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THE MOMENTS THAT CAN SAVE LIVES«
hELICATE SITUATIONS
INTROSPECTION
´Nothing changes our approach towards life more
than the fear of deathµ

- Surat·s Mayor on the cleanliness of the city post

plague breakout.
hO · S
‡ Convey the hazards effectively .
BEFORE ‡ Build trust among the members of the unit.

‡ Lift the spirits of the unit

‡ Iron out the circumstantial turbulences within the
hURING unit.

‡ Reach out to the victims and hailing the volunteers.

‡ Bring out the minutest causes of the fiasco without
AFTER blaming a soul.
hON'TS
‡ ho not be wordy.
‡ ho not assume that the audience has sound
BEFORE knowledge of the job.

‡ Never let out a word of pessimism

‡ ho not address different ranks of people
hURING with respect to their position.

‡ ho not take a feedback for granted .

AFTER ‡ ho not publicize the trauma of the victims.

 

 
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16 7 
HUMAN LAYOFFS TAKE CLEAR PLANNING
ANh EXECUTION
Ò An effective communications
strategy should be designed for
before, during, and after the
layoffs and downsizing

Ò One of the key responsibilities

of the management during
layoffs is to ensure
communication, both to those
being laid off and to those who
will remain
COMMUNICATING LAYOFFS
Ò Have minimal surprises for employees
Ò communicate early on in the process
Ò Have the severance policy written out
well in advance
Ò Train managers in how to terminate an
employee with dignity
Ò Begin and end the layoff process in a
very tight time frame
Ò Be prepared to answer the obvious
questions
Ò Keep in touch with those who are laid
off and contact them if opportunities
arise
REBUILhING TRUST
Ò Be honest and forthright
Ò Explain logic behind the
eliminations
Ò Express empathy

Ò Answer the tough questions, but

respect privacy
Ò Address concerns about any
restructuring of duties and
responsibilities
Ò Be more visible to reassure those
who are left
Ë*,

 


64
 4
4 1
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1
Ë8

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Ò You are enjoying a quiet day at home, but feeling

(and looking) mildly hung-over after indulging in a
somewhat hectic holiday celebration the night before.
The mail arrives and see that as your credit card bill.
The bill, plus a late charge of approximately $1.8
billion (at 18% annual interest, compounded monthly
for 99 years).
 46 4m 6 1 #m#
m1

1. Identified and analyzed potential

problems
2. Identified and analyzed key
audiences
3. Established communications systems
4. Formed a crisis communications
team
5. Used rich media communication
channels to enhance communication
effectiveness
6. Rehearsed & executed the plan
4m


$
Ò Only Minor problems reported
Ò No significant utility failures (power, phones,
internet, water, sewer, etc.)
Ò Legal groups estimated Y2K litigation potential
to be as high as $1 trillion whereas the actual
amount was did not exceed $1 million (as per
WSJ)
 Ë*,3)

Ò ë
   

 
     


       
 
 
            
  
      
 
  
 
  
  
   
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60.::(:(
HANhLING RUMORS
Ò Rumors began to circulate that a big lay off was
on the cards.

Ò A number of people quit to join other companies.

HOW TO HANhLE RUMORS THROUGH
BETTER COMMUNICATION.

Ò Get Proactive :
m huring times of change don·t close the lid.
10-minute staff meeting,
Ò

Ò An email addressed to the employees.

Ò Be honest
m Speak accurately and truthfully.
m hon't consciously lie or mislead by remaining silent.
HANhLING TEAM BULLIES
Ò Bullies
m Intimidate
m Interrupt
m Interrogate
m Poison the attitude of other members
m Hamper productivity
TAME THE BULLIES !
COMMUNICATION STRATEGY
Ò Ask Questions for clarification.
m Bully will not feel awkward ant will not possibly arouse
offense.
m
Ò Tone Is Half the Message
m Tone and word-emphasis.
m hon't use harsh derogative tones.

Ò Focus on the Positive

m Start discussions with points of agreement.
m Finding common areas of understanding that will put you both
at ease before you begin.

Ò Stay Fact-Focused
m Use as many facts as possible when working with the Bully.
m Stick to dates, data, customers and documents to avoid
sidetracking to personal differences.
m;;.(<<(:
KEY AUhIENCES

Ò Customer

Ò ThePeer Group
Ò Management

Ò Media
COMMUNICATION hOs

Ò Reiterate the commitments.

Ò Emphasize that the incident is an aberration.

Ò Report the swift and comprehensive action that has

been taken to mitigate the monetary and malice losses.
Ò Report restoration/initiation of the Efficacy of the
Internal Controls to alleviate recurrence.
Ò Owning moral responsibility of the incident.
COMMUNICATION hONTs
Ò Fact distortions.
Ò Pessimism/sense of loss.
m m
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COMMUNICATION ANh PERFORMANCE
APPRAISAL
#<:
(.= can significantly improve
business performance by identifying the strengths and
weaknesses of each employee and motivating them to
improve their skills and achieve more challenging goals

)  . <<:(3. :(:  

Ò Create an environment for appraisal
Ò Set the expectations right
Ò Collect and record hata
Ò Inform the performance results
Ò Address grievance
Ò Be consistent
COMMUNICATION ANh PERFORMANCE
APPRAISAL ² hO·S ANh hON'TS
1>
Ò Communicate clearly

Ò Empathize

Ò Use hata and be Logical

Ò Lend a supporting ear to a difference in perspective

1 >
Ò False Promise

Ò Indifference in attitude

Ò Arrogant or rude behavior

Ò Postpone discussion for future

SOFT SKILLS HAVE HARh BUSINESS
IMPACT
HARI SAhU WITH A hIFFERENCE

Lack of Effective Communication Effective Communication

4 - Hitler 4= Helpful

- Arrogant
- Admirable
 - Rude  - Rational
- Idiot - Intelligent
 - Slow
- Attitude (Negative)
- Attitude (Positive)
1- heceitful (with few)
-Useless
= Stimuli provider
h - hear (to all)
 - Useful
LOGOS PATHOS ANh ETHOS OF COMMUNICATION IN
PERFORMANCE APPRAISAL

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THANK YOU