Trust in reserve
Babette Kemper is the CEO of Achtung! Mary and has been helping companies establish effective internal communication for years. What she observes time and again: Leaders who communicate rarely or only in a “polished” manner during good times are often left speechless when crises strike. Her advice: Train your communication skills before the storm hits.
We see and hear it from all sides: the pressure on internal communication is growing. Because when the storm rages outside, the truth comes to light inside. In times of crisis, when the numbers are shaky or the global situation is uncertain, we observe two completely different approaches, especially in the executive suites. There are those who suddenly fall silent. They withdraw, fine-tune their wording, and wait for certainty. And then there are the others—those who simply keep talking. They don’t shy away from the office grapevine even now; they remain approachable and intuitively find the right words.
The difference doesn’t lie in the severity of the crisis. It lies in the time leading up to it. Leaders who have always viewed communication as a formal act—a one-way street from the stage to the audience—often struggle in difficult times. They lack the training. Those who communicate only through polished speeches feel exposed without a script. And because no one can write a perfect script during a crisis, they choose silence.
But silence can be incredibly loud. Where information is lacking, rumors grow like mold in a damp corner. This is where many fall into a trap: they believe they must project infallibility to instill confidence. But the opposite happens. Employees aren’t mere vessels for corporate messages; they’re sensitive seismographs. They sense the uncertainty anyway. Anyone who tries to maintain a perfect facade now comes across not as strong, but as untrustworthy.
Modern communicators rely on continuity. Leaders who seek connection even in good times—who act informally and humanely—have an easier time weathering the storm. They’ve built up a reserve of trust. They don’t have to play a role because they’ve never pretended to be someone they’re not. Those who are used to approaching communication from a human perspective—that is, sharing unfinished thoughts from time to time or simply listening—don’t have to change their approach when the going gets tough.
This is a major opportunity for our industry and for every leader: Invest in building rapport while the sun is still shining! Use quiet periods to develop a communication style that fits your personality! Move away from stilted corporate language and toward genuine dialogue. This not only makes everyday life more vibrant—it’s the best insurance for when things get tough.
After all, “tough times” are almost a permanent state of affairs these days. This makes it all the more important that communication doesn’t become a chore, but remains fluid. Those who allow closeness don’t make themselves vulnerable. They make themselves credible. So: Exercise that informal communication muscle! Talk to one another—intuitively and directly! Then you won’t need to fear the storm. You’ll already be weatherproof.
