In an era of remote working, there’s a perception that influencing senior leaders has become more difficult than ever. But is that really true?  

And what are the golden rules to getting decisions made and buy-in established when we’re all working remotely?

Let’s imagine going back just a year ago, and IF you were co-located with the senior leaders you worked for and with I can make a guess that they weren’t sitting around waiting for you to pop by their desk with a calendar fully available to you when 

The changed workplace 2021: How employees feel and what leaders and communicators need to do about it

Leaders are incredibly busy people no matter where they’re located.  Their time is precious.  They’ve got a million and one people vying for their time, attention, and signature.  The new Covid-world hasn’t changed any of that.

Locations don’t matter when it comes to influencing other people, relationships do.

Being able to influence another person begins with building and maintaining a strong relationship.

Assuming you already have the connection with the stakeholders you need to influence or gain buy-in from, your efforts need to be all about understanding them.

What are their challenges, their pressures, their goals?  What’s going on in their world?  What’s important to them both professionally and personally?

This year has enormously helped colleagues connect on a more personal level and leaders themselves have been much more open, vulnerable and forthcoming about their home lives, mental health, and family pressures too.  We are all human at the end of the day.

Leadership can be an incredibly lonely place, so having colleagues who understand and care for them as human beings will go a long way to establishing mutual respect and a solid relationship.

 means ‘the way in which two or more people or things are connected’, so how can you strengthen the connections between the two of you?

This means stepping back from influencing or pushing your agenda and brainstorming how you can get to know each other properly and work effectively together.

It’s in both of your interests to build trust and mutual understanding, not just yours, so do this together so you can work efficiently and effectively in partnership going forwards.

The physical distance between colleagues needs never be an issue if you’re open and honest with your communications, working styles, and expectations of one another.

Then when it comes to influencing, making decisions,and getting sign-off it will happen with ease because you’re both aligned and invested in delivering what’s needed for the business and not caught up in unnecessary frustrations or misunderstandings.

A much-overlooked sub-skill of being able to influence effectively is the capacity to truly listen to what the other person is saying. 

What others say and how they say it leaves a trail of clues that give away their preferred communication and influencing styles. 

Notice what excites them and the language they use when this happens.  Are they data-driven, visionary, or people-centric, for example?  Mirror their natural style by providing them with what they need.

For example, people who are more practical, systematic, prefer facts, and trust experience over inspiring ideas will be more easily influenced by, you guessed, facts, data, details, and experience. 

Use this approach to influence them, building rapport and boosting your credibility at the same time.

If, on the other hand, you notice that your senior leader shares innovative ideas or talks of more abstract concepts, or they look for themes and patterns, they are likely more intuitive, tending to be quick decision-makers who trust their gut.

They’re going to love hearing stories, visionary concepts, and ideas, the longer-term impact, or being inspired by best-in-class examples.  Stay out of the weeds and details with these types of people though and speak with passion and energy to get them onboard.

Influencing aside, feeling truly listened to deepens the bond and respect between two people, so honor this time to make them feel heard.

Sometimes pushing your own agenda can wait!  Video calls can be your ally when it comes to deepening your listening skills because they allow the whole range of bodily communication to be transmitted for you to decipher - language, tone, energy, body language, facial expressions.

And not to get too distracted, but you can also see how your own subliminal signals come across on-screen too.  Are they conveying your openness, interest, and engagement while they talk?

All of these approaches will help ensure your relationship soon moves to a more aligned level where you will trust each other, know what’s going on and be able to communicate effectively.

Not being co-located with someone you need to influence is only a problem if you let it be.  It’s just a matter of building a relationship and an understanding between the two of you and learning what works for you both.

How to influence senior leaders when working remotely

Change is happening faster than ever and coupled with technological advancement, increased globalization and a competitive jobs market the HR department is finding itself in new territory. Naturally, all of this change brings its own challenges that can impact human resource management.

 and how it’s now playing a more active role in an organization’s strategy. This wider remit has also had a knock-on effect on the challenges this busy department faces. So what are these challenges?

The Ultimate Guide to Internal Communications Strategy

A global survey by the World Federation of Personnel Management Associations compiled a list of HR challenges, and the results make for interesting reading. Top of the list and cited by 48% of HR professionals was change management. 

 is the effective management of significant change, whether that’s introducing new business models, disruptive products that cannibalize older offerings, or new ways of working. So where does the HR team come into the equation?

