Communication in the age of fear

The world is currently gripped in a near constant state of fear and will likely be in this state for many months. All leaders are communicating with their staff and customers to help them cope in these uncertain times but despite best intents, many are getting their messaging wrong and exacerbating the very fears they seek to allay.

To understand why, we need to understand how the brain works. When our safety is threatened, our “reptilian brain” takes over. It limits our ability to think rationally and triggers us to go into a fight or flight mode until we feel safe again. In a crisis, if leaders want individuals to respond positively to the messages they send, leaders must focus on making their people feel safe. This will be done if the communication makes the world feel more predictable and then shows how an individual’s actions will make a difference. The following steps can help with this process.

Have a single source of authority

It is easier for people under stress to process information from a single source of authority. During this time, the CEO (or equivalent) should be the single source of authority on what is happening and how the organisation is responding. Leaders should communicate regularly (at least weekly and probably more often), honestly and simply. Communication from other leaders should reinforce the key message coming from the top.

Keep the message simple and to the point

When we are afraid we find it hard to process complex information. “To minimise the spread of COVID-19 we are shutting the office for one month from Monday” is a far more effective message in the circumstances than a mini-essay about how an office closure aligns with your values as an organisation. People want to know what is happening and how they should behave, so make sure your message is easily understood with clear instructions.

Establish a pattern

The reptilian brain seeks solace in simple patterns and when these patterns are followed our sense of safety increases.  All communication should follow a consistent structure that broadly focuses on three key areas. What we know about the external environment (e.g. COVID-19 is getting worse); how our organisation is responding (e.g. instigating work from home arrangements); how we want you to respond (e.g. attend daily briefings via phone at 9:30am).  All messages should be sent on the same day each week. The more consistent you are, the safer people will feel.

Use emotional language

Now is the time to kill corporate speak. When people are afraid they respond to language that is emotional and concrete. The overall emotional tone of the communication should reflect how people feel – otherwise, it will come across as inauthentic.    

Share stories

Our reptilian brain loves stories and sharing them is the foundation of learning. Each story should reinforce the overall point of the communication and, where possible, focus on your team’s capability to respond to the challenges being faced.

Be vulnerable

When afraid, people want to see their leaders as strong but not invulnerable. Acknowledging your own challenges and inviting your people to assist creates a connection between you and the organisation you lead. 

These are extraordinary times where difficult decisions will have to be taken and sacrifices made by all. Leaders who communicate these decisions effectively will have a team that feels safe and well supported despite those sacrifices. As a result, their organisation will be more resilient and quicker to recover when the crisis ends.