Workplace shakeups can be jarring—even scarring.
Especially when it involves a prominent leader, the aftermath of an
unexpected departure can take a severe toll on your team’s morale.
Communicators can’t predict the future—nor prevent scandals—but they can
certainly prepare for change. They can also play a major role in
facilitating companywide healing, clarity, calm and direction during times
of transition.
If preparation for top-tier tumult isn’t on your radar, it should be.
2018 had the highest number of CEO departures
since the recession-wrought chaos of 2008. The trend of holding the
powerful to account promises to continue in 2019.
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So, whether it’s a scandal-fueled ouster or just drama-free job-jumping,
it’s wise to prep for potential departures. Here are three ideas to help
control the narrative:
1. Be transparent and honest, but don’t go overboard. Your colleagues
deserve to know the gist of why a leader has skedaddled. However, this
might not be the time for “
radical honesty
.”
You can be clear, direct and candid without veering into TMI territory. Try
to strike a balance between “straightforward” and “spilling every salacious
bean that might bring forth lawsuits.”
Time is also of the essence when change is afoot. Saskia Jones, a
communication coach and consultant, advises responding rapidly to prevent
rumor mill discord:
Whilst it might be a shock to staff, it shouldn’t be a shock to you as
a communicator. Planning for this scenario in advance is key, so you’re
ready to take a proactive approach to enable a smooth transition. Help
employees focus on moving forward. Respond rapidly and confidently with
a clear plan of action, whether that is communicating about the
experienced new leader you have coming in, or the trusted insider you
are appointing as an interim CEO. Don’t delay communicating, otherwise
rumors will be rife. A planned, proactive approach can help you pivot a
potentially difficult change into a positive step forward for your
company.
2. Steady the ship with clarity and affirmation of direction. Communicators
earn their paychecks during times of flux. They must be the steady hand and
reassuring voice that steadies the ship in distress.
The best way to keep a cool head in a stressful situation is to prepare for
it. As Brad Phillips,
author of “
The Media Training Bible
,” says, succession planning should be part of your communications
strategy:
Too often, succession planning is a taboo topic within organizations.
It shouldn’t be. Creating meaningful relationships between key
reporters and those most likely to ascend to the CEO slot (assuming
there are internal candidates) should start early—so when a CEO leaves
either voluntarily or due to a scandal, a trusting relationship already
exists between the two that can pay dividends in the form of more
positive press coverage. Those succession conversations shouldn’t be
relegated to the C-suite and communicators—everyone in the
organization who may speak to reporters should be knowledgeable about
what comes next, so they can be part of a unified communications
approach.
Today’s aggressive “
cancel culture
” should motivate every communicator to have crisis response plans ready at
a moment’s notice, says Alysha Light, founder
of Flight PR. She recommends:
In light of the #MeToo movement and in today’s “cancel culture,” the
likelihood that a company leader could make a sudden departure is
higher than ever before. Communicators can prepare by having a strong
crisis plan (already approved by Legal and HR) in place that
articulates the company’s values so it’s clear which messaging and
courses of actions are aligned and which are not. Take consideration of
the platforms available to you to communicate an exit and determine
which one(s) make most sense given the situation.
Additionally, having a succession plan in place that identifies an
interim leader (e.g. CEO) is crucial so you’re not scrambling to put
someone forward in the midst of a crisis. Sometimes, the next person in
line isn’t always the best spokesperson or simply doesn’t struck the
right chord from an optics standpoint, so those things should always be
considered.
3. Be mindful of retention. It’s important to provide forums where staffers
can ask questions, voice concerns and vent, but don’t allow negativity to
fester. Don’t dwell on the past nor wallow in misery. Offer upbeat,
forward-thinking communication that helps remaining colleagues move on with
a sanguine outlook.
Brock Isanhart
, Whirlpool Corporation‘s director
of global communications, says it’s also crucial to consider
relationships—and retention—in the aftermath of a prominent transition:
The sudden departure of any executive can be cause for concern to an
organization as well as external stakeholders. As a communicator, it’s
very important to understand the context and where there may be
sensitivities. To better understand the context, I might ask questions
like: Is the leader leaving voluntarily? If not, what can be
communicated? How does the leader want the decision to be communicated?
Is coordination on the timing of the announcement required with their
future employer who may want to issue a press release?
An important next step is to consider who the leader is connected to
internally and externally, and how those stakeholders will be affected.
This could include peers, direct reports, suppliers, customers,
shareholders and corporate and nonprofit boards. Other important
considerations are succession or contingency plans that may be in place
to ensure business continuity. This may require having retention
conversations with top talent who are close to the departing leader
and/or may want to be considered for the open position.
What say you, communicators? How are you preparing for any potential exec
exits? Please share your comments below.