This is the second in a series of three blog posts by Faye Goldman, exploring leadership during times of significant change.
Read the first blog: Creating anchors at times of strategic and organisational change
I’m sure you’ve noticed that moment when the internal update you’re about to give feels high stakes. It might be at a significant decision point in the development of a new strategy, when data is showing that a service model needs rethinking, or maybe your forecast shows a deficit that requires urgent action.
It’s so common in these scenarios to retreat into language that you’d never use otherwise. Corporate jargon for a scripted update, and vague lines of reassurance that don’t really answer the questions posed. This has an impact on how the message is received.
There are always legal boundaries to what we can share in certain scenarios. But, whatever the change, we can lead more effectively if we find better ways to communicate. Clarity and kindness can be at the heart of that.
Why clarity and kindness?
In Dare to Lead, Brené Brown said ‘clear is kind, unclear is unkind’. The quote is simple and repeatable. But it’s not always straightforward to act on during complex change.
I also think it suggests that clear and kind are only in relation to each other. For me, it’s worth considering how clarity and kindness can each guide how we lead change in their own right.
Niceness that tends towards sugarcoating or a holding back of information to avoid discomfort is not ultimately kind. A level of transparency that takes people on a rollercoaster journey of interim decisions is not ultimately clear. So what’s the right balance?
What about clarity when issues or answers are genuinely complex? And where does a different version of kindness fit? The one that is less about what you share and more about what you pay attention to – people’s knowledge and skills or the emotional and practical impact that decisions may have on them.
From my work with CEOs and leaders navigating strategic and organisational change, here are a few practical ways that we’ve built communications and engagement approaches that work.
Think about messaging
When planning any communications – however small – think about how the messaging meets the tests of clarity and kindness. Does each point you’re making provide the information or updates people need in a way that they can understand? Does it also recognise the impact of that information on the people that will receive it?
Aim for every section of your update to answer both questions. That way care is never a ‘footnote’ in a wider update and the specifics that people really need to know or act on are never hidden.
Communicate early, with unknowns and complexity
Rather than waiting for all the information to be known, think about what can be shared as soon as possible. In the case of restructures or mergers, seek advice. But overall, aim for early communication and regular updates, rather than a sudden announcement.
When communicating early, state very clearly what is still unknown and when it might be known. Get comfortable with honestly answering ‘I don’t know yet’ when questions arise. And openly acknowledge interdependencies and complexities.
Kindness comes from recognising the professionalism and skills of your team and volunteers. Trust in their ability to navigate ongoing change with you.
Build genuine involvement mechanisms
In some instances of organisational and strategic change, you might not be able to hand the accountability for decisions over to your team or volunteers. But you can always start from the assumption that there are probably only a small number of questions and recommendations that need to be held by the senior leadership, CEO or Board.
List out the questions that need to be answered and the unknowns you’re holding. Check each to decide whether there is a legal or governance reason why this cannot be discussed openly. Then build involvement around the questions that remain, setting clear parameters around what you’re asking of people and how their input will shape decisions.
Provide space (if possible through both anonymous routes and sensitively facilitated sessions) to test choices with people and gather their honest input. More voices can show more clearly what might be needed to make a plan work or the unintended consequences of a change.
Set regular rhythms for updates and transparent feedback
Clarity and kindness can come from people knowing what to expect as much as what they hear. Regular communication rhythms can help with transparency and trust, as well as reducing assumptions or uneven awareness.
Decide on and state how frequently you will provide updates and feedback. If there’s an update scheduled but no new information, tell people there have been no new developments. It will stop them guessing. And if questions are raised or there is feedback on decisions, share that back in the open, with everyone – not only those who asked.
Stay open and learn as you go
Communicating and engaging people in navigating change isn’t easy. Their own comfort with uncertainty and experiences of change in the past will play a part in how they react. And at times, the message you’re trying to convey may be difficult.
Impact always trumps intent. But intent is still meaningful. By sharing openly how you hope to communicate, you can make clear what leadership you want to offer your staff and volunteers and invite feedback as to whether you’re achieving that.
Being open about your hope to be clear and kind is an opportunity to lead better. It is another way to build trust, seek genuine involvement and value the experiences of everyone around you.