In an examination of the Society for Human Resource Management (SHRM) Competency Model, Human Capital Institution discovered that the HR department has a significant role to play as a “

transformational leader for the organization by leading change

“. Meeting this lofty goal will require an intense focus on the training and development of HR professionals who will need to acquire the skills necessary to guide the organization through periods of change.

 (GWS) identifies a key role of HR as ensuring an organization has the right people performing well in leadership roles at all levels. But this isn’t as easy a task as it might sound; a good leader will possess many skills – typically a mixture of hard skills (strategic thinking for example) and so-called soft skills (emotional intelligence). In a 

, the ability to inspire and motivate others came top of the list of skills deemed most important for all management positions.

Leadership development within an organization is a vital part of the success of a business: it aids with staff retention in this hyper-competitive job market, maintaining a strong culture within the organization, and helps to identify a pipeline of leaders for future succession planning.

Arguably one of the more interesting results in the 

 is number three on the list: HR effectiveness measurement, which was cited by 27% of HR professionals globally.

As the role of HR has shifted, so too has its deliverables. Today’s HR department has more than just an administrative function. With this broadening remit comes the challenge of measuring its role of driving organizational effectiveness. According to the WFPMA, “the shift is significant as it represents the movement from simply counting the numbers hired to determining the ROI of collective and individual hires on a long-term basis.”

Despite its expanding remit within an organization, the HR department is still fundamentally responsible for managing human resources and all of the typical challenges that accompany that function, including recruitment, compensation, benefit costs, retention, health, and safety, ensuring compliance, and learning and development. Finding the balance between efficiently delivering core tasks and adding value to the organization can be one of the biggest challenges for any HR team.

HR teams are essential to the running of any successful organization and are at the front line of many key business functions, dealing with everything from seeking out potential candidates, to ensuring current employees have all their needs met. Some of the most important responsibilities of HR include:

There is little doubt that an organization’s number one asset is its employees. As part of their role, the HR department is tasked with sourcing and recruiting the best possible candidates to fill available positions. They work closely with hiring managers, who are also responsible for recruiting top-tier talent, to achieve this. HR provides leadership, training, interview expertise, and selection monitoring throughout the recruitment process. In addition, it is the responsibility of HR to ensure an organization develops and maintains a good reputation to make it an appealing option to potential recruits.

Possessing a positive workplace culture has numerous benefits for businesses from attracting talent to ensuring employee job satisfaction and engagement. HR is responsible for setting the standard of what this culture will be. This includes practices such as establishing office hours, defining dress codes, and allocating working spaces. Having a clear picture of their offices’ culture and what an average working day entails, allows employees to develop a sense of identity in their roles, and to gain an understanding of how their company is perceived from the outside.

 and capable of carrying out their roles effectively is another valuable role of HR and includes:

By researching and carrying out market analysis, HR teams are capable of identifying and setting competitive salaries for open positions. HR also focuses on the added components of these salaries such as insurance benefits, vacations, transportation, and education reimbursement. These are all extremely important factors when it comes to attracting talent and can ultimately determine whether or not the desired candidate will accept a job offer.

Unfortunately, there are times when difficult situations arise in the office that require the assistance of a third-party in order for a resolution to be reached. This is why it is critical that competent HR professionals are available when those in the office feel their work is being affected by such an issue and need a place to turn to. If HR departments carry out their duties effectively, they will use their expertise to provide advice and act as supporters and allies during challenging times for employees.

Any type of software available in an organization that aids in managing employee data or other HR-related tasks, can be recognized as HR software. The most common software utilized by HR departments are:

Human Resources Information Systems (HRIS)

Human Resources Management Systems (HRMS)

 As previously mentioned, it is the duty of HR to work alongside management, offering guidance and support. This includes HR managers aiding general managers in directing and overseeing their staff.

 – Each employee who goes through the recruitment process will develop different feelings toward the company looking to hire them. HR professionals must be adept at responding to candidates and keeping them updated throughout the process, to prevent them from having second thoughts about the job opportunity.

 HR is an extremely demanding role, with new problems arising every day that need solving. It is imperative that HR managers are capable of separating their office and home lives, in order to avoid becoming overwhelmed and stressed by their heavy workloads.

 As HR is often the first point of contact for employees who are dealing with a difficult work situation, it is vital the department shows compassion and empathy towards these individuals. In fact, not doing so could even lead to legal issues.

