Striking Balance as the Storm Rolls Through
Last week, I was speaking with a prospective client about the value and importance of crisis leadership and the need to make decisions with accuracy and velocity. The conversation went well and toward the end I asked the executive if there were any additional questions I could answer. She wanted to know what we might be able to do to generate quick positive stories about her business to offset and avoid any negative press coverage that may be on the horizon. I believe my response may have caught her by surprise. “You don’t spin your way through crisis, you lead your way through. New stories can certainly be shared and in the mix, but timing is key. And, it’s not exclusively about offsetting the negative news you want to keep under wraps. Instead, you approach crisis with honesty, transparency, and with a vision for what life will look like when your worst moment is in the rear-view mirror. It’s not about avoidance; instead, it’s about leading while striking a balance as the storm rolls through. It truly is about operating at the intersection of leadership, strategy and communications.” Anyone who has worked with Fallston Group knows that we almost always choose to face the storm head-on, and play the long game. Effective crisis management is not a 36 or 48-hour process or engagement that tackles an isolated incident. In fact, it’s quite the opposite. It’s about understanding clients’ personal and professional goals – short, mid, and long-term. It’s about identifying risks, threats, and liabilities that may occur and how to heal the bumps and bruises that may go along with them. It’s about merging leadership, strategy, and communications in a way that positions the client to be bigger, faster, and stronger after that defining moment than they were before. It’s about giving the client every reason under the sun to understand the importance of long-term marketplace trust. That prospect I spoke with last week became a Fallston Group client yesterday. The decision to contract with us was an easy one, she explained. She acknowledged that her company has in fact been spinning through crisis, and that the time to change their approach, and lead through crisis is now. In fact, this particular crisis was now viewed as a platform for positive real reform, versus a hard chore to get through. Every day, Fallston Group is engaged with unique human beings, all looking at life through different lenses based on their own experiences and lessons learned. We are here to listen, analyze, and act, with precision, as we commit to fighting a daily battle on their behalf. It’s what we know. It’s what we do. It’s what our own reputation is built upon. Today is the day to halt the spin cycle. Choose to lead through crisis Instead. Your future depends on it.
School Year Decisions Offer Perspectives We Can All Learn From
The start of the new school year … it’s here, and it sure is showing us how important it is to remain flexible and open-minded as we continue to manage the impact of COVID-19 on our world. Many school systems – from K-12 through colleges and universities – announced a few weeks back that they would be opening for in-person learning in some capacity this fall. A short while later, many came forward with announcements to change those plans, shifting to fully virtual models. Then, last Thursday, Maryland Governor Larry Hogan and the State Superintendent of Schools, Karen Salmon, called a press conference, encouraging county leaders to rethink their plans and strive to open sooner rather than later. Opinions are all over the board. Some are happy to be erring on the side of caution and safety at all costs. Others are irate, rallying for schools to open now and pushing for kids to have the opportunity to interact face-to-face with their teachers, substitute teachers, and peers as the top priority. Many are simply confused; a result of too many mixed messages coming from too many different people, all at one time. I believe the processes schools are going through and the reactions people are having to them warrant some pause and reflection – whether you are a parent with a school-aged child or not. Why? In some cases, the magnitude of logistical challenges the school system is navigating mirrors what many of us are facing in both our personal and professional lives, in today’s COVID-19-centric world. As we tackle challenges that must be overcome, what we think will happen, what we want to see happen, and what will actually happen, are three very different things. In the end, opinions will vary greatly. Not everyone will be happy. Most decisions will come with pros and cons. And, even once a decision is made, the potential for change will continue and be constant, for the foreseeable future. As leaders, just like parents whose kids are about to embark on a different kind of school year with many unknowns still in the mix, our job right now is to calm the storm the best we can. We must remain flexible, open-minded, and adaptable. Today’s plan of action, whether we like it or not, may change by tomorrow. Most importantly, we must be transparent. We must communicate often and clearly. We must lay out Plan A, as well as Plan B and perhaps even Plan C. We must consider the best timing for delivery of any and all messages. And, we must account for how our people (just like the kids) will respond to them. What will resonate positively? What may be upsetting or concerning? What questions will rise to the surface, and how can we be proactive in answering them? We’ve all heard the phrase “the only constant is change.” Bottom line – now is the time to accept it and embrace it, in a way like never before. The decision-making processes we are seeing play out in our school system offer perspectives we can all learn from.
