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4 tips for better frontline worker crisis communication

4 tips for better frontline worker crisis communication

by | Mar 26, 2020 | Crisis Communication, Employee Communication, Feedback

During unprecedented times of crisis, there’s no leadership playbook to follow. New definitions of the workday, combined with endless streams of unnerving news can be the cause of anxiety and distraction among staff. As an organization with employees directly affected by these uncertain times, the anchor for your workforce is strong communication.

The most important factors of good employee communication during a time of crisis rely on a few key foundational elements.

1. Establish psychological safety

Everyone needs to know that they will be taken care of and are supported. Without this basic pillar, employees can’t perform in their roles. Establishing the bedrock of safety is paramount, where executives, and management all need to actively listen with empathy, allowing all organizational members to be heard if they have concerns or feedback. Being supportive allows people to feel secure, safeguarding them to progress to the other subsequent stages.

2. Communicate with structure and clarity

Crises by very nature can cause panic and uncertainty. This can be counteracted with a communication approach that is clear and concise. Giving people direction where and how they should proceed has been the hallmark of many health and government organizations. There can be no room for ambiguity or misinterpretation, so being direct is of utmost importance.

3. Reinforce meaning

As the world starts to abide by the principles of social distancing and self-isolation to curb the impact, some organizations are required to maintain operations and are critical to supporting communities and society. Continually reinforcing the purpose they are serving can bring a great deal of purpose and individual fulfillment.

4. Highlight and celebrate the impact

Performing during uncertain times is stressful and taxing. Organizations should sincerely take the time to highlight and recognize the unsung heroes and contributors. The ability to showcase these unique moments will have a lasting positive for employees within it. For an organization, having a digital and/or physical community of peers that are seeing and feeling the impacts in near-real-time provides an incredible bonding experience, one that will endure as businesses rebuild.

How to deliver bad news: 3 CEO statements that stand out

How to deliver bad news: 3 CEO statements that stand out

by | Mar 26, 2020 | Crisis Communication, Employee Communication

As the world continues to enforce social distancing measures during the COVID-19 crisis, multi-unit brands are shutting locations and having to articulate extremely difficult decisions that have directly impacted the livelihood of employees. While no amount of corporate communications training can make delivering these messages less difficult, some stand out as particularly noteworthy examples of leading in a crisis.

Danny Meyer, Union Square Hospitality Group

The bad news: Closure of all restaurants. After several days of keeping employees on payroll, USHG made the difficult decision to lay off hourly and salaried employees.

Excerpt of CEO statement on USHG corporate website:

“In the 35-year history of Union Square Hospitality Group, this is, without a doubt, the most challenging period any of us has ever encountered as leaders. Reconciling who we are as a people-first company with this brutal moment is nearly impossible… We’ve always endeavored to put our people first, and so to conduct such a massive layoff of our cherished colleagues today leaves me gutted. Never could I have fathomed a time where the only path forward would be to lay people off so they can receive unemployment, while this company fights to see another day when we can return to our full staffing levels.”

Why it stands out: This statement in its entirety is particularly heartbreaking and is clearly the hardest thing Meyer has ever had to write. What it does is convey transparency on the agony of the decision and the path forward, while outlining USHG’s relief fund for those affected by layoffs. Meyer also put forward a video message, allowing him to speak directly to employees in an even more authentic way.

Arne Sorenson, President and CEO, Marriott

The bad news: Marriott is closing properties and furloughing affected employees.

Excerpt of CEO message from Marriott twitter video:

“I can tell you that I have never had a more difficult moment than this one. There is simply nothing worse than telling highly valued associates—people who are the very heart of this company—that their roles are being impacted by events completely outside of their control.”

Why it stands out: Described by Inc. as a “powerful lesson in leading during a crisis”, there is nothing about these 6-minutes that is sugarcoated. Sorenson’s statement has been called a masterclass in leadership, and not just because he announces forgoing his salary and cutting the executive team’s by 50%. Again, video as a medium delivers the gut-wrenching message with the humanity it requires, balancing the delivery of the decisions Marriott has had to make.

