To finish things up on the management end, we’re going to go through communication. Specifically, I’ll be focusing on the Peacetime-Wartime technique.
I’m sure many of you have heard of the Peacetime and Wartime CEO. The communication theory is related, but not exactly the same.
The concepts of “peacetime” and “wartime” — the former being a time of growth for the company, the latter being of stagnation or decline — stays the same. However, how the CEO communicates in both scenarios is vitally important.
Think about a currency, called employee trust. During wartime, you don’t have a lot of options — you’ll have to cut staff, and morality goes down. Which means, you’ll have to cash out some of that currency, whether you like it or not. During peacetime, however, you get do whatever you’d like currency wise. Starting to see where I’m going with this?
In peacetime, a CEO should utilize well-established communication tactics, as well as the behaviors we mentioned in the previous episode, to build up as much employee trust as possible. Then, in wartime — while they’ll still need to do things empathetically and effectively — it will all go so much smoother for them.
Really, that’s all there is to it. It’s funny — when I originally wrote up the management series I did not plan on it being so intertwined with the communication series a while back. Perhaps there’s a lesson to be learned there.