Cutting Through: Courage, Connection and Communication
This article is part of a series of pieces exploring leadership through disruption. Check out previous articles about evergreen leadership behaviours and decision quality.
Great leadership isn’t exclusive to politicians and corporate bosses. Earlier this year the COVID-19 crisis placed small business and community leaders on the front line, navigating public urgent health concerns, process upheaval and economic uncertainty. Suddenly, all sectors of business, retail, hospitality, health and public welfare found themselves grappling with multi-channel crisis communication as they reached out to clients and communities.
In response to COVID-19, a tidal wave of corporate communication tumbled through our in-boxes and newsfeeds with updates about “standing together” in “unprecedented” and “challenging times”. In mid-March this year, through the static and noise, one message cut through and spoke directly to me. It came from Kon Kotsiras, owner of Slinky Hairdressing in Melbourne, setting out reasons for closing the salon.
It was a long message, but one section leapt out:
“A hairdresser’s job description is mostly based on hair, but it’s also about relationships. We are untrained counselors. I equally love that part of the role…We listen, we often repeat similar conversations and the conversations that took place last week were far beyond most people’s comprehension. There were tears, uncertainty and an overall weight that was extremely hard for our clients, myself and my team to wrap our heads around… People are afraid, we don’t blame them.”
He then set out exactly what steps the salon would take in response to COVID-19. No claim to have all the answers, but a clear commitment to communicate and to make decisions based on his clearly articulated priorities: client and staff safety; client experience; and quality service.
Finally, he signed off: “Here’s the silver lining… think of the mullets, how many of you explored growing your hair, seeing what your natural hair colour was, changing your hairstyles. Now is the time! I just had a moment thinking about the tools our clients are going to use in the meanwhile to do a little snip here and there. If you’re cutting your own hair LESS IS MORE! and please STAY AWAY FROM KITCHEN SCISSORS!”
Why was this particular message so effective? Because Kon reached out an made a real, human connection through authentic vulnerability. He demonstrated genuine empathy in relatable language, he took time to acknowledge and share in his clients’ anxiety and he artfully used humour to cement affinity and shared experience. Critically, he reinforced the central values and integrity of his business’ brand: client safety, client experience and quality service.
In January 2020, Professor Julie Leask published an article on crisis communication and the role leaders play in a public health crises. Leask highlighted leadership lessons from Australia’s catastrophic bushfires, but these lessons were prescient for the upcoming COVID-19 pandemic. The main elements of crisis communication are:
· to communicate information and calls to action
· to convey a sense of control and care
· to boost morale and calm people.
As Leask points out, none of these can be achieved without trust and integrity.
We trust and believe people who act with integrity, who are authentic and who genuinely value human connection. As Brené Brown famously pointed out in her blockbuster 2012 TED talk, wholehearted leaders earn trust and genuine connection through vulnerability and authenticity. They have “the courage to be imperfect…the compassion to be kind to themselves first and then to others…[and] connection as a result of authenticity.”
Respect and empathy play a critical role in this process: I want to listen to you and your experience is important to me. Genuine human empathy means slowing down and taking time to listen.
Emergencies don’t easily allow time for deep engagement, but as we saw during the Australian bushfire crisis, you cannot shortcut empathy through forced handshakes and rushed communication.
Now back in the salon, and dealing with a packed schedule of clients, I asked Kon to reflect on his approach to leadership, communication and customer experience.
How important is communication with your community and clients?
In my industry its often the small things, remembering the clients name, haircut or colour formula. We all feel appreciated if we are heard, acknowledged, shown gratitude and empathy. Hairdressing is about an experience. The experience can only be delivered with great communication, through listening and understanding, trust and respect.
Honest communication is really important. There have been moments where I simply had no answers so felt it important to be transparent. This has had a profound impact on my relationships at work and home. It’s OK to be human. In fact it’s important to let your team and family see that. Empathy often arises in these situations. It’s also a great way for the people around you to reflect and ask themselves have I contributed or participated in this moment?
What about communication with your team?
It’s important to develop relationships of honesty, trust and integrity. They need to feel a sense of belonging and purpose. We all feel better when we have had a chance to open up, talk things through and in my opinion is the only way to have authentic, long term relationships. Everyone has a voice and every voice needs to be heard
What is the hardest part of communication through change and disruption?
Being vulnerable and surrendering to the unknown. Often most of us like to have all the answers. Letting go of what we know especially during times of uncertainty leads to fear. We all crave stability. People often need valid reasons for change. It takes time, patience and a lot of nurturing to implement change but it’s important for growth.
Change is inevitable and I have often found there is something positive that comes from disruption. A new idea, collaboration and teamwork. It’s an opportunity to create something better collectively. There will always be change and disruptions it’s about navigating your way through the fear together and finding a solution. In fact, upon reflecting, most my learning has come from change and disruption. It’s unsettling but it’s life and we need to embrace it.
How has 2020 tested your own resilience as a leader?
It’s been difficult for everyone to get their heads around COVID-19. My team, clients and the community have been scared, understandably. Team members have needed guidance, assurance and guarantees. It’s been a waiting game. It has been important to manage expectations honestly. The community has shared similar stories of fear and uncertainty. Most small business owners are fighting to keep their staff employed, to pay rents, wages and utilities. There is no doubt it has been an unsettling time.
I felt the best I could do as a leader was be honest with everyone around me. I believe for relationships to work successfully there must be trust. I had a duty of care to keep my team, my clients and our community safe. That was something I could control.
How have you fostered resilience in your team and/or with your community?
Through hope. Experience has taught me that no matter how hard a situation seems we always get through it. In most situations better off for it. Regular conversations have been imperative. It’s been important to talk through the fear, the negatives and then look for the positives. Gratitude has been profound.
Its OK not to have all the answers, to put the brave face on, but we have so much more to look forward to. There are people that care, that appreciate us. Purpose, a reason to get out of bed. Thanking my team and clients for their support and contribution. There is always light, we just need to remove the obstacles to see it. In my opinion gratitude dissolves fear this has been my practice for getting us through this time.
What is the most important priority for you as a leader?
Establishing honest relationships. Having the ability to connect. In my opinion it’s about being human. Being proud and celebrating the good decisions but equally taking responsibility for the bad ones. I feel often people place very high expectations on leaders. We place a lot of emphasis around being perfect, having all the answers. COVID-19 has been a big test. Very few leaders have had answers. It’s this uncertainty that has unravelled our communities globally. The test has been integrity. Do the people I have in my life at home and at work matter? Are they genuine? Do these relationships have trust, empathy, compassion? These are important assessments to make regularly.
Trust is so important. Throughout my career as a leader and personal life this has been the most important quality I seek and choose to invest in. We need to provide our families, partners, friends, work colleagues and communities with security. Trust encourages success and without a doubt brings the best out in people.
What’s your proudest moment of 2020?
Choosing to keep my team and community safe during COVID-19. I had the option to continue trading and maintaining financial stability. It didn’t sit well with me spiritually. Success is often validated by two main objectives: money or relationships. Fortunately for me, I made a decision that is aligned with my values. I care too much about people.
