Vulnerable Communication in a Time of Crisis

As much of the world settles into the reality of living and working during the unprecedented Covid-19 pandemic, business leaders must strike a balance between being optimistic and encouraging to employees and customers, while also managing a crisis in action and actively preparing for worst case scenarios. And, of course, they must do this all remotely without the benefit of having their team by their side. In some cases, they are also learning on the go—using and adapting to new technologies and dealing with issues outside of their expertise. 

Constant updates and changes are a reality in a health crisis of this magnitude, which means business leaders must also deal with shifting narratives in communication. In some cases, prior public statements may be void or proven wrong from week to week, or even day to day. With this in mind, it’s imperative that leaders do not make overstatements or make promises they can’t keep. It’s also imperative that leaders are transparent and honest about these shifts, developing a sense of trust with their employees and customers, no matter how difficult the situation.

This is a moment in time when we all feel vulnerable and when, in fact, vulnerability most matters. As educator and researcher Brene Brown states: “Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it's our greatest measure of courage.” 

Leaders must have the courage to rely on the people and teams they have hired, wherein everyone in the organization are empowered to share information, concerns and ideas freely, no matter their role or title. In this great moment of crisis, there is the potential for positive change and innovation to emerge.