The global COVID-19 pandemic is continuing to evolve worldwide. While communities address immediate health concerns, leaders have been asked to transform their organizations overnight to meet rising challenges. In the face of crisis, leaders are responding by adapting business models, practices and communications — so their decision mindsets are evolving, too. As communicators, we must recognize this shift and develop messages that can support and engage leaders as they navigate one of the most challenging moments in our shared histories.
Prioritize immediate needs
In the face of such immense disruption, leaders are focused on supporting the immediate resilience of their organizations. The economic challenges are hitting sectors differently, but all leaders are seeking to keep financial momentum and support staff during this transition. Health, safety and compliance are top of mind as leaders navigate the first steps of transformation. Organizations are shifting immediate operations to accommodate new shelter in place orders across the globe — putting a critical emphasis on virtual tools and communications.
When connecting with the emerging leader mindset, communications must begin by acknowledging the severity of these challenges. There is value in supporting short-term organizational needs with pragmatic solutions, and focusing on safety, compliance and economic resilience. Making leaders feel truly understood in an uncertain climate can only help build loyalty and trust.
Rebuild short-term plans and reimagine long-term visions
While leaders must first address urgent and immediate business needs, they are also asking teams to climb the steep uphill terrain of COVID-19 transformation. Business and communications plans in the next 3 – 6 months are pivoting to address new market dynamics and create value in emerging ways. CEOs have often doubled as Chief Transformation Officers — inspiring teams with a unique vision for change and articulating the steps to achieving it across the organization. When connecting with the emerging leader mindset, it will be essential to bring a positive vision of hope for the future despite the immense and broad-scale disruption. Leaders will want to learn from their industry peers as they draft new maps for the future. There is value in providing a range of positive potentials, while arming leaders with messaging frameworks that can bridge the old models to the new. The response to a crisis is typically measured in months, whereas recovery continues for years. Adopting a long-term view can give leaders focus and help them anticipate new business models on the horizon.
Align teams and partnerships for rapid adaptation
Connection has never been more essential to the leader mindset. As transformation rapidly evolves, leaders will need to align teams and build new partnerships in order to adapt. Developing trust and efficiencies will directly translate to organizational impact. The Chief Information Officer prioritizes tools that are compatible, secure and data-driven. Tools that can help organize teams around common goals will be critical. So will partnerships that bring new resources while minimizing organizational strain. Leaders will be looking for solutions that minimize disruption and get teams working together. That said, everything can’t all be new. There is value in stabilizing teams and building momentum by leveraging expertise and familiar processes while building in incremental adaptations in the spaces that can drive the biggest impact. Once adaptions are set forth, encourage leaders to reiterate new priorities, and often, to ensure that their teams are aligned as they embrace big change.
Related Content: Learn the five adaptions communicators should make in a COVID-19 world.
Manage risk and reconsider revenue models
Leaders are navigating incredible economic turbulence. Understanding the new economic risks brought on by COVID-19 will be a core building block for the leader mindset. We know that Chief Financial Officers have evolved as transformers to not just look for ways to reduce costs, but to strategically enable new revenue opportunities and take advantage of new technologies to meet emerging consumer needs. Operational awareness often stems from a variety of sources, and communications that focus on managing risk through efficiencies will be welcomed. But don’t shy away from bringing up innovation opportunities. Disruption often creates an opportunity for invention, with a particular emphasis on lean, agile models. Just be sure to coordinate resources to support team efforts, including working with internal teams that may play a role in supporting new models.
Develop empathy-based communications & policies
If ever there is a time when transformative leaders are focused on being human-centered, it is during crisis. Communicators are focused on recognizing the needs of their audience and meeting them with empathy. Operational leaders are looking for policies and tools that are flexible to a variety of needs. While facing tremendous disruption, don’t lose sight of the fact that every organization is ultimately made up of people. And right now, every person is facing individual pressure to adapt to extended school closures, family health, uncertainty and more. The emerging leader mindset is aware and supportive of the individual transformation journey, especially in regard to their employees. Resilient leaders will look to come alongside their team, using a methodical approach to take their next step. As communicators, we can provide insights that help leaders more authentically connect to their audiences, and develop emotionally-relevant content that can guide teams and assist in transformation for good.
Explore human-centered communications
by connecting with Transitional Mindsets.