 – Having a good grasp of employment law is a necessity for successful HR managers. Without this knowledge, costly mistakes can be made when it comes to firing employees or making on-the-spot decisions.

 As HR is responsible for performing numerous and overlapping tasks at the same time, managers need to have the capability to switch back and forth between these tasks at any given moment.

 Although not required by law to keep information private, HR managers must be able to make the distinction between what information needs to be shared and which should be kept confidential.

 – A good HR manager knows that it is never appropriate to be blunt and insensitive when firing an employee. It is important to be legally compliant, sympathetic, and fair when it comes to this difficult undertaking.

The Importance of overcoming HR challenges

Without a strong and capable HR team in place, it is impossible for any organization to operate successfully. HR plays an integral role across

including recruiting and retaining talented staff, motivating workers, improving working conditions, and handling employee concerns and needs. The role of HR professionals is multi-faceted, making them highly skilled individuals, who can be considered one of the most important functions in any organization.

However, in today’s world, HR professionals are facing many new challenges, including an increasingly competitive jobs market, advancements in technology, globalization, and health and safety concerns. Organizations must dedicate time, effort, and resources to determining what key HR challenges they are facing and the best strategies that can be utilized to overcome them. By doing so, companies will combat a host of potential problems, and benefit from all that an efficient and successful HR department has to offer.

The new challenges of human resource management

A HR management team is responsible for many important aspects of employee satisfaction including staff training, working environment, and employee relations. It’s a multi-faceted role, made all the more difficult by the fact that today’s worker moves jobs more regularly than previous generations: as many as 

51% of employees are actively searching for a new job opening

, and 35% of workers have switched companies within the last three years.

In this environment, the HR management team has a significant role to play in strengthening 

 and ensuring that workers feel fulfilled and appreciated in their roles.

 is carried out in an effective manner and employee satisfaction is given adequate attention, it will help to bridge the gap between employee performances and the organization’s strategic objectives. This means an efficient HR management team should be capable of aiding company turnover and giving businesses an edge over their competition.

Recruitment is one of the most important components of HR Management and covers everything from the identification of a staffing need to the filling of it. Depending on the size of a business, recruitment responsibilities will fall on various individuals. If a senior or specialized position is being filled, the HR department may have specialist HR recruiters dedicated to sourcing prospective employees with the right skill set.

Other organizations will use only a single recruiter, while in small outfits the hiring manager is often responsible for recruiting. HR managers most commonly reach out to prospective recruits via advertisements, job boards, and social media sites.

An employee’s first impression of an organization has a significant impact on their integration within the team and how well equipped they are to carry out their new role successfully. If the induction process is not carried out effectively by HR management it will impact revenue, absenteeism, and employer brand.

Some essential topics for HR management to cover during

 and its role in the workplace should be of major importance to HR management. This is what is used to measure the sort of devotion that employees have to their job or position, as well as towards co-workers and company culture.

HR serves as the main facilitator of employee engagement due to its role as a mediator between workers, managers, and executive leadership. Strong employee engagement is vital as:

Companies with engaged employees tend to have higher profitability rates.

Engaged employees who perform at a higher level have a more natural interest in their job.

The engaged worker is more likely to pay attention to company communications, including safety notices.

Organizations with engaged employees experience 

, which can have a substantial impact on a company’s bottom line.

Staff development can be termed in a number of different ways including ‘Training & Development’, or ‘Learning & Development’. However, at its core is the notion that companies, in order to remain competitive, need to equip their employees with ongoing education. Ensuring that this happens is another role of HR management and includes:

 Introducing new employees to their jobs and providing the necessary training and guidance.

: Assessing individual and team skill gaps and performance issues to provide timely feedback and develop a plan to remediate concerns.

 Even when employees have the skills to perform well, the company may not remain competitive if employees don't receive ongoing training to expand their skills.

: Career development is useful in helping employees plan a career path so they can fill future job openings with the company.

 If organizational processes are enhanced, the company will operate more efficiently, improve quality, and reduce costs.

Duties and responsibilities of a HR Manager

 to recognize that employees are complex individuals that possess varying needs, wants, and desires within the workplace. Good individual and collective staff relations between workers and their employers will raise levels of employee engagement, which in turn, will result in increased employee performance and company competitiveness.

