The Importance of Internal Communication During Crises

Leading a team of 500+ taught me a lot about communication — especially in times of crisis. Here are five key lessons I’ve learned: 1. Communicate Early: Carry people along as things evolve. People should hear from you early in the game, before all hell breaks loose. Send that email, call that meeting, announce the changes, transitions, new strategies, or new directions as soon as you can. Trust is built when your team hears from you first, not through the grapevine. It’s not just about saying it — it’s about saying it as soon as you can. 2. Communicate Openly: Your team should feel free to remark, respond, or react to what you share without fear of punishment or being marked. This creates a psychologically safe environment where people don’t have to walk on eggshells around you. It’s an organization, not a dictatorship — people’s voices should never be stifled or silenced, covertly or overtly. 3. Communicate Completely: Don’t leave loose ends or unspoken assumptions. Address direct and indirect questions as much as possible at the time. If something can’t be discussed, say so. Don’t gloss over key details or shy away from touchy topics. Complete communication bonds a team and unites everyone around the leader — especially when they hear it directly from you. As much as you can, leave no stone unturned. 4. Communicate Clearly: There should be no ambiguity. Some team members shouldn’t hear one thing and others another. This is where Q&A sessions and checking for understanding become crucial. Think through what you want to say and ensure it’s plain, simple, and leaves no room for wrong assumptions or misconceptions. A strong leader speaks clearly, so nobody misunderstands, and everyone is on the same page. 5. Communicate Consistently— Communication is the cornerstone of successful organizations. The more your team hears from you, the stronger and more connected they become. Reach out regularly and create accessible platforms for open dialogue, ensuring your team feels informed and heard. Communicating effectively is non-negotiable, and leaders who master it go far. What would you add to the list? Drop your thoughts in the comments! Have a superlative week! #LeadershipLessons #CommunicationMatters #CrisisLeadership #TeamManagement #LeadershipDevelopment #EffectiveCommunication #LeadingTeams #WorkplaceCulture #TransparentLeadership #CrisisCommunication #LeadershipTips #Teamwork #GrowthMindset #LeadershipSkills #InspirationForLeaders

Nonprofit executives - I've spent 20+ years working in transformational change environments & crisis moments. Here are 3 things that can help you and your team right now: 1 >> Keep Communications at the Table Your heads of external AND internal communications are vital members of any crisis or critical strategy conversations. Often, decisions are made without these leaders in the room and they are brought in too late to contribute their expertise about how best to position challenging information, share meaningful updates, and respond to tough questions. This will make it harder for everyone in the long run. Do yourself the favor and keep communications at the table - as a contributing, strategic member - from the beginning. 2 >> Provide a Proactive Channel for Questions Your team is probably pretty shaken right now. They have questions. And while you may not be able to answer them all right now, it's important to acknowledge them and work toward answers where possible. Provide a proactive way for folks to submit questions (e.g., an email address they can reach out to, a form on your intranet, designated team members throughout the org) and then find a consistent way to provide meaningful responses (e.g., all-staff meetings + a standing document on the intranet that is routinely updated). 3 >> Help Everyone Understand Their Role You and your executive team may be working through scenario planning, major donor outreach, and many other emergent needs. Your team needs to hear how they can play an important role, too. Is there specialized support or research that can be gathered? Should they focus on continuing to provide great service to your community and donors? Help them know how and where to focus their energy - and when that may need to change. Don't assume that they will know to keep following the playbook that was laid out prior to the crisis or big change. What other practical tips do you have for nonprofit executives operating in transformational change or crisis environments? Share in the comments. #nonprofit #leadership #management #ChangeLeadership --- I'm Veronica - I help CEOs and Department Heads at established nonprofits create strategic clarity and lead change well. On LinkedIn, I write about practical approaches to improving the ways we think, plan, and work.

