Are they telling the truth? What are they not telling us? Is it just a matter of time before a shoe drops? Will there be changes? Do they care about me? Can I trust that they will look after me?
A crisis is an opportunity for leaders to build trust. A crisis often brings people together and reminds us how important our relationships are. Building and protecting relationships of trust with employees and colleagues during uncertainty can make or break a company or its executives.
When done well, employees feel secure and confident, and the trust between employees and leaders strengthens, which in turn results in increases in productivity and engagement. When done poorly, productivity and engagement decreases, and the risk of key employees leaving increases.
As outlined in my book The Power of Trust: How Top Companies Build, Measure and Protect It, learning how to build, manage and protect relationships of trust is a leadership imperative.
Follow these guidelines to protect and strengthen trust with employees:
1. Share the steps the company is taking to respond to the crisis
Promise to keep employees informed. Many companies clam up and don't share information with employees. Keeping people in the dark breeds distrust and false rumors. By openly communicating with integrity, you build trust.
2. Establish a schedule
This should include regular information sessions and meetings to keep everyone informed and encourage discussions. Assure employees that updates and communication are a two-way street. A consistent schedule reduces uncertainty and gives assurance that you are forthcoming.
3. Encourage employees to ask questions
Be prepared to raise concerns that they may not raise. Ultimately, your colleagues want to know how the company's response plan addresses and includes their concerns. If you don't have immediate answers, commit to getting them.
4. Think about the format for delivering your message.
When communicating information and company plans in response to the crisis, decide whether it is best to do this one-on-one, in small groups or in large groups. The benefit to groups is that the information is consistent, and everyone hears the same message. The benefit of private one-on-one meetings is that you will be able to discuss individual personal concerns.
5. Acknowledge the problem or issue
Address the situation and misperceptions that might be associated with the crisis. Describe the situation without sugarcoating it, and be as transparent as you can be. Tell them what's going on, as there may be many speculations. Employees often hear gossip and rumors so leaders will have to set the record straight.
6. Keep employees up-to-date
Assure employees that they will be the first to know as the situation progresses, and that they will be kept in the loop about steps the company will be taking. Let them know that they will be informed before anyone else. Good communication is vital. Without it, employees may feel lost and left without a clear direction.
7. Empathize
Listen attentively and strive to understand the concerns of colleagues, employees and all those involved. Of course, you may not be able to resolve or fully respond to all of the issues at this time. However, you can listen and be compassionate. Compassion and mutual understanding foster trust.
8. Involve employees in the decision-making process
As much as you can, get input from those around you. This will help make employees feel secure and reduce anxiety.
9. Make sure everyone's roles and responsibilities are clear
Be transparent about any changes in roles and responsibilities and why they are taking place.
10. Take responsibility
Let your actions and behaviors show you are accepting full responsibility for meeting the company's challenge. One way to do this is to maintain daily contact that extends directly to you. Face to face is the preferred approach. For example, be seen in the office or facility by walking around, talking to employees, listening to them and providing them with the information they are seeking. If everyone is working remotely, check in daily with your employees. Videoconferencing is more effective than a phone call, and a phone call is more effective than a text or an email.
This all needs to be done with a sense of urgency, honesty and transparency. Restoring and protecting trust after a crisis is a lot more difficult than responding to it at the outset. Nothing builds trust like doing the right thing during times of turbulence.