Ousting Leadership, A Good Start…
Reports this week of three top producers being ousted from The Ellen DeGeneres Show is a good start. It seems the allegations of sexual misconduct, racial insensitivity and other issues that may, in some minds, create a hostile work environment is being taken seriously by Warner Bros. As with any investigation, once an accurate command of the facts is known, sanction must swiftly follow. And the north star of the company should not be show ratings or money, but what’s right. The terminations, however, should not be the finish line of this probe. Perhaps there is more personnel fallout – if not terminations, certainly some form of progressive discipline as knowing about issues but failing to do something about those very issues is tantamount to being complicit. Playing “go along, get along” should be a thing of the past and certainly not rewarded. All of this makes one wonder why it took so long for Warner Bros. to trigger an investigation. Perhaps the long-term rumors had not gained enough momentum and those in positions of power were not in enough pain. That said, once the story broke in mainstream media, plenty of people, both internally and externally, seemed to have known about the negative smoldering culture. Clearly, what had been happening behind closed doors was the not the “Be Kind to One Another” public persona many know and love about Ellen. This is a leadership moment. Crisis costs time, money, stakeholder confidence and careers…this crisis is no different as Ellen’s organizational crisis trajectory is the same. Now that several executives have parted ways and Zoom apologies delivered by Ellen to approximately 200 staff members, it will be interesting to see what the road to recovery looks like. What do future hiring, retention, training, discipline, supervision, reporting and leadership practices look like? How will they be communicated, embraced, put into practice and monitored? The goal must be to create long-term sustainable change, from the bottom up and top down – Ellen’s legacy is in the balance.
Be Kind to One Another: Did Ellen Practice What She Preached?
A year ago, if you asked me to name a celebrity who has been successful in building a strong and positive reputation, Ellen DeGeneres would have come to mind fairly quickly. In her rise to fame, she has sung, she has danced, and she has made many people belly laugh with her quick-punch jokes and witty humor. She has told inspirational stories, given to the needy and worthwhile causes, treated unsung heroes like superstars, and has become best of friends with more Hollywood A-listers than can be counted. Bottom line – people generally like Ellen. She has been on top of the world for quite some time. And for that reason, it’s possible that she and her producers never worried too much about reputational risk. After all, she’s ELLEN. Talk about a big assumption, a significant oversight, and gigantic lesson learned. What actually happened in Ellen’s production studio? How aware or involved was Ellen? Good questions, but at this juncture, likely also moot points. The damage is done. Think about how many people out there are feeling different about Ellen, the celebrity they respected and idolized today? The headlines are no longer about the check she presented to a school, an amazing guest who wowed Ellen enthusiasts on her afternoon show with some kind of jaw-dropping talent, of the 12 Days of Christmas Giveaways. Today the headlines are about a toxic and abusive work culture that was created, with Ellen at the helm. In turn, Ellen DeGeneres is very clearly in crisis, with a future that is incredibly unstable. In fact, her reputational piggy bank is realizing daily withdrawals like never before. I always stress that you don’t spin your way through crisis, you lead your way through. The decisive moves Ellen (and those with a controlling interest in her entertainment property) makes and the messages she delivers in the coming weeks, as a leader, are absolutely critical. They will factor in heavily as she continues to be judged in the court of public opinion, and her potential for recovery becomes defined, in tandem. Whoever is guiding her from a crisis and issue leadership standpoint has a gigantic responsibility, and a million and one challenges to tackle … not the least of which is marketplace trust in alignment with Ellen’s motto: Be kind to one another. Ellen’s story reminds us all that no one’s reputation is so solid and strong that it should be considered invincible. This story reminds us of Warren Buffett’s famous quotation: “It takes twenty years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” It is the precise reason why Fallston Group exists, and serves as the trusted resource and partner for so many who need to be prepared for crisis, who need guidance and support during times of crisis, or who need direction and solutions to recover and move on from crisis. Management of your reputation during times of adversity is one of the wisest investments you can make. Just look at Ellen. And if handled properly, Ellen can be bigger, faster and stronger after this defining moment than she was before.
