By Evereth Woodruff 
Volatile markets, reductions in funding, mass layoffs, regulatory uncertainty – without question healthcare is in a time of tremendous change.
Change, while often positive – new babies, new jobs, new seasons – can also be stressful. The human brain is wired for survival, which means it is constantly evaluating our environments for perceived threats. When the brain perceives change as threatening, it triggers predictable neurological responses. These natural responses can, in turn, negatively impact performance, collaboration, creativity, and problem-solving capabilities.
The good news? With some thoughtful planning and transparent communication, you can limit the impact of the tumultuous times on your team.
The SCARF model, created by neuroscientist David Rock, provides a roadmap to help counteract these instinctive neurological responses. By understanding the neurological impact of change, organizational leadership can better communicate changes, ensuring audiences feel confident about the path ahead, despite institutional turmoil.
Creating certainty and control in uncertain times
Human beings crave certainty. A transparent, thoughtful message will be undermined if it is also ambiguous.
Unfortunately, the biotech and pharma industry continues to see high rates of layoffs and restructurings. These events are a time when I often see clients struggle with developing clear, authentic, and reassuring messaging. Employees, patient groups and investors alike will undoubtedly have questions. How will the company’s pipeline be impacted? Will data and regulatory timelines be changing?
When creating a communications plan in advance of a reduction in force, you may not have all the answers or know exactly how the future is going to look. That’s ok! If you can’t ensure certainty, it’s important to increase confidence in the process. Give your audiences something to count on like a monthly employee company update or a timeline when investors and patients can expect to learn more about pipeline progress.
Similarly, the need for fairness is deeply rooted in the human brain. Restructurings never feel entirely fair to those that are separating from the company nor those that are remaining. When communicating these difficult decisions, it is critical to be transparent and honest about the process and resulting outcomes. Clearly state the goals of the restructuring, how the decisions were made, and articulate specific ways the company will support separated employees as well as how employees can also support departed colleagues. While there are legal considerations dictating the amount of detail that can be shared, a high-level overview of the process will help to increase clarity and build trust in management.
In this present moment it is natural to feel out of control – biotechs continue to struggle to raise funds which threatens their long-term viability, the regulatory landscape is in constant flux, and labs and researchers across the United States are experiencing unprecedented reductions in funding. Yet having a sense of control over one’s environment plays a critical role in reducing stress levels and fostering feelings of stability, confidence, and psychological well-being.
Strong communicators understand the challenges presented when feelings of control are lost and will work to lessen the impacts by improving feelings of autonomy. For employees, this is particularly important. Help them gain a sense of control by establishing formal feedback mechanisms so they can voice concerns or ideas. Consider training managers on the psychological impacts of change and encourage them to avoid the biggest enemy of autonomy – micromanagement.
Increasing opportunities for engagement and connection can also help to improve emotional wellbeing because belonging is a fundamental human need. To enable collaboration despite the uncertainty and change, employees need to feel related and connected to their colleagues. In our virtual and hybrid world, team building over zoom isn’t always easy, but it remains as important as ever. In addition to in-office events, don’t forget to include online happy hours and trivia meet ups to help virtual employees stay connected.
The companies that do this best also use team-building moments to restore employees’ sense of purpose in their work. I have one client that regularly hosts fireside chats featuring members of the patient communities they serve, offering an opportunity to remind employees why their work matters. Having a sense of purpose can profoundly impact motivation, satisfaction, and overall performance.
Similarly, for investors, patients and other external audiences, don’t forget to engage outside of the big milestone events. Quarterly investor calls and patient advisory meetings should not be the only time to connect with members of the communities you serve. When planning your yearly calendar, think creatively about how to regularly integrate investors and patients.
Finally, don’t underestimate the role of one-on-one communication. Research has shown that managers are employees’ preferred method of communication. In fact, managers often have more credibility with employees than senior leaders. Provide managers with talking points and toolkits to ensure they are equipped to help guide employees through times of change. Check in with investors, board members, and patient leaders regularly to hear out their concerns and keep them updated on progress. Building a strong foundation of communication will help to carry them through during times of uncertainty.
With some thoughtful planning, you can help your audiences move through organizational changes, and emerge stronger, together.
Photo: LoveTheWind, Getty Images
This post appears through the MedCity Influencers program. Anyone can publish their perspective on business and innovation in healthcare on MedCity News through MedCity Influencers. Click here to find out how.