Honest and frequent communication is critical amid a corporate tragedy

The fallout from Brian Thompson’s murder in New York City earlier this month likely extended far beyond those who knew and loved the CEO of UnitedHealthcare. Over 396,000 people work at the insurer’s parent company, UnitedHealth Group.

And when tragedy strikes a company, leaders must think about how it may affect all of their employees, regardless of the event, said Jeff Gorter, vice president of clinical crisis response at R3 Continuum, which provides mental health services to organizations dealing with disruptions. The actions may differ based on the circumstances—employees shocked over their CEO’s death may not need the same help as those dealing with homes destroyed by hurricanes. Communication, counseling, and links to relevant services are key parts of an overall strategy, he said.

“There’s no one right way to feel. The impact can be as varied as the employees in the organization,” said Gorter. Using the death of a CEO as an example, he said people who were close to their company’s leader may wrestle with the emotional impact of the loss. Those who didn’t know the individual could be more concerned with how the death will impact their job.

That’s why it is critical to communicate quickly, even if the situation is still developing and there isn’t a definitive action plan. Gorter said if companies wait to formulate a full response, they risk employees thinking the company doesn’t care and losing momentum in addressing the situation. He said it’s okay for leaders to tell employees that they are struggling with the incident and aren’t sure what to say. “They will follow a leader that comes with that, as opposed to one that says, ‘You know, I’m strong, and this hasn’t touched me at all. Let’s get back to work.’ That’s a leader that lost his team,” said Gorter.

Mindful communication is essential, said Natasha Desjardins, a senior HR specialist at Knowledge Bank. Desjardins said leaders shouldn’t say, “We are all in this together,” as was often stated during the Covid-19 crisis. People have different economic circumstances, she said, adding that during a flood, one employee may be facing homelessness if they can’t get FEMA aid, while another might be jetting off to a family summer home.

“Don’t assume that everyone is experiencing the crisis the same way,” Desjardins said. “People grieve differently. People grieve at different stages.”

Listening to employees is key to creating solutions that will actually help. Desjardins said that organizations need to create spaces for employees to express their concerns and ask questions, since they may raise issues that executives aren’t contemplating. For example, if there are threats against an organization, some employees may fear going to work. She added, a senior executive who is driven to work in a limo and dropped at the door may not have the safety concerns of employees who walk to the office.

“Invite them in to be part of the solution, because otherwise, you have blind spots,” Desjardins said. “I think that it is an opportunity to work collaboratively in a way that also restores and maintains trust with your employees.”

Gorter said that after a tragedy, the first step an organization should take is contacting its Employee Assistance Program to see what services it can provide. R3 sometimes works with EAPs to develop a plan, which has three parts: give employees a chance to vent about what has happened, validate their feelings stemming from the event, and educate workers on self-care and coping skills as well as refer people to more counseling if necessary. The company can also provide other types of information depending on the situation such as how to apply for FEMA grants.