The Power of Crisis Leadership (Part Three)
The following is the last of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part one here and part two here. Looking for ways to ensure your reputational piggy bank continues to overflow? Fallston Group offers the following guidance, based on our most powerful lessons learned over the past decade of helping clients through events of adversity: Never erode your integrity: misinformation breeds distrust. There can be an immense pressure to “make your organization look good.” Many want you to press your nose up against the ethical window of truth and transparency. Do not cave in to others who would like you to lie, distort the truth or leave vital facts behind which alter messaging and perception—this is tantamount to a lie. Once it’s lost, you will never fully restore your integrity. Be relevant: as the art of traditional and digital press relations evolves within a changing worldwide media landscape, many leaders seem less inclined to return a reporter’s calls, or otherwise seek to delay the release of information. Some view this as refusing to feed the “media monster”. By sticking their heads in the sand and not responding, businesses make themselves irrelevant and ineffective. If you don’t tell your story, someone else will. When someone else tells your story, it certainly won’t be the story you want told. Know the facts: a common mistake of many who speak publicly revolves around not fully preparing and gaining a sound understanding of the facts before articulating their position. Too many professionals jump out on camera or in front of an audience with no substantive information or an unwillingness to engage with questions. Not knowing the facts or relying on the “no comment” phrase is unacceptable. Know your position, know your craft: it’s your legacy. Be predictive: when preparing to deliver a message, be certain to plan for every question and eventuality. There is often a tendency for people to want to go on camera without fully preparing because they are used to speaking publicly or know the organization very well—chief executives are good for this. Push back and demand ample preparation. Failing to plan is planning to fail. An eight to 15-second media soundbite can ruin your career—just ask BP’s former chief executive, Tony Hayward, who recklessly uttered “I want my life back” after one of the world’s most damaging oil spills that killed 11 people in 2010. Don’t wing it; prepare for every interview no matter how mundane or harmless it may seem. Build media relationships: know those who tell your story—media and your ambassadors—as well as your detractors. You want to get the benefit of the doubt when people tell your story. It’s not about an unfair advantage, but simply balance. When managing the media, gather intelligence from reporters and news organizations—ask them what angle they plan to cover, who they are speaking with and what their position is. They are under no obligation to share these details, but you’d be amazed at what they will tell you, particularly if there is an existing relationship or future mutual need. Video doesn’t tell the whole story: a video account of what happened does not factor many variables—what each party said, body language from all angles and what transpired before and after the footage. In today’s digital world, everyone is a citizen journalist with an opinion, and many want to be the next YouTube sensation. More is recorded and shared than at any other point in history. The emergence of video has changed all professions, but be careful when making a judgement or decision based solely on video evidence. Treat video for what it is: another tool in the search for the truth. Practice, practice, practice: it is essential to practice public speaking. Practice on camera in an authentic, safe environment. Reputations on camera can save your career. Seek advice from colleagues. take a look at how others have responded during times of crisis and leverage their lessons learned to your advantage. Your colleagues, peers and competitors are invaluable pools of knowledge and can serve as the single most important case study resource. Be a student of your peer experiences and learn from other’s successes and missteps. Of the many leaders I’ve worked with during crises, there are two benchmarks of success which allow leaders to quickly maintain control and weather the storm. First, they put their hand in the air and recognize they are in trouble—they don’t let their ego get in the way. Second, they ask for help from their trusted circle. Recognition of trouble and decisiveness in action will help you turn short-term adversity into long-term advantage.
The Power of Crisis Leadership (Part Two)
The following is the second of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part one here and part three here. I’ve worked with partners in the healthcare space on a myriad of issues, including accusations of patient dumping, criminal activity, gross mismanagement, sexual harassment accusations and medical malpractice claims, to name a few. There is no shortage of issues to contend with in this industry. In many cases, those filing claims will lay their case out, complete with disparaging facts with only a loose connection to the perceived truth, and with an aggressive demand for settlement. Layered into the claim is often the subtly veiled or overt threat of “going public” if the settlement demands are not met within very short periods of time. This leaves the healthcare client and its legal/risk teams with a decision to make: should they settle and avoid the court of public opinion or risk reputational damage for the sake of saving dollars and/or doing what the system believes is fair and just? This is a tricky balance, as the court of public opinion may initially weigh heavily in favor of the plaintiff. Its legal team is often first to market, putting the healthcare organization on the defensive. To complicate matters, the court of public opinion renders a verdict in hours and days, not months and years. Captives are seeing more instances of plaintiff attorneys using the media to attract more clients, as well as threats of class action suits if matters are not settled quickly. This can be especially challenging in cases involving allegations of sexual misconduct: how does one protect the reputation of the corporation or institution without completely submitting to the demands of the plaintiffs? There is no easy answer in such situations. It is important to remember how the corporation or institution handles itself in the media in response to a lawsuit, or threat of one. This will be a factor in determining how that corporation or institution can recover once the event/lawsuit is resolved. It’s imperative