Written by Jennie Yelvington, MSW, ACSW, Program Manager for HR Organization and Professional Development.
Communicating effectively is always an important skill for leaders to demonstrate, but in this time of massive, rapid change it is more critical than ever. The basics, such as clarity, transparency, and being intentional about what you want to convey, all hold true. Authenticity, along with displaying empathy and compassion, will boost the impact of anything you communicate. Here are a few additional pointers that can make a difference:
Consider Your Audience
Executives generally get information first and the amount people know about high levels decisions tends to decrease the further down the hierarchy their position lands. Before sharing information with staff, think about what they have been briefed on so far and start from there. Remember that issues you have been dealing with for some time may be new to others, and they may need a minute to work through their reaction. Also, provide information (if able) regarding what the journey has been to get to that decision. Gaps in communication tend to fuel distrust and make it difficult for employees to take needed action; it’s hard to fix what you don’t understand.
As a leader, it is important to share (nonconfidential) information you receive that would help your employees better understand the broader context of what is happening within the university. Having this understanding can help people make the sacrifices and changes needed with less resistance. Aside from being insulting, the “because I said so” approach doesn’t help people move forward. So, for example, forwarding that DDC email can be very useful; but that isn’t enough. It is also important to explain how that information relates to your employees. We have been so decentralized that often people see themselves in the vacuum of their unit or even their particular job. Drawing the lines between high-level decisions and their work helps people to understand the broader system and how their role fits. They still may not like decisions that are made, but it is easier to accept what you understand.
Once isn’t Enough
Communications specialists can affirm that if you truly want something to stick, you must repeat the message multiple times, in multiple ways. Leaders need to heed this lesson. If something is important, sending one email isn’t enough. People are inundated with information, so if you want something to stand out make sure you utilize multiple avenues. Send that email, but also weave it into staff meetings, clarify understanding in one-on-one’s, and tie it to other initiatives. Also, if it is important, make sure you utilize language that reflects that it is a priority, and why it matters.
Watch Out for Bias
Bias awareness is always important, and in this time of video conferencing, the potential pitfalls are numerous. While it is common to hear that we are “all in this together,” individual experiences during the pandemic can be vastly different. Socio-economic differences are highlighted in video (unless backgrounds are used), people may be experiencing grief due to sick or deceased loved ones, others may be completely alone and struggle when they hear coworkers discuss family fun. In a recent MSUToday article, MSU professor Amy Bonomi suggests we “approach conversations with sensitivity to differences. Instead of opening with the typical “tell us what your lives are like during shelter in place,” consider framing a question around what participants are noticing about communities around them.” She also recommends challenging microaggressions. “This can be done by naming microaggressions on the spot or addressing them privately. It is important to share how the microaggression affected you and may have affected others and to provide tools for improving skills.”
When you share information, be sure to clarify if action is needed, and if so by whom and when. Don’t expect people to read your mind, or that they will be clear on exactly what they are empowered to do in response to a need. Also, consider the extent of the need. Is this a simple action? Is it a full-blown project that needs to be managed? If so, what else do people need to know? Is there a budget? Are adequate resources available? Are there deadlines? Will other stakeholders potentially be impacted? Finally, think about whether your staff members currently have the skills needed to be successful. Are they experienced with project management? Are they capable and willing to handle potentially difficult conversations? Many skill-building resources are available at no cost through elevateU and you can reach out to Organization & Professional Development (email@example.com) for help with development planning.
Emphasize Shared Responsibility
Leaders have a responsibility to share information and communicate effectively, and they should make it clear that employees also have a responsibility to seek information and stay informed. Most have internet access and can be expected to check email at set intervals, read updates from President Stanley and other executives, and periodically check the MSU 2019 Novel Coronovirus site for updates. This shared responsibility allows all to be more prepared for coming changes and increase the likelihood of innovative responses from every level of the organization. Never write anyone off regarding their ability to contribute meaningful options for addressing the issues we face.
There are many effective strategies that leaders and teams across campus have been using to stay on top of changes in this challenging time including things like daily huddles, weekly video conferencing, virtual coffee hours to strengthen relationships, and utilizing Spartan365 to chat, meet, and share content. Leaders are also encouraged to network across the university to share best practices and new ideas. One of the great things about working at this university is that we have many opportunities for shared learning and support. Together, we can do this.