Strategies to Build Trust for Better Crisis Communication

Organizational crisis

Organizational crises present complex financial, social and ethical issues and challenges.

James and Wooten (2005) define organizational crisis as:

"Any emotionally charged situation that, once it becomes public, invites negative stakeholder reaction and thereby has the potential to threaten the financial wellbeing, reputation, or survival of the firm or some portion thereof" (p. 142).

An organizational crisis can threaten not only an organization's finances but also its reputation and/or survival. James and Wooten (2005) also distinguish between sudden and smoldering crises. A sudden crisis occurs without warning, for example, the COVID-19 epidemic. A smoldering crisis develops over time, for example, a lawsuit against an organization due to multiple actions of unethical behavior by a volunteer.

Crisis communication

Crisis communication can be defined as a strategy to reduce adverse effects of a crisis within an organization through intentional messaging (Spence, Lachlan, & Griffin, 2007). Crisis communication also provides information containing clear steps for employees and volunteers to move forward in times of uncertainty (Spence, Lachlan, & Griffin, 2007).

The role of trust in crisis communication

Employees often misinterpret messages from managers during communication in times of crisis (Mazzei & Ravazzani, 2011). Trust among employees during times of crisis is important (James & Woten, 2005). Companies must make employees feel safe, be reliable for their customers and clients, and encourage organizational partners to work together. In times of change, companies should foster trust-based communication to improve the relationship between management and employees. 

Strategies to improve trust-based communications during crises

We adapted the following tips from Potter (2020), Mazzei and Ravazzani (2011), James and Woten (2005), and Spence, Lachlan, and Griffin's (2007) work to help you improve trust-based communication during times of crisis in your organization.

• Create and share a clear message. Communicate all changes in expectations clearly. Develop and distribute a document among employees and volunteers that clearly explains what changes they should make in their work due to the crisis.
• Shoot for accuracy and transparency. Share your sources for gathering information on the crisis. Only share facts related to the crisis.
• Make communication consistent. If you are sending out multiple messaging documents, or having multiple employees send out messaging documents, ensure everyone is referring to and using language clearly stated in the original message document.
• Ensure employees and volunteers feel secure. If their jobs or roles are not at stake, clearly and quickly communicate this. Thank employees and volunteers for their efforts, and note the importance of their work in challenging times.
• Ensure clients feel secure. Ensure clients understand the quality of your service will not decrease due to the crisis. However, also explain it will be different. Inform clients about what measures your organization is taking to address the crisis. Thank them for their business and support.
• Encourage collaboration. Seek advice and helpful resources from your organizational partners. Observe how they handle communication related to the crisis. Offer to assist, within reason, with their crisis communication plan if needed.
• Make yourself available to answer questions and listen to concerns among employees and volunteers. Set aside time in your calendar for volunteers and employees to listen to their concerns and address them, within reason.
• Foster a sense of community. At group meetings, ask employees and volunteers to share updates about their lives. Lead teambuilding activities or ice-breakers. Remind your team that you are all in this together.

References

James, E. H., & Wooten, L. P. (2005). Leadership as (Un)usual:: How to Display Competence in Times of Crisis. Organizational Dynamics, 34(2), 141-152.

Mazzei, A., & Ravazzani, S. (2011). Manager-employee communication during a crisis: the missing link. Corporate Communications: An International Journal, 16(3), 243-254. 

Potter, J. (2020). How should leaders communicate with employees during times of crisis? Forbes.

Spence, P. R., Lachlan, K. A., & Griffin, D. R. (2007). Crisis communication, race, and natural disasters. Journal of Black Studies, 37(4), 539-554.