Just like you, we are actively monitoring the COVID-19 global pandemic. Our team has quickly acclimated to a new way of working while staying locked on addressing our clients’ most pressing needs. Here you will find a toolkit of resources that may prove useful as you grapple with the unprecedented challenges we’re all facing.

A New Research Method for a Changing World

Without the ability to bring a group of experts together and amid the chaos of the abrupt work-from-home transition, we needed a new approach to help corporate America reduce employee burnout, attract talent and build healthier organizations.

Adapting to Remote Work? Your Company’s Values May Be the Reason Why

COVID-19 and the subsequent stay-at-home orders brought confusion and frustration, but it also taught us that even as businesses evolve, corporate values should always ring true – both inside and outside the office.   

How an Improvisational Mindset Helps You Communicate in a Crisis

If these latest crises have shown us anything it’s that there’s no one way to plan for everything. Instead, the sudden lockdown and the pressure organizations felt to respond to recent events underscore why today’s communicators need an improvisational mindset

The Problem with Client Alerts – and How to Fix Them

Most GCs don’t find client alerts useful. Making them better may be easier than you think.

Actionable Research During Times Of Uncertainty

In our latest video installment, we explore a few different nimble and flexible approaches to research that help professional services organizations demonstrate true subject matter authority and drive door opening conversations for client development during the COVID-19 pandemic and beyond.

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For Authorities With Unique Expertise, It’s Time to Engage

Authorities are back. And not just the kind who order you to stay home and wash your hands a lot. I’m talking about true subject matter authorities – those experts who have the knowledge and experience to help us make sense of what’s happening.

Podcasting Strategies During Shelter In Place

Podcast listenership, at least for now, is another victim of the coronavirus pandemic. But a time will come when daily commutes are once again prime time for podcasts — and smart organizations can use the current moment to strengthen their audio storytelling efforts.

Reality of Work From Home Offers Opportunities in Research

Maintaining a willingness to explore creative approaches to research in a time of unprecedented constraints can empower your organization to emerge from this period in a position of strength.

Journalists Become Essential in a Crisis – But COVID-19 May Cost Them Their Jobs

While journalism has never been more important, the media business has rarely been so unstable, as publishers begin to feel the impact of an economy on lockdown.

WEBINAR: Resources for Nonprofits (& Others) Who Want to Tell Their COVID-19 Story

Amid this unprecedented crisis, reporters crave access and new stories to tell. Yet many think connecting with reporters is some mystical process that only people “in the know” can master.

The Eight Hats of Crisis Leadership

Through formal and informal conversations, we’ve discovered that a leader must play not one but several different roles in a leadership position, if they want to inspire lieutenants to do their best work.

Remember: This Is a Health and Human Crisis Above All

As we navigate one of the most fluid and uncertain health and economic crises of our lifetime, firm leaders face a multitude of issues around their most precious commodity: their talent. While every situation is different, so too are the considerations for reducing professional and staff-related costs and the process for communicating those decisions.

Want Your Voice to Stand Out in a Crisis? Be Still and Listen

If we can just be still for a few moments and listen to the people we’re trying to reach, we can find out what information they need and what would help them get through this. If we can provide that, they’ll have no trouble hearing us above the noise.

Smarter Conversations: Writing With Authority

In the age of information overload, connecting with an audience requires knowing exactly what they want – and how to give it to them.

What We’re Seeing: Insights on the COVID-19 Marketing Communications Landscape

How can PR/Marketing maintain demand for services NOW and drive demand for services LATER? Guided by these questions, what are the best paths forward to navigate the COVID-19 crisis?

Leading a Professional Services Organization Through Uncertainty

Professional services leaders are facing unique communications challenges and opportunities during this uncertain time.

Scenario Planning for Business Leaders Amid COVID-19

For business leaders and communications professionals working through the COVID-19 crisis, scenario planning has never been more important. But it’s also not all that difficult.

As our insights evolve along with the COVID-19 crisis, we’ve also gathered some relevant perspectives from our archives:

Why Data-Driven Content Strategy Matters to Professional Services

Given the pandemic information overload and uncertainty ahead, how do we find out what clients and key audiences are really looking for? Where do they need the most help right now?

Research Reports Are Valuable — If You Can Find Them

Research is more valuable and trusted than ever. “The sudden outbreak of COVID-19, a disease caused by a new coronavirus, is proving to the world every day the important role research plays in the response to global health emergencies.” — STAT

Beyond the Buzzword: How to Create Actual Thought Leadership

How do you get your authority position to stand out during times of rampant noise?

What the C-Suite Wants: Useful Content, Curated

What is the C-suite really looking to get out of their COVID-19 content? What do they need most from content right now?

How Credible Sources, Education and Innovation Can Curb Fake News

We believe that true authorities have a responsibility to participate skillfully in the ongoing conversation. With audiences heavily relying on outside information during these uncertain times, it’s imperative to communicate in an effort to combat disinformation.

We’re here to help and would welcome a chat to discuss what we’re learning as this extraordinary situation unfolds.

How to communicate difficult news with empathy and grace

As professional services organizations navigate one of the most fluid and uncertain health and economic crises of our lifetime, firm leaders face a multitude of complex and interconnected issues around their most precious commodity: their talent.

Given the pandemic’s impact on virtually every business and industry, from neighborhood coffee shops to global conglomerates, professional services organizations – trailing indicators of the macro economy – are exploring all options to preserve cash and bolster their financial positions.

