Communicate with employees during agitation periods

Volatile markets, financing reductions, mass dismissals, regulatory uncertainty – undoubtedly, health care is in a period of enormous changes.

The change, although often positive – new babies, new jobs, new seasons – can also be stressful. The human brain is wired for survival, which means that it constantly assesses our environments for perceived threats. When the brain perceives change as threatening, it triggers predictable neurological responses. These natural responses can, in turn, have a negative impact on performance, collaboration, creativity and problem solving capacities.

The good news? With thoughtful planning and transparent communication, you can limit the impact of tumultuous moments on your team.

The scarf model, created by neuroscientist David Rock, provides a roadmap to help counter these instinctive neurological responses. By understanding the neurological impact of change, organizational leadership can better communicate changes, ensuring that the public is confident about the future path, despite institutional disorders.

Create certainty and control in uncertain times

Human beings want certainty. A transparent and thoughtful message will be undermined if it is also ambiguous.

Unfortunately, the biotechnological and pharmaceutical industry continues to see high rate of layoffs and restructuring. These events are a time when I often see customers fight to develop clear, authentic and reassuring messages. Employees, groups of patients and investors will undoubtedly have questions. How will the company pipeline be affected? Do data and regulatory deadlines change?

When creating a communication plan before a reduction in strength, you may not have all the answers or may not know exactly what the future will look like. It’s ok! If you cannot ensure certainty, it is important to increase confidence in the process. Give your audience something on which to count as a monthly update of employee companies or a calendar when investors and patients can expect to find out more about the progress of pipelines.

Likewise, the need for equity is deeply rooted in the human brain. Restructuring never feels entirely fair for those who separate from the company or those who remain. When communicating these difficult decisions, it is essential to be transparent and honest on the resulting process and results. Clearly state the objectives of the restructuring, how the decisions have been made and articulate specific ways that the company will support separate employees as well as the way employees can also support deceased colleagues. Although there are legal considerations dictating the quantity of details that can be shared, a high level overview of the process will help increase clarity and strengthen confidence in management.

In this present moment, it is natural to feel out of control – biotechnologies continue to fight to collect funds that threaten their long -term viability, the regulatory landscape is constantly evolving, and laboratories and researchers in the United States are undergoing unprecedented reductions in funding. However, having a feeling of control over your environment plays an essential role in reducing stress levels and promoting feelings of stability, trust and psychological well-being.

Solid communicators include the challenges presented when feelings of control are lost and work to reduce impacts by improving feelings of autonomy. For employees, this is particularly important. Help them to acquire a feeling of control by establishing formal feedback mechanisms so that they can express concerns or ideas. Consider training managers on the psychological impacts of change and encourage them to avoid the greatest enemy of autonomy – microgestion.

The increase in engagement and connection opportunities can also help improve emotional well-being because belonging is a fundamental human need. To allow collaboration despite uncertainty and change, employees must feel linked and connected to their colleagues. In our virtual and hybrid world, the construction of teams on Zoom is not always easy, but it remains as important as ever. In addition to office events, do not forget to include happy hours and online anecdotes to help virtual employees remain connected.

Companies that do this best also use team consolidation moments to restore the meaning of employee objective in their work. I have a customer who regularly hosts cats by the fireside that features members of the patients of patients they serve, offering the possibility of reminding employees why their work counts. Having a sense of objective can have a deep impact on motivation, satisfaction and overall performance.

Similarly, for investors, patients and other external audiences, do not forget to commit yourself outside the major milestones. The quarterly investor calls and patient consulting meetings should not be the only time to connect with the members of the communities you serve. When you plan your annual calendar, think in a creative way of how to regularly integrate investors and patients.

Finally, do not underestimate the role of individual communication. Research has shown that managers are the preferred communication method of employees. In fact, managers often have more credibility with employees than senior managers. Provide managers with discussion points and tool kits to make sure they are equipped to help guide employees through change times. Regularly check with investors, members of the board of directors and patients to hear their concerns and keep them informed of progress. Building a solid communication base will help make them during periods of uncertainty.

With thoughtful planning, you can help your audience go through organizational changes and emerge together, together.

Photo: Lovethewind, Getty Images

This message appears through the Medcity influencers program. Anyone can publish their point of view on business and innovation in health care on Medcity News through Medcity influencers. Click here to find out how.