The Four C’s: Coaching Leaders for Courageous Communication in Crisis

We are pleased to share an article entitled “The Four C’s: Coaching Leaders for Courageous Communication in Crisis” by Laurie Schloff

Helping leaders develop awareness, strategy and skills for effective communication during chaos adds to individual, team and organizational well-being.

In challenging times, leadership effectiveness is defined by the quality of leadership communication about uncertainty. Given market shifts, a climate of mergers and acquisitions, and changes in leadership and company priorities, unpredictability and confusion is often the norm for leaders.

Amidst employee confusion, leaders’ actions and communication behavior are watched and scrutinized more intensely than at more normative times. As a result, leaders may rely on their executive coaches for support, grounding, and guidance about communication strategy and actions.

Likewise, leadership coaches must be aware of clients’ challenges and need for more frequent sessions and/or redirection of coaching focus. Dina Readinger, Senior Consultant, SMW Group, highlighted “the critical need for leadership buy-in to ensure the sustainability of transformation efforts.’

Leaders navigating uncertainty benefit from focus on the Four C’s-core communication dimensions. The Four C’s are: Competence, Connection, Clarity, and Collaboration

The Four C’s are a practical framework for building confidence and control as leaders steer the organization through tough times. Coaches possess the unique rapport and expertise to strengthen leadership communication when it matters most.

The Four C’s: Competence, Connection, Clarity, Collaboration

1. Competence: Showing up with steadiness and strength.

During instability, stakeholders are evaluating whether leadership has the capability to manage the situation.  Leaders need the ability to demonstrate knowledge and control, even when decision making and outcomes are uncertain. Leader competence serves as “the bridge over troubled waters” which, to paraphrase Simon and Garfunkel, “will ease employees’ minds.” Leaders are only human, and the support of a trusted, objective coach is valued. Team members look to leaders to signal that “everything is under control”, just as airline passengers are soothed by the pilot’s calm voice in a storm.

Coaches can help leaders:

-Convey the mindset that “we are facing difficulty, but we are not falling apart.”

-Enhance presence through a calm, yet strong voice, perhaps speaking a bit more slow than usual, so as not to appear rattled.

-Demonstrate nonverbal strength though purposeful gestures, awareness of defensive postures (such as arm crossing), pleasant facial expression and warm eye contact (camera contact when virtual).

-Maintain authority and build trust by responding to questions as thoroughly as possible, while acknowledging the unknown.

For example, coach leaders to share a comment like, “I don’t have all the answers yet. I will let you know about ___ as soon as the board has a definite decision.”

– Share that the way out of current chaos requires careful deliberation and decision making.

-Prepare for all meetings with agendas, time limits and focus. The wisdom that “structure binds anxiety” is pertinent to crisis situations.

2. Connection: Showing concern for hearts and lives

During disruption, team members are often anxious, skeptical, and fearful–for good reason. Career and income security, changes in role and management are at risk. Connection is the ability for leaders to communicate in ways that acknowledge the emotional impact of crisis.  This is an area where coaches can be especially helpful, as emotional awareness, intelligence and related skills are in their coaching “wheelhouse”. From a neuroscience perspective, when individuals feel seen and understood, the threat response in the brain decreases. This increases adaptability, flexibility, and problem-solving capacity.

Coaches can help leaders:

-Increase awareness of expected stress-related emotions and reactions.

-Enhance employees’ coping abilities, even when outcomes are unknown, through empathic understanding.

Here is an example of an empathic statement:

“I know many of you are feeling unsettled. That makes sense, given the uncertainty.”

-Listen to employees’ concerns and respond with helpful nonverbal behaviors, including attention, nodding, and mirroring. Remind leaders that employees will not know they are concerned unless concern is shown.

A quote our team often uses is “No one can see your intellect, character, or soul. They only know what you say, how you sound, and what they see.”

-Use inclusive language (“we,” “our team”)

-Facilitate meetings which focus on team member comments and questions, along with providing information and updates. A 50-50 split between listening and talking is recommended.