to think both short and long-term, understanding that you are setting precedent along the way. It is a time to strategize cognitively, not emotionally. To manage this dynamic, the forward-thinking legal teams I’ve worked with quickly analyze the treacherous traditional and digital landscape—the who, what, where, when, why and how of storytelling. It is about predicting how a story will land—and be reacted to—on varying media platforms, to the diverse micro-audiences who are influenced. Concurrently, there is a lot of due diligence under way to ensure all of the facts are known; spokespeople are identified and trained; ambassadors, detractors and influencers are accounted for; media market is sized up and executive alignment is in tow. It is a real-time chess game whereby court filings or press conferences can occur at any moment. Some healthcare boards put their CEO at the center of the management of their media response. This is best accomplished by having the chief executive on the captive/risk board, so all the facts, nuances and timelines are clearly understood. Generally, in order to respond nimbly to such legal events, having the right people on the board and the right people supporting the captive is central to a favorable outcome. If there is a desire to speak publicly about a lawsuit or pending matter before a case is resolved, it is important to make sure the right spokesperson is selected. Should it be a representative of the healthcare institution? If so, what level? Or should it be defense counsel? Should the spokesperson deal with the print media only, or also broadcast journalists? What about timing? How will the story evolve? What are the plaintiffs and their attorneys saying? Does it matter? The list of considerations goes on and on. An increasing number of organizations are propelled into crisis by video—generally a sudden, digital event. Several years ago, a US-based healthcare system was suddenly thrust on the international stage when its emergency department (ED) security team was recorded escorting a vulnerable patient from the ED to a nearby bus stop wearing only a hospital gown. To compound matters, the incident took place at night with the temperature close to freezing. Needless to say, within 24 hours the video elicited global outrage toward an institution that was “supposed to help people” as cries of “patient dumping” grew in the marketplace. There is no question the situation was mishandled from an operating standpoint—on many levels, and with severe legal implications. Many clients have an internal tug-of-war at this point—do we simply issue a statement and not say anything more in anticipation of the possibility of a trial? Or is it better to get out in front by being open with the media, apologizing and taking responsibility, and talking about the organizational steps forward? It is often the executive leadership who will make that call, at times against the advice of counsel or insurance providers. In this particular case, the chief executive of the hospital stepped-up, apologized and humanized the institution and its response. The hospital’s response was handled brilliantly, in crisis terms, and on television for the world to see. Leadership owned the issue—there was no deflection. Much like a sprinter’s start, effective crisis leadership is about getting out of the starting block strongly and saying the right things for the right reasons. That said, winning the race comes down to sustaining the intense messaging tempo and making the proper leadership, strategy and operating decisions that drive long-term sustainable change. The hospital accused of patient dumping, over time, made timely policy and operating adjustments which serve their community well. This is an example of turning short-term adversity into long-term advantage—a patient advantage.
The Power of Crisis Leadership (Part One)
The following is the first of three excerpts from a feature article, written by Rob Weinhold, Fallston Group Chief Executive, and published by “Captive International” in July 2020. Read part two here and part three here. The importance and value of crisis leadership has perhaps never been more apparent than it has been in recent years. Companies across the globe have been bombarded by one societal crisis after another. Every time a leader delivers a message—be it at a board meeting, media interview, keynote, all-staff meeting, community event, or on a social platform—the reputational piggy bank realizes a light deposit or heavy withdrawal. Thinking strategically about what the right message is and how it will resonate with many micro, diverse communities will help assure your reputational and cash balances pay incremental dividends over time. I’ve learned from many leaders who communicate spectacularly under duress. The best communicators are obsessive about every syllable they utter, facial expression, piece of clothing and message point they deliver. They’ve learned how to steer clear of organizational jargon. They are detail-oriented and compassionately deliver messages in a conversational way that quickly and emotionally connects with those who consume their words. They are analytical, well-timed and process loads of information, almost instantaneously. They have a steady hand under pressure no matter the gravity of the situation or tightness of deadline. They understand the big picture, it’s what they do best: seeing the whole room and moving people to proper perspective, balance, and action. Mishandled crises will cost you time, money, stakeholder confidence and your career. The decisions made today will be judged by many for years to come. It is impossible to spin your way through a crisis, instead you must lead the way through it. It’s not about shallow window dressing, it’s about long-term sustainable change. Real leaders emerge when the chips are down, and the stakes are at their highest. Anyone can lead when profits are high and employees are happy and motivated. After decades of helping people during life’s most difficult times, I’ve come to realize that crises are not to be feared, but rather present opportunities for growth. Reputation leads to trust and trust leads to valuation, but not all valuation can be measured in dollars. I’ve had the privilege of advising leaders in large healthcare, academia, financial, legal, entertainment and insurance organizations, along with many public, private, government and nonprofit entities who are fighting for marketplace trust and their futures. The key is to understand each organization’s navigational fix—where’d they like to be—and then chart the path forward using a deep well of instinct and experience. Crisis leadership is an art, not a science. It’s laden in nuance—a predictive mindset is not negotiable.
