Covid-19 has enforced a huge impact on all our lives, professionally and personally, and has caused a huge shift in the way we communicate with each other.
The Microsoft CEO, Satya Nadella, summarised the change by saying that “We’ve seen two years’ worth of digital transformation in two months”. Looking beyond this incredible rapid change to the channels we are using to communicate, there has also been a noticeable shift in how businesses are talking to their staff, customers, investors and broader stakeholder community.
But how much of that has been a necessary response to the crisis, and what will endure as lockdown measures are eased?
We take a deeper dive into five things that have changed for good in the communications landscape:
The nature of the Covid-19 crisis has forced businesses and leaders to communicate frequently and openly to employees, customers, shareholders and suppliers.
We have quite literally seen into each other’s lives through a constant stream of video calling, a previously undreamt-of insight into our colleague’s personal lives.
This transparency has forced leaders to embrace authenticity, be more empathetic and available than they would have been ordinarily, which has been valued by employees.
Remote working is likely to endure for the foreseeable future, but even once things return to a more normal footing businesses and leaders would do well to maintain regular and authentic communications – their stakeholders will now be expecting it.
As the situation evolves, businesses are going to need to think strategically about how they manage their communications across a variety of scenarios and channels depending on what the recovery looks like.
Planning for this should be a top priority.
Consumers, regulators, MPs, government, employees (both current and future) and the media have all been watching how businesses have behaved during this crisis. Select Committees are already holding inquiries into how some industries have behaved.
Business who have taken financial support from the government whilst paying out dividends or bonuses will be questioned; high executive pay will look even more unpalatable in an era with potentially record levels of unemployment.
This increased scrutiny will only increase the importance of corporate responsibility, or ESG (environmental, social and governance) as it is called in the investment world.
Businesses will need to be able to demonstrate their impact above and beyond profit – their tax strategy, social impact, climate strategy, supply chains, employment practices will all be under the microscope from a variety of stakeholders.
Companies that don’t have a positive story to tell on responsibility will need to develop one. And organisations who want government to listen will need to be able to show they have a positive, helpful and responsible impact on society.
Every organisation’s business continuity plans have been tested over the past few weeks and going forward more organisations will take risk planning seriously.
The new reality will demand it – every business will need to make judgement calls about acceptable levels of risk for their employees to return to work and how they operate over the next 18 months.
Reputational risks will be rife in the ‘new normal’, businesses will need make sure they are ready. Organisations without crisis communications plans and risk registers, regularly updated and reviewed as standard, will also put these in place so they are prepared for the next time.
Stakeholder lists need to be reviewed and updated, channel strategies and messaging refreshed, and tone of voice carefully adjusted.
Leaders should think about ensuring their media training is up to scratch, their knowledge of the messaging locked down.
Finally, businesses should make sure they appoint dedicated issues and crises team with clear roles and responsibilities assigned.
Some will already have all of this in place and will simply need to review and update, others will be starting from scratch.
In the ‘new normal’ not being prepared is not an option.
The financial impact of Covid-19 for the public purse will be felt for years to come – bailout measures plus significant reductions to expected tax income will threaten the Government’s ambitious spending plans unveiled in the Budget just a few short weeks ago.
The government will be looking for creative ways to plug that shortfall, but where to target tax rises will be highly controversial.
To make matters worse, don’t forget this is a newly elected Government, elected by a swathe of new Conservative voters in traditional Labour seats who’s battle cry has been to “level up” Britain.
However, what is a headache for the Government is an opportunity for business.
Creative, bold and eye-catching policies, assuming they have minimal or even positive revenue implications, will be welcomed.
Anything that can be seen to contribute to the recovery from Covid-19 or creates jobs will be listened to.
It seems a way off now, but with an election in 2024 businesses should think about how they can help the government find a legacy that can they can take to the ballot box.
During the 2016 Referendum, Michael Gove famously told Sky News that “people in this country have had enough of experts” and for much of the following years that appeared to have been prophetic.
Emotion, rather than evidence, has been in the ascendancy, with how they voted in the divisive 2016 ballot seen as the decisive motivating factor behind decision making.
Covid-19 has turned all of that on its head, the experts are back.
The Government’s entire communications message has been that our response is “led by scientists”, even to the extent of giving unprecedented airtime to the Chief Medical and Chief Scientific Officers, roles few in the general public would previously have been aware of.
In the post-Covid environment businesses will have an opportunity to offer their expertise to government and position themselves as authorities in areas where they have specialisms. We have seen how government is keen to work with businesses during the crisis through programmes like the Ventilator Challenge, and that mindset will continue through the recovery.
Where organisations can provide evidence bases, insight or add to the public discourse they should seize those opportunities, people will be listening.
As we move into Phase 2 of the Covid-19 crisis, there will be continued uncertainty to navigate we tentatively ease elements of the lockdown.
Some businesses will be aching to revert to normality as soon as possible, but things will not go back to the status quo – markets and attitudes will have evolved in response to the pandemic, and not all businesses will respond to their new environment.
As we discover what the ‘new normal’ looks like, those that succeed will have learnt some valuable lessons from the past few weeks, not just about video calling and remote working, but fundamental shifts in how they can and should approach communications.
Those that heed those lessons can flourish, for those that don’t there may be more challenges to come.