To that end, the HR manager is there as a liaison between the organization and employees to make sure that employees are kept well-informed of relevant knowledge and that they are represented by the HR team in any decisions that may impact them.

The HR manager is also tasked with ensuring the business is complying with employment legislation. From offering positive working conditions to guaranteeing fair work practices, the HR team is responsible for keeping a company in line with workplace laws. This is a role that can change often as legislation can be tweaked sporadically if new cases or scenarios come to light.

 is a further responsibility of the HR manager and comprises:

Ensuring the organization complies with all health and safety legislation.

Confirming employee safety training is kept up to date and that workplace safety records are maintained.

Protecting all other individuals within the premises including customers and visitors.

Establishing control measures to store explosive/flammable/dangerous substances.

When dealing with compensation and benefits, the HR manager is tasked with devising compensation strategies, performance management systems, and compensation structures, as well as negotiating pay and benefits packages with potential employees.

Overall, it is clear that HR management plays a significant role in the continued success of organizations. Not only does it have an important role in the training and development of employees but it is also responsible for other essential components including monitoring job performance, offering appropriate compensation, and managing labor relations.

Therefore, to stay ahead of competitors, maintain low employee retention and continue to increase turnover, it is vital for businesses to have a capable HR management team in place who understands the importance and significance of employee satisfaction and fulfillment.

HR Management Responsibilities

There are many motivation theories in management, all focused on offering insight into what motivates or drives a person in the workplace. Motivating staff is a critical factor in the success of any business. But people are fundamentally different, and not everyone responds in the same way to a particular situation or environment. It's important for organizations to not only understand the different characteristics of their employees but also to know what drives these particular personalities. Armed with this information, organizations can tailor the way they motivate or encourage staff, and dramatically improve engagement and motivation levels in the workplace.

So what are the main theories of work motivation? We've selected three high-profile theories that offer an interesting take on what motivates different individuals: Maslow's Hierarchy of Needs, McClelland's Three Needs Theory, and Herzberg's Motivation Theory.

One of the often-cited theories of work motivation is Maslow's Hierarchy of Needs Theory. This motivational theory, developed by Abraham H Maslow, says that humans have a hierarchy of needs and they work their way up through these needs. As each need is satisfied, they move on to the next.

Five needs in Maslow's theory of work motivation

 the lowest need is for the fundamental basics – food, clothing, and shelter. These needs closely correlate to a person's salary.

: the need to feel safe. In the workplace, this could translate to a feeling of job security and even simply needing to be in a safe work environment.

: the need to belong in a group. Humans are a social animal, they will seek to form groups and want to feel like a valued member of that group.

: to achieve recognition or status. Individuals will look to feed their ego or boost their self-esteem by being successful in their job.

: once an individual has ticked all the other needs off, they will move into a stage where they become more creative or growth-oriented.

David McClelland's motivation theory of management suggests that each person has three basic needs: the need for power, achievement, or affiliation. In this employee motivation theory, McClelland says that a person's particular need will have a significant impact on their behavior.

 this person is motivated by having a position of power or control. They are typically strong leaders and are self-disciplined.

 this person is motivated by success or achieving objectives. They thrive on challenging situations and typically set themselves hard to reach goals and work to excel at them.

: this person is at home in a group or collaborative environment. They work well with others and seek out social interactions.

Herzberg's Motivation Theory, which is also known as Two-Factor or Hygiene Theory, is another one of the more renowned employee motivation theories. It suggests that individuals have two categories of needs when it comes to work – Hygiene and Motivators. Hygiene refers to a person's work environment, including working conditions, wages, workplace relations while Motivators are the factors that motivate people to work harder – job recognition, promotion, achievement.

Herzberg suggests that if people are not happy at work it comes down to the work environment, and when they are happy at work it's because they feel fulfilled or motivated.

Companies looking to create a workplace with 

 need to find the balance between building a harmonious work environment offering competitive wages and job security while creating rewarding work and fostering opportunities for employees to make their way up the career ladder.

Motivating employees is an important, but challenging, part of a manager's job. In the early twentieth century,

pay was considered a key motivator in the workplace

, but we now know there's more to motivating staff than money. The first step is to understand what drives your staff members and then work towards developing relevant programs or opportunities.

