed time to give such an important decision the thought it deserved. Later, after engaging local management in a fact-finding and discussion, he could follow up with that location to explain the company’s decision not to offer onsite daycare.

But he didn’t.

Moral of the story – before answering a tough question from employee, take a minute to think about what motivated the question. In many instances, the employee isn’t looking for an immediate solution – just an acknowledgement that his/her concerns are valid and that the company cares.

Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level.  Email her at rinkcomms@verizon.net.

Bridging the Credibility Gap with Employee Communications

A few years ago, a friend of mine was hired to conduct employee focus groups to gauge reactions to a new, and rather expensive, employee awareness campaign.  When she asked for comments about the company’s communications vehicles, one participant pointed to the Exit sign over the door and said, “That’s the only sign in this place that I trust.  The rest are all bulls___.”

Now, that’s a credibility gap!

Many companies suffer from a disconnect between what they say and what they do.  One classic example is the company that trumpets, “Our people are our greatest asset!” while they establish employee policies that restrict creativity and entrepreneurial thinking.  Or their executives talk about “work-life balance,” but employees feel pressured to check email and call in for staff meetings while on vacation.  No surprise that these companies suffer from higher than average turnover and low productivity.

Companies that truly value their employees demonstrate their high regard by treating their employees like adults, like valued business partners.

These organizations foster an environment of open discussion and respectful conflict, encouraging employees to take ownership of issues and voice their suggestions for improvements.  And when it comes time to be recognized, the employees’ contributions to the company’s success are rewarded.

So how can employee communicators bridge the credibility gap?  Well, if your company is in the midst of a crisis of confidence, it won’t be easy.  But it can be done.

First, you must establish a culture of open dialogue, one where employees are comfortable voicing dissenting opinions without fear of reprisal.  That can be accomplished by publishing contrarian points of view in your newsletter and on your intranet.  Managers can reinforce this new culture by inviting employees to voice their objections, and listen without becoming defensive.

Next, you must ensure that your company recognition programs, both formal and informal, reward behaviors that reflect your desired culture. Don’t restrict recognition to tenure.  If the one of the company values is innovation, then employees who think differently and challenge traditional processes should be recognized.

Finally, the best way to bridge the credibility gap is with timely, transparent employee communications.  Executives, managers –and the internal communications team — must commit to addressing real business issues and providing honest progress updates that are free of spin and “corporate speak.”

Otherwise, once the economy turns your employees will be looking for that Exit sign.

Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level.  Email her at rinkcomms@verizon.net.