Emily Powell, Owner and CEO, Powell’s Books

The bad news: Indefinite closure of stores and staff layoffs

Excerpt of CEO message from Powell’s corporate website:

“I have always described Powell’s as resilient: lumbering sometimes, full of quirks and personality, but always resilient. We are having that resilience tested as never before. As you all know, we made the decision, with only a small amount of time to act, to close all of our stores over the weekend. We felt we could not wait a moment longer for the sake of the health of our community. We had hoped to find some way to consider this a short-term closure. Today, only one more day out from that decision, we now understand what we all must face: an extended, difficult period of significant measures to protect public health.”

Why it stands out: Emily Powell’s words are genuine and reflect a true affinity for her community and employees who were the heart and soul of the business. Her commitment to “keeping Powell’s alive for the next generation of readers and writers” delivers one authentic message to a number of audiences at once. The beloved bookstore has long been a cultural fixture of Oregon and the brand’s character jumps off the page.

The global pandemic has tested the leadership and crisis communication of CEOs in ways they simply had never been trained for. Those who have delivered their message with clarity, honesty, and empathy have stood out as leaders who understand the value of effective communication when finding the right words are nearly impossible.

3 reasons to invest in your frontline workers during market instability

3 reasons to invest in your frontline workers during market instability

by | Mar 12, 2020 | Employee Engagement

Don’t neglect your frontline associates – especially now. 

Unforeseen market factors are a potential risk to any business, but for experience-driven, multi-unit brands, an engaged frontline can be a powerful stabilizing force through times of uncertainty. Positive economic outlooks can shift in the blink of an eye, and it’s during these periods of volatility that you need your frontline associates to be even more aware of and aligned with company directives while feeling engaged enough to deliver on customer experience as a differentiator.

At Nudge, we advocate for the people who bring the brand to life every day and represent the “human factor” that customers are increasingly seeking. As global markets undergo extreme unpredictability, it’s more important than ever to invest in your frontline. Here’s why.

1. You’ll connect and empower your frontline workers

Frontline workers are often at an inherent disadvantage compared to desk workers when it comes to timely access to information and continuity of communication. These factors are amplified when head office is delivering important updates and policies to address uncertainties. The frontline workforce is one that is unable to take advantage of working remotely when health concerns arise, and frequently experiences lags in critical company communication when they need it most.

One of the most effective ways to reach and alleviate the concerns of your frontline is through engaging micro-communications, delivered through a mobile channel that users love. When you need all employees to be aligned on brand message, you can’t rely on email bulletins or second-hand updates to reach the associates who interact with customers face to face. If your frontline staff are going days without hearing important updates directly from head office, they’re likely feeling isolated and looking to leadership for inspiration and reassurance.

2. You’ll mitigate the risk of employee turnover

We’re already seeing the most competitive job market in decades, with hourly worker turnover at an all-time high. These are the realities multi-unit brands face even when markets are stable, but can rapidly escalate into risk mitigation during instability, exposing staffing issues that the organization wasn’t prepared for.

The experience-driven brands who endure the highs and lows in market and consumer confidence are investing in their frontline associates with a long-term view of sustained communication and engagement. They align their company goals with frontline communication and seek real-time feedback from the people in the field. Research from Nudge supports this investment, showing higher retention rates of staff at Nudge-enabled locations, with over 80% of users reporting that Nudge helps them do their job better.

3. You’ll capture higher sales

When foot traffic declines, it’s more important than ever for associates to make the most of each and every customer interaction. How can your frontline more effectively drive positive revenue impact at critical points of conversion in the customer journey?

We’ve seen leading brands deliver impressive lifts in promotional sales and offers, even during dips in consumer confidence. The ones driving the most effective initiatives are tying sales goals to their frontline communication strategy and delivering high-impact programs with the added benefit of increased employee engagement. For example, in February of this year, a global office supplies retailer using Nudge saw a 200+% lift of in-store sales in a key category, through a targeted mobile employee program. Arming your frontline with the tools they need to excel at their job will help drive consistency in results and customer experience through fluctuations in market conditions.

Nudge is the best way to keep our regions informed. It’s very difficult for our hourly associates to see the emails and other forms of communication that the team leaders see. Giving everyone the same opportunity to know what is going on in the business is crucial to our success as a team and overall company.

