To illustrate how communication strategies need to change, let me cite the example of a golf club in a city with a population of 10 million. The club started with a small membership in a laid-back city. However, rapid growth and a boom in one of the sectors saw the membership growing. Slowly, with a membership of 4500, a total disconnect began between members and the club's managing committee. Hence an initiative was taken—Golf with the President. Members were invited to express their interest in this once-in-a-month event. This is like what a few organisations have adopted—Lunch with the CEO and other initiatives to ensure that the leadership team is in close contact with the ever-growing and expanding workforce.
In my last article, I emphasised the role played by government communication in times of crisis and reflected on how world leaders can set examples for business organisations to follow when faced with a crisis. The role of communication as a strategic function is viewed as a serious exercise by senior leadership. Organisations headed by leaders who value and commit to being active enablers in this process perform with ease and can face a crisis confidently.
[This article has been published with permission from IIM Bangalore. www.iimb.ac.in Views expressed are personal.]