-Consider 1:1 meetings with key influencers to understand impact on their teams, how leadership can be most helpful, and ways to cascade communication updates throughout the organization.

-Express appreciation explicitly and often! Sharon Weinstein, Owner and CEO, SMW Group, emphasized the importance of “celebrating small wins to build momentum for lasting change”.

For example: “I recognize that the new documentation is adding to your workload. The merger team is working to streamline the process. Thanks for pulling it off and keeping your team on board.”

Remind leaders that compassionate communication is long remembered, no matter what the outcome of the crisis.

3. Clarity: Communicating consistently and effectively

Clear messaging is always a priority for leaders, and more so during tough times.  This definition “leadership is having a theme repeated consistently” (attributed to Sydney Finkelstein at the Tuck School, Dartmouth College) underscores the importance of coaching leaders to be focused and organized before sharing information with team members.

Coaches can help leaders:

-Structure and word messages for maximum clarity

For example, coaches may suggest the HEE template, Headline (main point in 15 words or less)

“I will announce any changes in the organizational structure by May 1st , or as soon as the merger is finalized.

Empathy:

I understand that the unknown is hard to deal with.

Editorial (takeaway, recommendation, or action)

“We all look forward to being in a more clear and secure place. Meanwhile, please connect with your manager with any individual questions. “

-Deliver concise and frequent updates.

One efficient framework is the 4 W’s:

1st W: What we know now.

Share verified information only. Acknowledge what is unknown.

2nd W: What we will know or want to know in the future. Explain the decision-making

process and time frame when available.

3rd W: What we are doing currently, with focus on immediate next steps. Discourage

speculation and rumors.

4th W: What you (the employees) can do, to focus on any opportunities for new roles or training.

-Provide the right amount of information and detail to avoid overwhelm.

Keep in mind that well-meaning leaders often feel compelled to reassure prematurely.

Gwen Acton, CEO of the Vivo Group, and author of Leadership for Scientists and Engineers, observes that being candid about job security, as well as resources available to employees, reduces stress in the organization. She advises leaders to “ask for clarity about decision-making processes during crisis and importantly, for leaders to “focus on opportunities rather than losses” whenever possible.

For example, instead of: “We’ll be fine. I am sure this will resolve quickly.”

Say: “We are assessing the impact across three areas—operations, financial growth, and client engagement. We will provide an update within a day after we complete that analysis.”

-Develop a strategy and timeline for rolling out clear and consistent messages company wide.

-Prepare and practice messaging for town halls, small group meetings, and 1:1‘s.

4. Collaboration: Engaging for problem solving and decision making.

When teams are involved in generating solutions, they are more empowered and committed, especially during a crisis. Though final decisions are typically made by a governing group of executives, idea generation is ideally inclusive. Coaches are tasked with encouraging leaders to avoid withdrawing or interacting with only a small group of confidantes. Inviting input, consulting subject matter experts, and creating opportunities for feedback enhances strategic thinking, reduces resistance, and leads to best outcomes.

Coaches can help leaders:

-Create working groups and task forces, including key stakeholders.

Two biotech company clients going through a merger formed a team with representatives from both companies. A retreat was held to kick off the change.

Social and business connections were initiated, leading to early trust building as the merger proceeded.

-Encourage team questions and concerns which can be anonymously submitted.

-Structure brainstorming sessions with small groups

Leaders signal inclusiveness when they say:

“We are forming a working group with managers from operations, finance, and client

services to evaluate options. If you wish to participate, please reply.”

-Consider 1:1 meetings with key influencers in the organization to discuss impact on their teams, how leadership can be most helpful, and ways to cascade information throughout the organization.

Coaches have a unique opportunity and responsibility to support executive clients in their most challenging times.

The 4 C’s provide a solid integrated foundation for courageous leadership communication.

Competence builds confidence in leadership.

Connection enhances comfort in crisis.

Clarity reduces confusion.

Collaboration drives inclusive solutions and common understanding.

Leadership coaching provides the impetus and inspiration for implementing the 4 C’s.