“Strategies for Effective Crisis Communication in the Food Supply Chain During COVID-19”
CEOs of food supply chain companies that have not faced direct or indirect impacts from COVID-19 should consider themselves fortunate. In recent weeks, the new coronavirus has adversely affected the food and beverage industry in various ways across all levels of the supply chain. Meatpacking facilities have shut down due to employees testing positive for COVID-19, farmers have had to dispose of excess food and raw products due to increased supply and decreased demand, and grocery stores are struggling with staffing shortages as frontline workers fall ill.
For those CEOs who are well-prepared and possess a tested operational crisis plan, it is crucial to elevate that preparedness by developing a crisis communication strategy. Here are several lessons in crisis leadership to consider:
Plan Ahead: Those who have yet to acknowledge the importance of a crisis communication plan may hesitate due to time and resource constraints. It’s essential to carve out time now. Companies must ask themselves how much time and resources they will spend managing a crisis if they do not at least begin to create a communication plan. Research shows that companies may invest three times more time and energy reacting during a crisis than they would if they had a plan in place beforehand. Remember, the best moment to plan is before a crisis strikes, allowing leadership to think clearly. Waiting until a crisis erupts is not the right time to draft coherent messages, compile contact lists, or retrieve login information for communication channels under pressure.
Timely Communications: During a crisis, customers and other target audiences expect frequent and accurate updates, especially now. They need reassurance that their suppliers are taking appropriate steps to mitigate risks to customers, employees, and others. Trust built over years can evaporate in an instant if companies fail to communicate adequately.
Importantly, businesses must not overlook their internal team. This audience is equally significant during a crisis. The entire team, especially frontline workers, plays a crucial role in the company’s overall response. By delivering timely and thoughtful communications to them, employees will be better equipped to support customers and the community effectively.
Words Matter: The language used to communicate news about plant employees testing positive for COVID-19 is critical. When crafting these messages, it’s important to read them aloud and seek a second opinion. Companies should consider all possible interpretations of their chosen words. The messaging should be straightforward and factual while conveying empathy and honesty. It should also reassure customers and provide a direct line for them to reach out with any further inquiries.
Actions Matter: During a crisis, employees will closely observe their leaders’ emotional and physical responses. It can be unsettling to see a CEO or company president appear angry, panicked, or confused. Non-verbal cues and facial expressions carry significant weight in a crisis. Leaders must maintain a calm demeanor to reassure employees that they are making informed decisions. Leadership behavior directly influences employee behavior.
Fact-Finding Mission: Frequent communication doesn’t equate to spreading misinformation. To be a trusted source of information during a crisis, businesses must verify all details thoroughly. Good leaders question what they hear and ensure they are working with accurate information, seeking guidance from professionals such as lawyers, HR consultants, and government agencies when necessary. The worst outcome for a business is to exacerbate the situation by disseminating incorrect information, leading to a more significant mess. Companies need to ensure their messaging and facts are correct from the outset, and if mistakes occur, they must be rectified promptly with accurate information.
Proactive Engagement: If the media starts reaching out, it may be time to provide concise, fact-based information. The media should receive the story directly from the company rather than from uninvolved parties. Taking ownership of the situation from the beginning enhances brand trust. While responding to media inquiries requires time, having a communication plan in place allows companies to deliver timely updates, alleviating long-term pressure. Utilizing a press conference instead of conducting separate interviews can facilitate a more efficient way to communicate with the media, even through online video conferencing amid social distancing guidelines.
Rely on Mission, Vision, and Values: Now is the time to remind employees and customers how the company relies on its mission, vision, and values. These foundational elements serve to guide the team forward, making it even more critical to refocus on them during a crisis. They also provide CEOs and leadership with a framework for decision-making when clarity is lacking. In uncertain times, leaning on the mission, vision, and values can serve as a valuable filter for decision-making and messaging.
Remember, leading during a crisis tests your leadership capabilities. Stay focused, remain calm, and communicate wisely. And as a final note, for those interested in health and wellness, don’t forget about the benefits of calcium citrate 500mg tablets for maintaining strong bones and overall health.