This isn't another post about the improprieties and lack of ethics demonstrated publicly on Jumbotron this week by Astronomer execs. This is about what I hope happens next internally, on behalf of Astronomer employees.   Today at Astronomer, I hope that an open letter is being sent out to all employees that strikes a tone of transparency and empathy.   The key messages should be: 1 - Trust has been broken 2 - Here is what is being done now 3 - Express genuine understanding for the impact this has on work and culture 4 - Clearly call out that any questions and support needs be directed to so and so rather than aired publicly   Then, after that is sent, I hope that Astronomer continues to maintain open communication and updates out to their employees about:   → Any internal investigations (to the extent that it can be shared); →Updates to reporting structures and other resolutions whether temporary or permanent; → Overall impact on work.   Additionally, I hope that Astronomer is monitoring employee sentiment on internal channels like Slack or Teams as well as externally like here on LinkedIn, on Glassdoor, etc.   This monitoring shouldn't be done to shut it down but to seek to listen to understand concerns and impact on morale and #employeeengagement. And to do something about what they hear.   Internal crises happen. How we respond and maintain trust during those times of crises says more about your #culture than how you are during the good times. #iamtalentcentric

I can almost guarantee most leaders are underinvesting in internal communication. Your strategy is realized through execution but easily ruined with bad communication. Even if you can’t share every detail at every time, teams need information on three things: 1. Relevance (why this matters overall) 2. Urgency (how important this is relative to other things) 3. Context (how this affects me) And I don’t mean scripted corporate nothing-speak. I mean human communication that conveys a point of view, engages people in the outcome, and helps them feel seen and valued. Time and again I’ve seen perfectly smart initiatives fall totally flat because the communication about them is feeble and best and at its worst, non-existent. Even if people aren’t sure about the direction—hell, even if they outright disagree with it—clear communication is the currency of trust and action. Make the communication plan. It’s not an after thought, it’s the carrier for your ideas, plans and goals. You can’t afford to shortchange it if you want effective teams, energetic cultures, and an organization that can operate with speed.

How do you prevent mayhem when crises occur that affect you and your team? Bridges collapse. Criminals mow down innocent victims. CEOs have heart attacks. Contagious diseases spread. Layoffs happen. Such crises create havoc as misinformation and fear run rampant through an organization or team. So what’s your part in calming the hysteria among your team? Communication. Communication that’s current, consistent, and complete. When I’ve consulted on handling crisis communication previously, I often get this question from bosses: “But how can I tell people what’s going on when we haven’t yet investigated and don’t have the facts?” That’s never an excuse for delayed communication. Be mindful that when people don’t have the facts, they tend to make them up. In a communication void, people pass on what they think, fear, or imagine. Noise. Keep these communication tips in mind to be part of the solution, not the noise: ▶ Tell what you know as soon as you know it. ▶ State what information you don’t have and tell people what you’re investigating. ▶ Stifle the urge to comment on/add to rumors, fears, guesses. ▶ Communicate concern specifically to those directly affected. ▶ Offer tangible support when you can (time, money, acts of kindness). ▶ Communicate kudos to those working behind the scenes. Accurate, speedy communication creates relationships and cultures that build trust and encourage loyalty. Have you been affected by a crisis? Was it handled well or poorly? Outlandish rumors that circulated? #CrisisCommunication #LeadershipCommunication #BusinessCommunication #ProfessionalCommunication #DiannaBooher #BooherResearch

3 things your team needs to hear in a crisis: When uncertainty hits, don’t wait until you have all the facts to speak up. Instead, communicate early and hit these 3 points: 1. "Here’s what’s happening." Be honest. Even if the message is “we’re still figuring it out,” it builds trust. 2. "Here’s what we’re doing about it." Share the actions being taken, the principles guiding decisions, and what comes next. 3. "Here’s what we need from you." Give people purpose. Invite them into the process. Show them their role in the path forward. This simple framework provides what your team needs most: Clarity. Consistency. Connection. Don’t overthink it. Say what you know. Say what you’re doing. Say what you need. That’s great leadership in uncertain times. For more, check out my latest YouTube video (link in the comments)

The gossip. The rumors. The speculation. The break room chatter. Low voices. Little whispers. Small groups. Has this happened where you work? When Communication Goes Silent, Negativity Speaks Loudest In many workplaces, when clear, honest communication is missing, a dangerous void forms. Employees fill that space with rumors, gossip, and negativity. This creates confusion, mistrust, and erodes team morale. Why does this happen? People naturally want information. When leaders don’t provide it, the story fills in the blanks—often with the worst-case scenario. Leaders, here’s a 5-point plan to prevent communication breakdown and keep negativity at bay: 1️⃣ Be Proactive & Transparent: Share information regularly, even if it’s “just an update.” Transparency builds trust and reduces speculation. 2️⃣ Create Open Channels: Encourage two-way communication where employees feel safe to ask questions and express concerns. 3️⃣ Address Issues Head-On: Don’t let problems fester. Tackle rumors quickly by clarifying facts before misinformation spreads. 4️⃣ Model Positive Communication: Leaders set the tone. Speak constructively and acknowledge efforts, reinforcing a culture of respect. 5️⃣ Engage Your Team Frequently: Check in often, not just during crises. Genuine connection reduces anxiety and the need for “filling the gaps.” When communication is clear, honest, and ongoing, negativity loses its power—and teams thrive. The whispers are not as often. The breakroom chatter is less. The rumors slow down, etc.

