By: Rick Chambers, APR

Rick Chambers, APR — Tue, 05 Mar 2024 18:51:11 +0000

Years ago, I was the media spokesperson when my company closed a site in a small community. A local reporter was going around trying to get employees to speak, so I went to the site leader and asked for four employees willing to share their perspectives honestly and thoughtfully. I met with them and said I wasn’t giving them talking points. I told them what I’d been saying, and then I added, “You don’t need to remember any of that. Instead, I invite you to say what’s on your heart. Share what you know and what you feel, as much as you feel comfortable.” Then I invited the reporter to come in to interview them while I gave them some space (though obviously still in the room). What ensued was an accurate, frank and level-headed interview. The employees openly shared their fears, disappointment and uncertainties, occasionally with tears. At the same time, they said they understood the business reasons and were grateful for the way the company was supporting them (letting them know early on, offering severance, job search, etc.). The reporter was surprised when they assured him I hadn’t told them what to say. The result was an outstanding page-1 story that helped the community understand and come to grips with the decision, showed how the company was helping those affected, and portrayed the company as both caring and transparent. Risky? Yes, hugely so. But it was the right thing to do, and companies should do it more. Layoffs and site closures aren’t just a bottom-line decision; they impact people’s lives and whole communities. If companies are going to make choices like this, they first need to have compassion for those affected — not just in word, but also in supportive deed — and second, they must have the courage to acknowledge the negatives in a meaningful, authentic way. When compassion, transparency and authenticity are the guiding principles, leaks become far less worrisome.

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By: Rick Chambers, APR