Top 3 Motivation Theories in Management

When it comes to engaging millennials in the workplace, organizations have a job to do. Today's millennials are the least engaged generation in the workforce. According to a Gallup poll over half (

Within the workplace, this lack of engagement is reflected in lower productivity and a high turnover of staff. Beyond the workplace, poor engagement is costing the US economy $30.5 billion each year due to lost productivity.

By 2027, 487 million people will be added to the workplace with millennials comprising 

 ignoring the needs of this group of workers is not an option. Engaging these younger, tech-savvy, highly educated generation should be a priority for all organizations. The question is how to engage millennials in the workforce?

7 questions that empower workforce engagement

Dealing with millennials in the workplace

To get a sense of how to engage millennials, organizations not only need to understand millennials at work, they also need insight into millennials outside of work. Millennials are the ultimate consumers, and they bring that attitude to work. They consume work in much the same way they shop:

They seek out reviews or referrals from social media

They assess all aspects before committing to a purchase or a job

They expect their purchase or job to fulfill them

They want brands and managers to be accessible

They have no real loyalty to brands or jobs and will switch brands or jobs without a second thought

By bringing this consumer attitude to work millennials have effectively disrupted the workforce. From internal communications and marketing to business processes, they have transformed how organizations approach almost every aspect of their business.

Organizations wishing to recruit, engage, and retain millennials need to understand what motivates them in a general sense, not just at work but in life. Millennials' work and life are seamlessly interlinked in ways we have not seen before with previous generations.

Problems with millennials in the workplace

As the ultimate consumers, millennials are constantly searching for the best deal or best fit for them. This mentality also applies to their jobs; millennials change jobs more often than any previous generation with 

six in 10 say they are currently looking for new employment

To successfully retain millennials, organizations need to identify the core issues millennials may experience in the workplace.

Millennials feel misunderstood and managers struggle to connect with or understand them

Millennials want to feel like they are making a difference, they want a sense of purpose

Millennials want to be challenged and crave personal/professional development

Millennials eschew traditional employee/manager relationships, they want to be mentored

There's no avoiding the facts, millennials are job hoppers by nature and are difficult to retain. But employers can minimize employee churn by taking the time to understand the millennial mindset and using this knowledge to create a workplace that values and engages millennials.

With millennials poised to dominate the workforce in a few short years, it's important for organizations to prepare now. Here are a few key ways in which businesses can more actively engage with the millennial worker:

Implement flexible work practices – whether that's remote working opportunities or simply by allowing a more flexible approach to employees' work hours

Establish trust by not micromanaging them and consulting them on key departmental decisions

Build a culture of openness and communication – millennials have expectations that their managers should be accessible and accountable

Enhance corporate social responsibility programs. Remember, millennials want to make a difference and they want to use their work as a vehicle for change.

One factor that comes up regularly in articles about engaging the millennial workforce is education and ongoing development. A Gallup report says that 87% of millennials indicated that 

professional training and development are very important to them

, and a recent Boston University survey showed that for 70% of millennials skills development is a 

deciding factor for them when choosing a job.

, either professionally through ongoing mentoring and career development, or personally, through acquiring softer skills such as managing conflict, communicating more effectively, or being more confident.

Winning over millennials might require dramatic re-thinking from the top down for most organizations. But truly engaging millennials at work is not only about creating a happy work environment; millennials are a highly educated, tech-savvy, passionate generation that has the potential to create real innovation. The organization that taps into the psyche of this generation, could gain a real competitive advantage.

How to engage millennials in the workforce

How we communicate, engage, and treat our employees has been a focus throughout the entire COVID-19 crisis.

Now, as we look to the rhythm of the organization, it’s incredibly important to think about how we re-board employees that may have been furloughed and how we look at those that may have survived a big round of redundancies.

What I mean by the rhythm of the organization is the meetings, the calls, the conversations, the operational processes – all of it.

Organization rhythm is a topic that has been around throughout the crisis and what that rhythm looks like as we move forward, is something many communicators are starting to explore.

It’s time to think about whether the rhythm was actually right in the first place, because this is an opportunity for us all to explore how the organization’s drumbeat really should sound.

Employee wellbeing during COVID-19: What we can learn from Behavioral Science

It’s also an opportunity to learn and adapt to grow our skills as communication professionals. The skills we need in this crisis are no different to the skills that we needed before, it’s purely the urgency of them that is incredibly real.

Since the pandemic, we have to consider new ways to use digital tools; the need to adapt to communicating in a purely virtual world, and the fact that the role of the communicator is now more in the spotlight than ever before.