Where COVID-19 Stands in the Court of Public Opinion
Opinions about COVID-19 and how the pandemic is being managed at the global, national, state, and local levels is literally all over the board. Some feel the process of reopening is happening too quickly, with all eyes on the states that are accelerating through phases of reopening and shifting their focus a bit more heavily toward economic recovery. These opinions may seem validated as the number of states pivoting back to closure appears to be on the rise. In some cases, businesses that were given the green light to reopen a short while ago are closing back down, and several Governors are putting the brakes on movement toward their state’s next phase of recovery, as COVID-19 cases again spike. For others, getting back to normal routines and lifestyles cannot happen soon enough; these are the folks moving on the fast track with little to no intention of looking back. Some even believe COVID-19 is a political hoax, or a story that simply got too much attention by the international news media, and was therefore blown out of proportion all along. Perhaps the vast majority, however, are stuck somewhere in the middle. These are the people who are eager to move on and enjoy their standard summertime traditions with family and friends, but feeling a bit apprehensive about doing so in light of the vast number of “unknowns” that still exist as the fight against the Coronavirus continues, with the light at the end of the tunnel appearing foggy, at best. One thing is clear, the science is still developing. It’s not up to me to decide whose opinion is closest to correct or matters the most. The reality is that there is a lot of gray area in assessing the status of COVID-19, and the personal decisions that must be made by individuals about what life looks like today, and how it might look tomorrow, next week, next month, this Fall or by the end of the year. That said, a dashboard, updated in real-time and presented digitally by the World Health Organization (WHO) reminds us that erring on the side of caution may very well be the best bet, as difficult as that may be to hear. Check it out at any time for the latest data on global cases, broken down by region and territory. Click here to access the database. The WHO’s overarching message, validated by their online dashboard, is that we are still very much living in the midst of the global health pandemic, and that the worst might be yet to come, in terms of both the overall number of cases that will be diagnosed as well as the number of lives that will be claimed by the unrelenting virus. Yes, it’s scary. And yes, it’s real. As I’ve said all along, there are more unknowns associated with COVID-19 than can be counted. And there is no way of knowing for sure when the war against this invisible enemy will be won. It’s not appropriate to say we are all in the same boat because everyone’s circumstances and challenges are a bit different right now. We are all in different boats, but we are weathering the same storm. Let’s remember that continue supporting one another and taking this one day at a time until we come out of this storm together, on the other side. That means we must stay the course – frequent hand washing, appropriate masking and social distancing are a must. We’re all in this together!
A Close Look at Nonprofits – The Challenges and Opportunities They Face
So many businesses have taken a hard hit over the past few months. Today, I want to talk specifically about a sector that very well may have been hit the hardest – the nonprofit community. Generally speaking, these are the organizations that build and deliver community-centric programs and services, and that leverage philanthropic support and fundraising revenues to invest in positive, meaningful resources for the benefit of others. They are the mission-driven organizations that we tend to look at in awe. They work tirelessly to make a difference. Now more than ever, it’s important for nonprofit leaders to take a step back and rethink operations, strategy, communications, development and outreach. These organizations are beginning the slow and gradual process of recovery from COVID-19, right alongside the people, partners, and foundations who typically support them. The mindset is different. The approach must follow suit. Here are five tips for nonprofits to consider as they work to shape the future, both short-term and long: 1. Communicate in a new way. Digital platforms are more valuable today than they were yesterday. They can be used to create frequent, purposeful touch points with others, as a means of informing, educating and inspiring. Think about what kinds of information and stories you can share, every week and possibly even every day, to keep the mission, vision, and values on your nonprofit somewhere close to top of mind. Make sure everything you share includes a link back to your website. That said, take a close look at your website. Confirm that what’s there is important, relevant, current and complete. Is there a call to action (CTA) and do people know how to support you, in the manner you wish to be supported. 