Page 101 - Warwickers Communication Counts v2015
P. 101
How to deal internally with 101 TOOLKIT NEGATIVE PUBLICITY
negative publicity
The less people know, the more they yell! Seth Godin
4 Identify the audiences that will be most affected by the
publicity, how they will be affected and what you need
Head up high and confident to say to them. The negative publicity may have more
delivery of the facts effect on some groups of employees than others. Think
about who it impacts the most, how it impacts them and
what needs to be communicated to these groups. Provide
them with the total facts, allay any concerns the publicity
might have generated, and, if appropriate, allow them to
make informed choices.
5 Be honest in your communication and focus on the facts. What is important, what
are the reasons and what are the consequences. Seek transparency to maintain trust
and leadership credibility. When there is a delay and the information cannot be
shared at that time deal with it head on and honestly – no news is still ok – just say
so.
Remember how you communicate will be just as important as what you
6 communicate – Increase the frequency of internal communication. Always seek to
communicate internally before or at the same time as you make external
announcements, The most trusted form of communication will be face to face. Some
complicated issues will require presentations or videos as well as supporting material.
Ensure it is written and presented in a style appropriate to the audience. Hold
meetings and town halls with Leaders and publish the content on the intranet. Email
may not be a suitable means of communication as it can easily be distributed to
others and may fuel the negative publicity.
NB Sometimes ‘timing/ confidentiality’ means you cannot fully communicate on the ‘story’ –
employees usually ‘get’ this - but in this era you have to agree what is to be said and communicate that
through the ‘line’ structure to ensure consistency of message. Centralise written message
dissemination and brief managers well – you need your people on board and trusting you.
negative publicity
The less people know, the more they yell! Seth Godin
4 Identify the audiences that will be most affected by the
publicity, how they will be affected and what you need
Head up high and confident to say to them. The negative publicity may have more
delivery of the facts effect on some groups of employees than others. Think
about who it impacts the most, how it impacts them and
what needs to be communicated to these groups. Provide
them with the total facts, allay any concerns the publicity
might have generated, and, if appropriate, allow them to
make informed choices.
5 Be honest in your communication and focus on the facts. What is important, what
are the reasons and what are the consequences. Seek transparency to maintain trust
and leadership credibility. When there is a delay and the information cannot be
shared at that time deal with it head on and honestly – no news is still ok – just say
so.
Remember how you communicate will be just as important as what you
6 communicate – Increase the frequency of internal communication. Always seek to
communicate internally before or at the same time as you make external
announcements, The most trusted form of communication will be face to face. Some
complicated issues will require presentations or videos as well as supporting material.
Ensure it is written and presented in a style appropriate to the audience. Hold
meetings and town halls with Leaders and publish the content on the intranet. Email
may not be a suitable means of communication as it can easily be distributed to
others and may fuel the negative publicity.
NB Sometimes ‘timing/ confidentiality’ means you cannot fully communicate on the ‘story’ –
employees usually ‘get’ this - but in this era you have to agree what is to be said and communicate that
through the ‘line’ structure to ensure consistency of message. Centralise written message
dissemination and brief managers well – you need your people on board and trusting you.
