Communicating During a Financial Crisis
It is imperative to plan how your district will communicate the financial crisis impact on your district. How we communicate during a crisis often defines the outcomes. Although, in the beginning, we may not know the complete picture of how cuts will impact individual districts, ensuring all stakeholders know how you communicate during the crisis can help strengthen your internal and external support and lessen the unpleasant side effects of a possible reduction in force.
One of the most significant repercussions of not communicating during a financial crisis, or any situation for that matter, is that it can ruin an organization’s brand. With higher expectations for open communication, not being as transparent as possible can crumble the district’s reputation. Rebuilding trust following a poorly communicated crisis is not a desirable spot. It is easier to plan and maintain trust rather than rebuild. In worst-case scenarios, it could lead to the resignation or firing of a superintendent and/or the leadership team. Potential future implications could include the ability to recruit new employees. However, most people value open and honest communication with their leaders. Below are strategies and tactics to help you plan how to communicate during your next financial crisis
Communication Strategies and Tactics
Maintain open dialogue.
Communicate early and often.
Outline your district’s communication strategies. Let people know where and when they can expect financial communication.
Depending on the audience, post all stakeholder financial communication on the website, internet, and intranet if available.
Consider using social media to help communicate your message.
Consider video messaging and posting on YouTube, your district website, and other social media.
Talk with your employees. Utilize two-way communication strategies.
Ask employees about the best ways to find significant cost savings through a survey.
Ask constituents for cost savings ideas in an open community forum. Some of the best ideas may come from those outside the leadership team.
Consider a Q & A communication where the Superintendent and/or the Finance Director respond to questions.
Make sure to eliminate education jargon.
Eliminate uncertainty whenever possible. Below are sample statements that you might consider utilizing in your communication.
We prioritize reducing costs wherever possible with minimal impact on the classroom, teachers, and students.
Although we continue to look for additional cost-saving measures, the drastic state budget cuts and the recession may come down to a reduction in force.
We have implemented all the cost-saving strategies we could, and unfortunately, we will have to eliminate positions.
Detail out the possible list of positions or departments that may face elimination.
List positions that are retiring and not being refilled in a separate list.
Center for Communication & Engagement provides services tailored to the unique needs of schools and educational organizations. Our passion is what propels us in providing teachers, students and classrooms with $1 billion in resources to date. We have more than 22 years experience in school Public Relations and are battle-tested when it comes to the challenges, needs and opportunities facing our schools today.