Ken Kurson has written about the need for there to be differences made among business executives in a variety of different industries, in order to stand out and succeed most effectively. To leave your own footprint, you need to have a lasting impact. In order to have such an impact, you need to not only do good by your consumers, your employees, your staff and others, but you also need to communicate an uplifting message consistently to all of those constituencies.
This can be done in a nimble way and approach. Over a protracted period of time there should be consistent efforts made at investing in communicating messages that are clear and that are unambiguous to various constituencies that your hospitality venture is seeking to cultivate and target. Among these constituencies are of course your own workers and employees. And with the economic fallout in the wake of the Coronavirus epidemic, we can see ourselves the value that such steady and nimble communications can have. The effects are tremendous and they are very constructive.
Ken Kurson believes that the way for hospitality companies to be able to continue fostering a level of goodwill with these various constituencies is by ensuring that there is a steady roll-out of messaging that is accurate and also pointed to these audiences. The audiences must be aware of whatever changes or developments are taking place on the commercial side. It is especially imperative for staff and employees of the various companies to be kept in the loop on all of these matters, collectively.
When things go awry or there is a crisis that hits whether of the magnitude of the pandemic or even one that might be smaller, these communication channels will prove very valuable in implementing a communications program that leads to substantial success spanning the gamut in a variety of different ways.
Efficiency matters. And building and generating loyalty and trust among the different constituencies is invaluable for a lot of reasons, that can be elaborated upon at a further time down the road. For example, staffs need to be made aware of any adjustments that are being made on the corporate and operational side, so that they can adapt accordingly. Changes aren’t always unhealthy. For businesses, changes can actually prove very useful and valuable.
In fact they can be a hotbed for innovation, creativity and creating environments of changes that end up proving very fruitful and productive for commercial businesses. In fact, in some situations these changes can prove especially lucrative. But change can be difficult if there isn’t a proper communication channel available in order to ensure all proper constituencies are aware of the adjustments being made.
These communications don’t necessarily have to be made in real time. But they most certainly need to be made within a reasonable time period from the time of the crisis originating, that necessitates the adaptations and modifications to the business’ various programs. For example, one of the things that many businesses have done is use external communication channels that work in a supplemental but often seamless fashion with their own internal communications teams. This ensures that there isn’t any confusion sown between the parties. This is important, so that everyone is on the same page. It’s also important for a different reason. Goodwill that is developed between senior management and more junior level staff is irreplaceable in terms of the value that it can offer. The trust that it creates between the parties is of paramount importance. That trust should be leveraged accordingly.
With that trust in line, Ken Kurson has advocated for a traditional model that ensures there isn’t any miscommunications that are made in the process as things unfold. This is a very unique and important idea; and it is one that many hospitality executives have taken seriously when developing their own communications programs in responding to all the shifts in their business that the Coronavirus pandemic has brought to the surface and unearthed.
When there are changes made in a corporate environment that businesses need to respond to, it needs to be done in a swift fashion. Time is the most valuable commodity in a crisis situation. And in order to have time on your side, it is of particular importance for there to be an effort made preemptively to develop a crisis communications program that is strategic and that will have a real effect, when implemented.