2. Plan and manage events in a new way. For now, as painful as it is to say, the keystone annual events that draw massive crowds fall into the “no go” category. However, this doesn’t mean events needs to be canceled. It does mean that nonprofit leaders must think about them in a new way. Could the event be held in a virtual format? Maybe an alternative to having one giant event that typically sees attendance of 250 or more, is to have a series of events over time that bring together much smaller groups of people. Think about what’s possible rather than ideal. And, truth be told, you may find a silver lining in the process. Every year, the surgical oncology team at Mercy Medical Center in Baltimore hosts a walk to raise money for cancer research. It’s a big deal. It raises a ton of money. In 2020 they are going virtual, and they are actually excited about it. The new format means they can draw people in to participate who don’t necessarily live in or near Baltimore. The potential exists for them to engage more people, and to raise more money than ever before. More reach and frequency is key. 3. Approach philanthropy in a new way. I believe most donors who have been loyal to a nonprofit will continue to support that organization. The dollars they are able to contribute may be less, or less frequent, but collectively will still go a long way in keeping the nonprofit afloat. The “every single dollar counts and is appreciated” message is critical. So is messaging about how exactly the organization is utilizing donations at this time – more to the mission! Be transparent and truthful. I believe people who give right now want to help right now. In some cases, it may make sense to focus on short-term needs as you are connecting with existing and prospective donors. Bring your stories to life and make them relevant to donors. 4. Meet in a new way. Now may not be the ideal time to take a prospective donor out for lunch (although with restaurants now offering limited capacity service, technically you could). This doesn’t mean you cannot meet and connect face-to-face. Propose a Zoom call. Connect on Google Meets, or use another virtual video application – heck, even FaceTime live in one-on-one settings. Stress that you’re proposing to “meet” this way out of an abundance of precaution, and propose up front that lunch be scheduled a bit further down the road as gradual reopening continues and there is less risk associated with venturing out and about. Utilize technology, it is your friend. Candidly, you could have four meaningful donor conversations in a span of two hours now vs. one meaningful conversation if you account for the time it takes to commute, have lunch, etc. 5. Prioritize in a new way. Analyze the strategic plan you had in place at the start of 2020. What still applies? What needs to move up on the priority list? What can you move down on that same list? What is completely out the window? What needs to be added? Take some time to think about your organizational strategy and economic position, realistically. COVID-19 has changed everything. Take a deep breath and embrace that your priorities must change with it. Re-plan, reset and go – those you serve are depending on you! Over the years, Fallston Group has worked with and supported a large number of nonprofits so we know and understand how these organizations function and that the passion that exists within is typically tremendous. We wish them well, and are here to support them – in new ways.
Resources and Reasoning to Guide the Process of Reopening
Slowly but surely, businesses are beginning to reopen. Just about everyone is operating with new procedures, guidelines, and pressures. Understandably, business owners are more than eager to get the ball rolling; to open their doors, re-engage with customers and clients, and gradually recover from the impact of COVID-19 on their livelihoods. Candidly, their future depends on how well they execute their reopen strategies and earn the trust of customers. The U.S. Chamber of Commerce has released a series of resources that may be helpful as you reopen and make the modifications required to not only comply with guidelines from your State’s leaders, but also ensure a safe environment for your team, and your customers and clients to get back to business. They have published a “Guide to Reopening Your Business” and a “Coronavirus Guide for Small Businesses” – both downloadable – along with a wide variety of State and sector-specific tools to help you along the way as questions arise and new challenges present. I encourage you to leverage them and use them to your advantage by clicking here. Additionally, I believe it is important for every business owner and manager to remember that compassion and empathy are going to be critically important in the coming weeks and months. The pressure is on for you as the business owner or manager, but you are not alone. The pressure is on your team members who need their jobs, and who are committed to your company. Many people’s lives have been flipped upside down since March. Emotions will be running high, and I expect they will run the full gamut – from excitement and positivity to apprehension, sadness, and maybe even fear. Be patient. Be kind. Be understanding. Be flexible, as much as you can. Keep the communication lines open, and remind everyone on your team that alignment works both ways. As you commit to being transparent and keeping your folks informed, ask the same in return. Make sure your team knows you want to hear from them, are there to field and answer their questions, and will provide unwavering support as you set a new rhythm and adjust to new norms, together. Lastly, and this might be the toughest recommendation of all … try to have some fun. Everyone can use a little lighthearted humor in their lives right now. Embrace the changes, recognize the people standing around you are your strongest supporters, and demonstrate your gratitude. No one is implying that what is ahead will not be stressful; it will. But try to find some ways to layer some laughter in the mix, too. We can all use a good dose of that these days!
