The COVID Communications Balancing Act: “Shoot from the HIPS”
I’ve been getting calls from clients asking what they should say to their stakeholders (and when) during these unprecedented times. I recently wrote about voice-of-customer and video voice-of-customer (VVOC), but what about marketing? And what about sales? Should we even try to sell something?
The first messages we all sent were vital. Most of those went out already and there wasn’t much time to think. But as the shutdown looks extended, what are the next communications? Lots of questions come to mind:
What form should communications take?
How often should we communicate?
What should we talk about?
Should we be promotional?
These are excellent questions and all valid. This is new territory. No person, company or country has faced the business and personal circumstances we all face right now. Ever. The only thing we can do is create a strategy based on experience, using the tools we have and tailored to your situation (audience, industry, criticality, etc.).
The one thing we should not do is stay silent. Over the next few weeks and months, the void will be filled with many voices, including those of your competition. You don’t want to tick off any of your customers by seeming opportunistic or aggressive, but you don’t want them to forget you either.
We’ve had the digital tools at our fingertips for some time, but perhaps didn’t leverage them enough. Now they’re all we have. Sebastian Jespersen of Vertic provides excellent insight on the new sales funnel, which is now a marketing funnel. So, with these digital tools, what do we build? What do we say?
As I reflect on this challenge, I believe we should “shoot from the HIPS.” I don’t mean we should just wing it. In fact, just the opposite. I studied numerous communications from the past two weeks and determined what the best of them had in common. I found those that resonated most with me have four key elements: They are honest, informative, personal and supportive. Let’s look at each one:
HONEST: Above all, our communications need to be honest. That means forthright, clear and not nuanced. We owe all our stakeholders the straight story. So, tell it like it is. There’s nothing to lose. We’re all in the same boat.
INFORMATIVE: Helpful hints, also known as thought leadership content, should take the lead now and in the coming days. Chances are, you know much more than your stakeholders about certain topics. Go ahead and share what you know, no strings attached.
PERSONAL: Make at least some of your communications from a real person…a person with a name and a face…maybe even you. We all need personal connections right now and there’s a window of opportunity to gain trust through authenticity. So be yourself.
SUPPORTIVE: Try to provide as much assistance to your stakeholders in this time of need. Whether you’re communicating with clients, employees, suppliers or investors…be creative in thinking through what could be helpful to them. Be empathetic.
Optional:
FUN OR INSPIRATIONAL: Depending on your product or service and the situation your stakeholders might be in, you could include lighter content that’s not as serious or represents an escape from intensity. Don’t lead with this and use your best judgement. (Sorry, an “F” or “I” doesn’t work on the end of our “HIPS” acronym!)
For a great example, read this letter from Bob Wheeler, President and CEO of Airstream (maker of iconic travel trailers and touring coaches) to their constituents. While I’m not a customer, I subscribe to their newsletter as I do hundreds of companies in order to monitor marketing practices. The newsletter contained these 5 links – perfectly balancing each of the best practices I’ve identified:
1. Tips on WFH (Work From Home) in your Airstream (HELPFUL)
2. An article about disinfecting your Airstream (INFORMATIVE)
3. A letter from the CEO (PERSONAL)
4. An amazing list of contacts and connections (SUPPORTIVE)
5. Clever link to a Zoom video background image (FUN)
One more thing. You might need to change parts of your business model to adapt to these changing times. The changes you make might be for the benefit of your customers or suppliers, be something you need to do to preserve your business – or both. If you need to make some tough choices, communicate those in a straightforward manner as well, being sure to highlight the mission that drives your organization at its core. A wonderful example is a letter from Marcus Wainwright, CEO of the NYC-based clothing company Rag & Bone, in which he announces their reasoning behind price reductions.
As you navigate these uncharted waters over the next several weeks, don’t be afraid to communicate. Speak up and reach out. Use the HIPS litmus test. And don’t hesitate to reach out to me, as I’ve offered before, if you want another set of eyes on something before it goes out. I’ll take a look at no charge.
Take care!