Communication and COVID-19 - cutting through Back
By: Pia Duxbury
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In mid May the WA State Government announced an easing of restrictions. To forge a way forward leaders must bring their people and communities with them, engaging stakeholders with their vision and clearly communicating their plan to manage the 'new' COVID-19 normal. In this context, our leaders will need strategies, and clarity to drive their vision and voice forward.

Leaders step up

COVID-19 presents evolving organisational and human resources risks and opportunities. Leaders have had to make, and will continue to make, difficult decisions in a COVID-19 environment.

They will need to get the messaging on these decisions and a multitude of necessary changes – any of which can be emotionally loaded at this time – right. They also need to grab the attention of their workforces to promote and steer others towards a shared future perspective by choosing the most effective communication channels.

4 Keys to engagement

An understanding of four different approaches can assist leaders as they plan to communicate for connection and consultation. A compelling "why" and clear "when" are an essential place to start when we need people to come on-board in a committed and timely manner.

  1. Encouraging strategic thinking;
  2. Understanding the hierarchy of needs;
  3. Engaging in "Big Talk" to build empathy; and
  4. Choosing the right communication medium for the right purpose.

Get people thinking strategically

If your staff think strategically they'll have a better understanding of why you're doing what you're doing, but how can leaders develop strategic thinking in their people? Firstly managers should encourage strategic thinking in their teams then they will help pass it on to other natural leaders within your workplace's ranks.

5 tips to encourage strategic thinking

  1. Ask "why" and "when."
  2. Create a philosophy.
  3. Dish out information.
  4. Reward thinking, not reaction.
  5. Create a mentor program.

Understanding Needs

Successful leaders aim to align the attention, efforts and achievements of others to meet organisational objectives. Ideally this enables people to make their contribution whilst being the very best that they can.

COVID-19, however, has disrupted every individuals comfort level and 'higher order' motivations won't be a focus for the staff member who is worried about more basic concerns such as their personal or family safety, finances and job security. Leaders need to be willing and able to pick up the signs that someone is struggling and be prepared to engage in conversations to respond accordingly.

'Big Talk' to connect at work

The human need that we all have for connection has become crystal clear over recent weeks. Many of us are engaging in more 'small talk' than ever, as we attempt to share and calibrate how we and others are coping.

COVID-19 has also caused many of us to stop and think about the 'bigger things' in life and this is something that leaders can harness to engage with their teams. When we ask and then actively listen to someone's response to these questions, we develop a greater understanding of what is important to that person, what challenges they are facing, and what ideas and resources they are likely to be willing to bring forward.

Big talk tips to connect at work

  • What do you spend too much of your working time doing?
  • What is a new habit you want to form?
  • How do we have meaningful connections using new technologies?
  • How can you take what you have learned and apply it to improve your work?

The channel that suits the message

Face to face communication is made up of three things – body language, words and tone of voice. Of the three body language dominates the communication delivering 55% of the meaning of the message. It's important to keep this in mind when leaders are considering how they want to communicate their message.

Clearly deep and potentially complex messages need the most suitable type of media so that we can effectively read all the cues and accurately interpret what is really going on for the other person. It's important to use the right communication medium for the right purpose.

Interpersonally complex communication: face to face preferred, video conferencing (Zoom, Skype) next best but will be tiring.

Idea generation: well suited to discussions using online forum threads and team channels (e.g: SLACK, Microsoft teams)

Straight forward information distribution: often easily communicated by email

It's best to plan your message for maximum effectiveness (whether for engagement, connection or consultation) and ensure that you are using the right communication medium for the right purpose.

This is especially important when you may be struggling to gain the attention of others, where the challenges ahead are momentous, and where everyone's precious energy has been somewhat tested.

Information and support

For more information and support contact the LGIS Human Resources Risk Team or call Renee Wockner, WorkCare Services Manager on 0427 617 646 or email renee.wockner@lgiswa.com.au


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