Some of those options are the same as in any sudden downturn. But in this case, firm leaders must also grapple with the fact that this is a health and human crisis – not just a financial one. It’s not only their coworker’s livelihoods at stake – it’s their lives.

So unfortunately, looking back to learn from previous downturns has limited utility. Those in the trenches during the dot-com crash of 2000, the horrific events of Sept. 11, 2001 or the great recession of 2007-2009 know the conversation around staff reductions today is much different.

Further complicating matters, mental health and wellness were major issues before COVID-19 kicked professional anxiety into a new gear – and firms are reluctant to part ways with talent whom they may want to rehire in a few months’ time.

While every firm’s situation and circumstances are different, so too are the considerations for reducing professional and staff-related costs – and, equally important, the process for communicating those decisions.

Whether you’ve already communicated the measures your firm has taken to reduce staff-related costs or are in the midst of advising leadership on how to communicate an imminent move, it’s worth reiterating: this is a health and human crisis. Before you say or do anything, consider how your actions might be perceived by those who are suffering or close to those suffering.

Here are additional points to keep in mind when communicating with internal and external audiences:

• Professional services firm leaders we’ve spoken to have acknowledged mistakes they made during the 2007-2009 financial crisis. They should acknowledge those to their teams as well – and show how those lessons are informing decisions this time around.
• Still, no one was prepared for this type of event and we’re all learning as we go. Humility signals authenticity and breeds trust.

(2) Prepare your leaders to be in front

• Leaders can provide vision, hope and inspiration during a time of crisis. Help them seize the moment by openly, regularly expressing empathy with the needs and concerns of different stakeholders.
• Embrace transparency around the business impact of the crisis and the steps your firm is taking – and pivots you’re making – to successfully maneuver through it.

(3) Remember that prospective talent remains an important stakeholder

• Current employees are the priority. But remember that you were in a pitched battle for talent leading up to the crisis – and you could be again soon. So be sure that your vision and values are clear in every single communication.
• Emphasize the steps your firm is taking to preserve its financial strength and resilience.

(4) Stress a “leaders eat last” message

• Now is not the time to be modest; if leaders and owners are making sacrifices to bolster their firms, that should be communicated to all employees.

(5) Be up front about hard staffing decisions

• Be clear and coherent with impacted employees. The right thing is to treat them with compassion; if they are, they’ll tell others – their friends in the company and even prospective employees.
• If your firm can provide severance, make sure to let employees know that you did. While providing details surrounding severance packages may not be your organization’s norm, this crisis is different. Transparency now will pay dividends later.  

It’s worth repeating our central theme – this crisis is about people, not numbers. Professional services firms need to keep this front and center in their decision-making when it comes to communications or otherwise.

As we all continue to navigate the unprecedented leadership challenges and opportunities created by the COVID-19 crisis, we’ve had the opportunity to connect with a wide range of professional services leaders.

Those conversations have produced a wealth of perspective surrounding the unique communications challenges professional services leaders face in this uncertain time. Below is a collection of insights that may prove useful as you continue to navigate these unchartered waters.

Identify, segment and prioritize your stakeholders – In the coming days, leaders are working to exit triage mode and move into a more systematic, sustainable cadence of communication with internal and external stakeholders. It’s an opportune time to think about which audience segments are most important now and how frequently you interact with them. You’ve likely (and rightly) made clients your first priority. If so, now is the time to think more broadly about other key stakeholders and what messages and assurances they need to hear.

Increase your cadence – If it feels like you’re overcommunicating, you’re probably doing it right. The frequency of your communication to the organization should be two-to-three times the norm. Avoid the temptation to overthink your message; instead, focus on being nimble and authentic. Be comfortable making decisions on the best available information and pivoting as you learn more. Take a moment to think about new internal and external audiences who need your attention. This should be a constant exercise.

Expand your feedback networks – In disruptive times, your first team is typically the executive committee or board of advisors – the group that will provide the input necessary to manage through the initial phases of uncertainty. We are entering a transition period; empathizing with the changing needs of clients and internal stakeholders will be critical and challenging. It will require new feedback avenues and greater effort to obtain information from every corner inside and outside the organization. The best intelligence in a crisis comes from the crisis itself – you will need frequent, fresh, first-hand information to adapt and respond effectively.

Prepare your frontline leaders – In the same way that you are being tested so are the executives with direct connections to partners and clients. Those frontline leaders need your coaching and your help to predict what questions and information will be asked of them. For example, following the massive unemployment numbers steadily being released, the question on just about everyone’s mind is, “Is my job secure?” Understanding your team’s top-of-mind concerns and providing as much clarity as possible will be key to keeping them productive.

Be willing to recast your strongest communicators – We all have various strengths and not every leader in your organization is a strong, confident communicator. Accept this reality, identify the leaders who excel at interpersonal communications and be willing to recast them accordingly. In times of rampant uncertainty, you’re better off redeploying your leaders based on an assessment of strengths than trying to re-tool. The stakes are too high to leave things in the hands of weak or ineffective communicators.

Anticipate and prepare for new media narratives – Traditional news outlets are enjoying a day in the sun as audiences rely on and engage with their reporting now more than ever. While initial media narratives centered on business continuity issues in the wake of COVID-19, we are beginning to see the narrative shift toward staff-cost/workforce reductions, confirmations of COVID-19 diagnoses, the myriad implications of a prolonged lockdown, and how the world will change as a result of the pandemic. Be prepared for these shifts in attention and for a new expectation for engagement by leaders amidst an international health crisis.

We’re here to help and would welcome a chat to discuss what we’re learning in real time.