When (not if) chaos hits, great leaders step up. Master these 7 tactics to keep your team strong and united. In times of crisis, your team looks to you for guidance and stability. Your response can either unite your organization or fragment it. Clear, consistent communication is your most powerful tool. 7 essential tactics for communicating with your people:   1. Act Swiftly, But Thoughtfully ↳ Gather facts before addressing your team ↳ Aim to communicate within the first 2 hours   2. Radical Transparency ↳ Share known facts with staff, even if unfavorable ↳ Admit knowledge gaps to your team openly   3. Lead with Empathy ↳ Address team emotions before diving into facts ↳ Use phrases like "I know this is challenging for us all..."   4. Create an Internal Information Hub ↳ Launch a dedicated crisis page on your intranet ↳ Update it at consistent, pre-communicated times   5. Tailor Messages to Different Teams ↳ Craft distinct messages for various departments ↳ Adjust detail level based on team needs   6. Provide Clear, Role-Specific Guidance ↳ Give team-specific instructions on crisis response ↳ Break complex actions into simple, assignable tasks   7. Follow the 3-3-3 Rule ↳ Convey 3 key points, 3 times, in 3 different ways ↳ Repeat these core messages in all team communications   Your team's trust is your crisis lifeline. Nurture it through transparent, consistent communication.   If you found this valuable: • Repost for your network ♻️ • Follow me for more deep dives • Join 25,500+ subscribers for more actionable tips to build your brand and protect your reputation: https://lnkd.in/edPWpFRR

Dear finance bros & budget gatekeepers, Respectfully, it's time this is said... Internal communications is not a cost center. Employee experience is not a cost center. The REAL cost center? Employee disengagement. “Our spending decisions are based on data…” Cool! Love that! How about this data?👇🏼 “$8.9 trillion lost in global GDP due to low employee engagement” “52% of employees say they are watching for or actively seeking a new job” (Gallup, 2024 State of the Global Workforce Report) When employees aren’t informed, inspired, or engaged…honestly, what do you think they’re doing? 😂 Doing the bare minimum...or Looking for a new gig...or Spending all day on Slack / Teams trying to figure out WHAT is going on...(yapping w/ work besties & sending the funniest knee-slappers of all time🤭) OR...(dare I say) Nothing. Simply, nothing. 🤷🏻♂️ Disengagement can spread like wildfire. The match that ignites it? Misinformation, rumor mills, lack of transparency…or a culture that doesn't value the vital role of #internalcommunications. SO, when #internalcomms presents a business case, requests budget, & asks for new dynamic software or tools...(like Workshop 👀) Listen. Please, just listen.  Invest in your employees. Invest in effectively communicating with them. Watch how it impacts workplace culture, motivation, & your bottom line. Because if leadership doesn’t value employee engagement… Why should employees? 🤔 #comms #communications

#FutureFocusedLeadership As leaders, we must #communicate constantly during a crisis. Take every opportunity to communicate up, down, and sideways. By doing so, you will be de-stressing the organization and its people. Leading people requires communication, because leadership is relational. It's hard to establish a trusting, genuine relationship without abundant communication, even in the best of times. In a crisis, however, communication is a non-negotiable requirement. A crisis situation stresses the relationship between leader and follower, and this stress makes the highs higher and the lows lower. Honest and open communication is required to counter that stress and keep people moving forward with focus and purpose. As leaders in crisis, we don't have to have all the answers. Our followers don't expect that of us, so we shouldn't put that on ourselves. Instead, we should strive to be clear about what we know, what we don't know, and what we think. In this area, I've been greatly influenced by @Andy Stanley, especially when he teaches, "You can be uncertain but you cannot afford to be unclear. Our mandate, as leaders, is to be clear even when things are not certain. Clarity is the next best thing to certainty." We don't know the future, but we can be clear about what we know and don't know. Our followers will be grateful when we communicate this to them. #leadershiplessons #leadershipmindset #moralcourage #empathy If you want to receive these posts about leadership in your e-mail, please sign up here: https://lnkd.in/g7BRfiiv