Page 18 - Food & Drink Magazine April 2020

CRISIS MANAGEMENT
Communicating in a pandemic
While there have been similar Black Swan events before, it would be a mistake to not to think through the differences and the different actions needed in this COVID-19 pandemic. Crisis communications expert John Connolly outlines what boards and management need to do now.
BASICALLY, there are three pandemics running together. The virus, panic about the virus, and the business and economic implications of the virus.
All three are genuine crises. Each one needs different tactics. However, what is critical, is that as well as doing what’s necessary to survive, is to have a team working on your recovery strategy and even what opportunities there may be.
The COVID-19 pandemic is both a social and financial crisis where trust will be central to corporate and political survival.
People at all levels of the organisation are being asked to change the way they work, interact both professionally and socially and often how they live.
To effectively deal with the impact companies will need to adopt and ensure they adhere to the principles of good communication. This not only means internal and external communication but to and from management.
LEADERSHIP IS CRITICAL
One thing is certain. All stakeholders will look intensely at what, if any, leadership a company demonstrates.
Experience tells us that very few CEOs or chairs will actually
lead. In a crisis, employees and others make long lasting judgements about the competence of the boss.
As we have seen with political leaders over the last few months, this is based less on what the leader says and more about what he or she does.
To be clear: taking an external leadership position is a strategic choice. For some organisations keeping your
● Recognise your own feelings when you are discussing the issues and making decisions.
● Leaders need to understand that this is an emotional issue. Rational explanations and reassurance need to be complemented by an emotional response. For most people, COVID-19 is more a financial and emotional issue than a health issue.
18 | Food&Drink business | April 2020 | www.foodanddrinkbusiness.com.au
● The more specific you are in “ To be clear: taking an external leadership
position is a strategic choice. For some organisations keeping your head down externally is the right decision. But you have no choice internally.”
head down externally is the right decision. But you have no choice internally. You have to demonstrate leadership to your employees and others.
There are some (for the time being) unique issues to consider with COVID-19:
● It’s not just employees and the
general public that are scared, boards and management feel the same way.
your communications the more powerful and trusted you will be.
● Free media is not the only media you have available. Advertising in traditional and social media can be critical. No one is overreacting: in
fact, what we’ve seen is that some companies and some governments didn’t react quickly enough and still aren’t acknowledging how quickly