People seek reassurance. That’s true also for business buyers. And so, the sense of urgency, threat, panic that transpires from your content is most likely driving them away.
People seek reassurance. That’s true also for employees. And so, the unilateral changes, the top-down priority, the additional stress that are communicated with dry words are most likely driving them away.
It goes without saying.
“Now more than ever …”.
You can find great lessons everywhere, even in books you are just reading for pleasure and enjoyment.
“There is satisfaction,” he said to Dalinar, “in creating a list of things you can actually accomplish, then removing them one at a time. As I said, a simple joy.”
“Unfortunately, I’m needed for bigger things than shopping.”
“Isn’t that always the problem? Tell me, my friend. You talk about your burdens and the difficulty of the decision. What is the cost of a principle?”
“The cost? There shouldn’t be a cost to being principled.”
“Oh? […] Isn’t a principle about what you give up, not what you gain?”
“So it’s all negative?” Dalinar said. “Are you implying that nobody should have principles, because there’s no benefit to them?”
“Hardly,” Nohadon said. “But maybe you shouldn’t be looking for life to be easier because you choose to do something that is right! Personally, I think life is fair. It’s merely that often, you can’t immediately see what balances it.”
Brandon Sanderson, Oathbringer
There’s plenty of leaders out there these days delivering bad news. And if there’s one thing they should avoid when the time comes, is trying to frame it in a positive light. Particularly if they do not give space to the receiver to digest it all and get there themselves.
Sure, laying employees off can help caring for kids who are forced to stay home, give people the time to take that training, and dedicate hours to the hobby they have neglected.
But if you, as a leader, suggest that, you are merely trying to make it easier for you to deliver the news. It is a selfish act, one that is not needed.
It is pretentious to frame your marketing messages with the idea that all is the same, nothing has changed, and your product is as relevant as it always was (if not more). People have (momentarily?) shifted their assumptions and priorities, it might very well be that what was worth 100 two months ago is today worth 0. If your message sticks to 100, you are out of the game.
It is also pretentious to take out your crystal ball and assume you know what people will care about two months from now. The new reality, the new normal, is out of your understanding, and picturing your product at the center of it is tantamount to gambling.
Now is the only thing that matter. And the message(s) you are sharing in this moment will define your brand for years to come.
Take care of what is practical. Ensure there’s food on your table, there’s cash in your bank, there’s future for your business, there’s a salary for your employees and a product for your customers.
And take care of what is emotional too. Ask how people around you are, support them with kindness, help them address their needs, be there for them often and completely.
It is your responsibility as a leader to make space for both practical and emotional. If practical takes all of your time, you are doing it wrong.
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