One of the topics that has come up again and again during the crisis is messaging. People are stuck on what the messaging is at the moment and that is no surprise as things are so ambiguous.

Now, more than ever, it’s about listening and it’s about focusing on how we are making our people feel. Stop focussing on what to say, and focus on how you want people to feel after they have been listened to.

It will help you think differently and focus on the impact you are having.

Focussing on how people feel allows us to move away from a sense of panic and chaos. It allows us to put ourselves in the place of advising leadership. We are focussing their minds on the people and allowing empathy to lead.

Our skills in this area is where our focus needs to be. As a communicator, there are certain things we can do to make sure that we are responding in the best way.

We can spend time reading, learning and understanding more about human beings; how we respond to change from a neuroscience perspective, understanding how we are hardwired to focus on fear and understanding that we are social animals.

All of this helps us adapt and advise to support leadership teams and our own teams in responding in a crisis.

If we’ve learned anything in the last few months, it’s that we can move more quickly than we thought. 

We don’t need to be perfectionists in our work, and our ability to solve business problems with technology and strategic advice is unparalleled as we come forward and we start to return to site.

As we step forward, out of lockdown, wherever we might be, there is a need to look at what tools need to stay and what tools need to go. Talk about the things that are missing as we start to enter a hybrid world.

My view is that this is no different to the pre-COVID world where we will pass the conference call spider phone around the office to try and engage those that are at home. 

The technology in the workplace hasn’t supported those that might want more flexible working and this has to change now.

It’s been a campaign for many years and as we look at the rhythm of organizations of the future. We need better technology to allow hybrid teams to engage and communicate.

We need the ability to look at our leadership teams, their alignment and allow them the time to refocus on what needs our attention today, tomorrow, in six months, in one year and in 18 months.

It’s time for data. It’s time for conversation and it’s time for some of those difficult conversations around budget; what’s right for the employees and what’s right for the purpose of the organization.

The rhythm has to support why you do what you do, reflect your values and beliefs and your behaviors must support what you stand for. The rhythm has to change.

It’s time to get the rhythm of your organization right and to focus on how your people feel

Professional communicators — even those with years of experience under their belt — are facing a common question right now. How often should they be communicating with employees?

Too much, and people may stop paying attention to your messages entirely. Not enough, and the anxiety and uncertainty employees are already feeling could get worse.

The question isn't new, but the old answers no longer apply. We’re all facing new territory in the midst of COVID-19. As a result, communications professionals have to learn all new best practices based on what employees need now.

While inconvenient, the reality is that every business is different and there isn’t a standard answer that will work well for everyone. Every business has been changed in some way by COVID-19, yet the specifics of how each is affected vary considerably.

A travel business that’s furloughed a percentage of its workforce needs to handle things differently than an e-commerce company that’s seen an uptick of orders now that everyone’s home.

No matter what your particular situation is, you can’t treat your communications plan as if nothing has changed. Your employees are all dealing with new concerns and experiences, and your communications should reflect that.

How to determine the right frequency at your organization

As you revise your communications strategy to reflect our current times, there are a few key steps you can take to figure out how often to get in touch with your employees.

Determine how often employees need new information

If you want employees to consistently pay attention to the communications you send, you need to make sure you’re always providing value. Every irrelevant email that lands in their inbox makes them less likely to bother reading the next one. Consider how frequently you have new information they genuinely need.

If the answer is daily, then sending out daily emails is fine. In a recent Poppulo webinar on 

managing communications during a time of crisis

 shared that they’ve started sending a bite-sized daily email to all employees that packs only the most important information.

While they’ve increased email frequency, “we’re communicating important things,” she emphasizes, “not everything and the kitchen sink.”

By making sure each email is brief and only focused on needed information, they keep it relevant and useful. But at some organizations, every day would be too much. If filling a daily email (even a brief one) feels like a stretch, then sticking with weekly or only as-needed messaging makes more sense.

Find the right balance between one-on-one and mass communication

Sometimes, you have information the entire organization needs all at once, and sending out the same message to the whole community just makes sense. But during a crisis like this one, a lot of people are emotional and people handle that in different ways. Using the same messaging across the board can end up feeling impersonal and less relevant.

At times like this, one-on-one communication becomes more important. Internal leaders can contact managers directly to check-in and make sure they get the specific information they need. And managers can get in touch directly with their employees.

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