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Communication in Times of Stress: The Most Common Mistakes CEOs Make
Failing to convey the message clearly or choosing the wrong channel are the most common mistakes.
How can business leaders improve the way they communicate with their teams during difficult times?
(G de Gestión) According to talent management consulting firm Cornerstone, periods of greatest tension in a company typically occur during organizational changes, restructurings, a change in CEO or executive committee, the purchase or sale of an organization, performance evaluations, or
when market uncertainty affects the company. How should leaders communicate with their teams during such times?
Diego Cubas, CEO of Peru and President of LATAM at Cornerstone, states that CEOs must first focus on the substance of the message—what they aim to achieve through that communication—and then on the form, which needs to be clear, concise, direct, and, in some cases, empathetic. “Conveying messages in this way prevents misinterpretations,” he emphasizes. The goal is to communicate effectively so that the message is understood and has an impact.
What are the typical communication mistakes?
This is easier said than done, especially in high-pressure situations. Cubas identifies seven communication mistakes that CEOs often make, ranging from failing to convey the message correctly to not using the right channels to do so.
1. A message lacking substance and purpose.
2. Using the wrong channels.
3. Confusing and incoherent messages.
4. A message without structure.
5. Not listening to the team and making assumptions.
6. Lack of transparency and clarity.
7. Delivering messages without providing context to the audience.
Sebastián Ausin, country manager at HR tech firm Buk, believes that the main mistake general managers make is communicating in the heat of the moment, when they are still tense. “A leader must always convey calm and maintain a long-term perspective,” he says. Therefore, he recommends taking a moment to think before communicating with others, whether in person, virtually, or in writing. “When you’re angry, it’s good to write an email to vent your frustration, but never send that message,” he notes.
What are the best ways to communicate?
Ausin advises avoiding phrases like “We must…,” as they convey authority and distance. In times of stress, he suggests instead listening and deliberating as a team. “Many heads are better than one,” he notes.
Additionally, he insists that it’s advisable to take a break—even if just five minutes—to calm emotions before making decisions.
In situations of significant change, Cubas asserts that it is more effective to say, “We understand that these changes are challenging, but we will work together to adapt and overcome them. Therefore, based on a thorough analysis, we have decided to do the following…” rather than “We must
make drastic changes immediately.” “This approach reduces resistance to change and fosters collaboration,” the expert explains.