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The secret to customer loyalty in fast casual? Your frontline staff

The secret to customer loyalty in fast casual? Your frontline staff

by | Mar 9, 2020 | Foodservice, Operations

In food service, one of the categories to watch in recent years has been the fast casual chain. In fact, it’s actually been called the biggest food trend of the past decade by The Washington Post. As fast casual brands capture a growing share of the restaurant market, there’s a different kind of battle for customer loyalty taking place. The key to success for many fast casual chains as the Post points out has been the ability to put the diner in charge, with quality, customization and customer experience, all built into the business model.

The magic number in customer loyalty: 4 visits

Fast Casual declares four visits to be the “magic number” for sustained customer loyalty in this fast-growing segment. Attracting new customers is, of course, a key area of focus for chains establishing a foothold, but industry stats also reveal the following:

  • After the first customer visit, there’s a 50-50 chance they’ll return
  • Once a customer has visited twice, there’s a 70% chance of return
  • After a fourth visit, the repeat visit percentage jumps to 85%

The key driver in customer loyalty: your frontline staff

How can fast casual brands elevate customer experience during these critical first-to-fourth visit interactions? At Nudge, we believe strongly in empowering associates to bring the brand experience to life and driving customer loyalty. As fast casual offerings become more diversified and consumer expectations increasingly favor convenience, speed, and experience, the frontline associates are a key driver of these factors and will help determine whether or not first time customers will return for a second visit, let alone fourth.

Frontline staff who are engaged and inspired to deliver on the experience today’s “fast casual foodies” are seeking can be a strong differentiator in a highly competitive category. The foodservice brands who lead the pack understand the value of reaching and effectively communicating with their associates, empowering them to keep pace with evolving menu offerings, limited time offers, and drivers of consistent customer experience.

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“Always be consulting”: The new store associate mantra for improving the customer experience

“Always be consulting”: The new store associate mantra for improving the customer experience

by | Feb 13, 2020 | Employee Communication, Operations, Retail

With growing customer expectations and direct-to-consumer brands gaining momentum (and market share), you may be wondering, how can brick and mortar excel in this new environment? At the Future Stores East Conference in Miami, leading retailers shared their hypothesis on building for the store of the future and the role technology, people, and processes will play in evolving the customer experience.

While AI and other emerging technologies received notable mentions, one thing is clear – store associates will continue to play a critical role in delivering a remarkable customer experience in-store, even as brick and mortar becomes increasingly digitized.

Meet rising expectations with consultative sales practices

Store operations leaders will be familiar with the age-old sales mantra, ABC or “always be closing”. This expression has previously been used to encourage store associates to find the quickest opportunities for a sale when interacting with a customer in-store. According to Gene Lunger, EVP, Licensee Operations, Business Development & Retail Education at Ashley HomeStore, this model is no longer sufficient to meet the rising expectations of today’s customers.

Instead, Lunger recommends that brands focus on consultative sales practices, which helps store associates uncover the unique needs and preferences of customers to effectively guide them along their path to purchase. Leading retailers that are able to encourage genuine associate-customer interactions, with a focus on consulting-like practices, will be able to deliver more personalized in-store experiences and improve overall customer satisfaction.

Empower store associates by sharing the “how”

To develop consultative sales practices in-store, frontline store associates must not only be empowered to take ownership of their role in delivering the customer experience but also understand the specific actions that will deliver the right experience. To do so, April Wagner, Sr. Director of Customer Experience Strategy at Best Buy, shared her methodology for enabling Best Buy associates to deliver on their customer experience vision.

Wagner shared that developing a CX vision provides a north star for all of an organization’s efforts, aligning associates to deliver not just a positive experience but the right positive experience — one that delivers on the promise of your brand. Once a brand’s north star has been established, it can then be broken down into the actions and behaviors store associates can take to deliver the experience customers need, want and expect from your organization.

At Nudge, we believe that technology can help brands influence and inspire store associates to deliver consistent and remarkable in-store experiences. To learn more, check out our Lookbook,written especially for experience-driven brands who are seeking more meaningful experiences for their customers through their physical footprint.

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