three rules to navigate your covid crisis communications

By Geoffrey Stackhouse, Managing Director, Clarity Solutions

As vax mandates kick in it seems like every client is grappling with communicating to the jabbed and unjabbed to ensure compliance with health orders and workplace law. It’s a minefield, but three tried and trusted crisis communications rules apply.

Rule one: Stick to the known facts, don’t speculate or engage
Because it’s a mandate, the message is clear. It's a very simple deductive argument:

"Mandate X states you can’t work in this industry unless you can provide evidence that you have had two doses of a COVID-19 vaccination or a medical exemption. You have not provided valid evidence of your vaccination or your exemption. Therefore, you cannot work in this industry."

While there’s always room for empathy and compassion, avoid the temptation to wander off message by engaging in other topics - for example speculating on vaccine efficacy, the fairness of the health orders, or the details of their employment contract. It’s about compliance with the mandate.

Rule two: Communicate with all stakeholders, early and often, always mindful it may end up in Court
Every organisation we’ve worked with has had communication plans in place for months so the news isn’t coming as a surprise to stakeholders - clients or staff.

What’s surprised me is stories of employees contacting other employers in the same industry to see if they have any job openings. It suggests these employees do not understand it’s a government mandate, not a personal choice by the employer. All you can do is remind all stakeholders it’s a mandate, communicate that early and often. You. Have. No. Choice.

As with any crisis, be mindful of interest groups (including employees) trying to foment unrest. As well as explaining the facts logically, empathy is critical. And there’s always room for compassion.

While few employers can afford to pay staff who are not working, offering accrued annual leave or leave without pay, along with access to an Employee Assistance Program (workplace counselling) demonstrates your values and is evidence you should be sharing.

Rule three: Ensure your spokespeople have high empathy and tight control
We’ve been coaching leaders for Town Halls and even ‘Show Cause’ meetings. It’s about as high stakes as you can get and standing there while angry people hurl abuse at you is never pleasant.

As with every other crisis interview – deliver simple messages with empathy and bullet proof control.
Ensure you have a tested message house in place and rehearse in front of a camera until you can exercise tight control while demonstrating empathy. It’s a skill we teach every day, and while the frameworks are simple, expert coaching to perfect the way you use them is critical.

Finally, remember that a crisis is about managing outrage, and most outraged people just want to be heard. While this blog isn’t meant as a substitute for professional legal and/or HR advice, excellent communication can minimise the pain and potential for future legal action. 
 
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Or you can contact us for coaching or a confidential discussion about strategy and options.