Perhaps now (July, 2020) more than ever, we live in a time of volatility, uncertainty, complexity, and ambiguity (VUCA). It’s not just our organizations that are trying to navigate the turbulent waters of VUCA. It’s our families, schools, social services, and communities.
Women leaders in nonprofits whom I’ve talked with over the last few weeks have consistently referenced uncertainty as the one of their greatest pain points. One thing that helps ease that uncertainty is good communication. Sure, there are other skills leaders and organizations need. But communication rises to the top in the conversations I’ve had.
Shifting landscapes, new facts, and frequently-revised plans contribute to the feelings of uncertainty these leaders experience. For example, two months ago Shirley and her management team began to gear up for a face-to-face board meeting. Two weeks ago they had to reverse course.
Linda has had to field queries from staff members about organizational mandates to wear masks. Some of those queries have targeted individuals. Full-blown arguments have erupted in some cases.
Melissa questions her judgment and financial acumen. She tries to balance an unsteady budget, save positions, and conduct critical advocacy work.
Across all of these instances, these leaders want frequent, direct, and one-on-one communication from their colleagues. Frequent, direct, and one-on-one communication is what they try to provide their staff.
Frequent Communication
Keeping staff informed, even if questions outnumber answers. You’ll mitigate some of the anxiety staff experience during uncertain times. If you’re anticipating changes in program plans, let staff know. If you’re consulting with experts to guide the organization during this time, tell your folks.
I experienced the value of frequent communication during the early days of DRCongo’s recent Ebola outbreak. When the disease hit, our organization suddenly had to determine health and safety standards. The leadership had to sort out misinformation from credible. Staff were geographically-dispersed, further complicating communication efforts. Talk about VUCA! One action that quelled fears and kept staff focused were daily updates. WhatsApp communiques explained what steps leadership was taking and whom they were consulting. The communiques gave daily instructions about who was to be on campus and under what conditions. As the organization got a handle on how to proceed in the midst of the epidemic, daily communications settled to every-other-day, then weekly.
Direct Communication
Sometimes the truth is hard. It’s not easy to admit the loss of three big clients, for example. Your staff and colleagues are not ignorant. They manage the day-to-day operations. Your assistant prioritizes your emails and sees the queries. Accounts receivables notices the decline in payments. Be direct. Beating around the bush only adds to confusion and uncertainty.
During those early days of Ebola, I had to tell my team members about upcoming staffing changes. It wasn’t easy, but it was necessary.
One-on-One Communication
Make time to check in with your staff and colleagues on an individual level. Find out what your colleague needs to stay focused on a project. Check in to see if the department meeting raised concerns or sparked ideas that he was reluctant to express in the group.
When Ebola hit, I met with each of my team members individually. We examined personal responsibilities against team needs. We sorted out what was important and urgent from what was urgent and unimportant. We organized files and figured out lines of communication. We identified what specific support that each one needed.
An epidemic, unexpected drop in revenue, and sudden change in leadership are just some realities that will throw organizations into the deep water of uncertainty. This current pandemic has stormed entire systems with VUCA.
We control far less in life than we do control. We do control how we communicate with colleagues and staff. Employing the practice of frequent, direct, and one-on-one communication is one action we can take to address (and ease) that hovering cloud of uncertainty.
Photo credit: Mikael Kristenson via Unsplash