Author: Susan Kahn

Underlying all of the accolades and stories about this bigger-than-life man was a single, common theme: John McCain lived by a set of principles that guided and governed his words and deeds. In tribute after tribute, we heard about the core values, developed through his upbringing, education and experience, that defined McCain’s character and underpinned his life’s purpose – his selfless service to and sacrifice for his country, his tireless fight for freedom, truth and human dignity, and his numerous acts of valor, respect, humility, and forgiveness. Every story revealed and demonstrated the character of this extraordinary, yet ordinary, man.

The story of John McCain helps us understand the power of authentic values, of defining what we stand for and recognizing the implications of this commitment – whether for an individual or an organization. In July 2002, the Harvard Business Review published, Make Your Values Mean Something, an article that continues to have relevance today – perhaps even more so. In it, the author argues: “…coming up with strong values — and sticking to them — requires real guts. Indeed, an organization considering a values initiative must first come to terms with the fact that, when properly practiced, values inflict pain. They make some employees feel like outcasts. They limit an organization’s strategic and operational freedom and constrain the behavior of its people. They leave executives open to heavy criticism for even minor violations. And they demand constant vigilance.” Throughout history, those who have been most successful — individuals, organizations, or institutions — have clearly defined and consistently reinforced their values. They have been steadfast and courageous and willing to incur pain to uphold their core principles.

Earlier this week, in a column in Fortune, Chip Bergh, the CEO of Levi Strauss & Co took a stand on gun violence, citing company values as the basis for his actions.

“As president and CEO of a values-driven company that’s known the world over as a pioneer of the American West and one of the great symbols of American freedom, I take the responsibility of speaking up on the important issues of our day very seriously. We can’t take on every issue. But as business leaders with power in the public and political arenas, we simply cannot stand by silently when it comes to the issues that threaten the very fabric of the communities where we live and work. While taking a stand can be unpopular with some, doing nothing is no longer an option.

… As a company, we have never been afraid to take an unpopular stand to support a greater good. We integrated our factories in the American South years before the Civil Rights Act was passed. We offered benefits to same-sex partners in the 1990s, long before most companies did. We pulled our financial support for the Boy Scouts of America when it banned gay troop leaders.

While each one of these stands may have been controversial at the time, history proved the company right in the long run. And I’m convinced that while some will disagree with our stand to end gun violence, history will prove this position right too.”

This is the lesson and legacy of John McCain. Real values are not empty words; they are integral to every decision we make, every message we deliver, every interaction we have with family, friends, colleagues, clients and key constituents.

The media has reported that McCain orchestrated every detail of his own funeral, from the events of the week, to the memorial service music, to the speakers who delivered eulogies. He clearly had one more message he wanted us all to consider. In doing so — even in death, McCain is leading by example, challenging all of us to ask, and answer, these important questions:

• Who do we want to be?
• What are our fundamental values?
• How vigilant are we willing to be to preserve and protect them?

The distinction between diversity (any dimension that can be used to differentiate groups and people from one another, such as age, gender, ethnicity, etc.) and inclusion (the result of inherent and acquired differences being socially acceptable and welcomed) has become increasingly clear in the workplace, moving many organizations to focus on the hard work of creating an environment that is truly welcoming and creates a feeling of belonging.

The business case is clear: According to Deloitte Insights, organizations with inclusive cultures are two times as likely to meet or exceed financial targets, three times as likely to be high-performing, six times more likely to be innovative and agile, and eight times more likely to achieve better business outcomes. Employees in these organizations describe feeling a sense of belonging due to a safe and open, fair and respectful atmosphere that makes them feel empowered.

Recognizing that the behavior of leaders can drive up to 70 percentage points of difference between the number of employees who feel highly included and the number of those who do not, leadership teams are engaging in unconscious bias training and developing personal action plans — a big step forward in driving meaningful top-down commitment.

And then there’s the influence of our current political atmosphere – which is fueling divisiveness and tribalism. Almost half of Americans between 18 and 36 say they believe CEOs have a responsibility to publicly express their opinion about social issues. With social justice stories dominating the headlines, there is additional pressure on organizations to behave according to their commitment to diversity and inclusion – both inside and outside their company walls.

So, what does all this mean for communications leaders who are charged with protecting and enhancing the organization’s reputation? For starters, it means we have an obligation, regardless of the depth of our organization’s commitment, to make the communications function itself inclusive – and to address our own unconscious biases in partnership with our teams. In addition to this foundational work, there are five steps for communications leaders to consider as they carve out the best ways to advance diversity and inclusion:

• Leadership matters. Communicators must be able to clearly articulate and effectively cascade the C-suite’s commitment, advise the CEO and other leaders on issues that may require the company to take a stand, and above all else, provide honest, direct counsel that helps the top leaders of the organization understand their vital role in building employee trust and creating a sense of belonging.
• Partner. The best communication teams are skilled at collaborating. Whether the organization has a dedicated diversity and inclusion function or a loosely formed network of people who care about the topic, communicators have an opportunity to bring clarity and focus to D&I efforts by helping partners understand how D&I messages fit into the larger company story, measuring response generated by D&I employee communication, and benchmarking how peer companies are telling their story.
• Tell stories. Engage employees in the organization’s D&I journey through authentic storytelling. Not everyone is on the same page when it comes to understanding and supporting diversity and/or inclusion. Communicators need to understand the audience to ensure messaging resonates not only with the supportive, committed employees but also those who are anxious, uncertain, fatigued or opposed. While no single story is likely to persuade someone with deep-seeded prejudice, considering the naysayer’s point of view can help fortify the story and make the “why” crisp and compelling.
• Take middle managers on the journey. These leaders have the most direct imprint on the daily experiences of employees. Communicators, in partnership with D&I, should design messages and training that help middle managers understand differences between diversity and inclusion — and between equality and equity — as well as the organization’s expectations for what it means to create a sense of belonging.
• Seek out diverse opinions. Be sure your communications function doesn’t exist in a bubble. Communicators who welcome voices different from their own into the communications planning conversation – and incorporate those perspectives into their work — create richer content that is likely to resonate with a broader audience, both internally and externally.

Switzer told the graduates, “Often it’s the adversity in your life that gives you the greatest ideas. Sometimes the worst things in your life become the best.”

In our line of work, we call this the “Crisis Paradox” — when a crisis strikes an organization, it is wildly destructive . . . and positively transformational. John F. Kennedy described it this way: “The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger, but recognize the opportunity.” We have seen the danger and the opportunity in many different crises, at organizations large and small, before and after the advent of social media. A crisis almost always results in some degree of positive change, significantly shaped by the leader’s effectiveness.

We work with leaders who have guided their organizations through significant times of crisis, and leaders who haven’t yet faced a true crisis. They all share one thing in common: they want to feel prepared to lead when crisis hits.

To prepare to lead through crisis, there are simple steps every leader should take:

1. Know your risks.If you don’t have a formal risk assessment process, you should at least have a means of reviewing your vulnerabilities on an informal basis once a year. Consider strategic, operational and reputational risks. It’s not possible – or practical – to anticipate every potential scenario, but a thoughtful, cross-functional approach to risk assessment goes a long way in helping your organization identify proactive steps to mitigate and manage risk.
2. Plan and train. This doesn’t have to be an unwieldy or costly process. It’s as simple as consistently demonstrating that you recognize the importance of crisis preparation. Show the organization that you’re willing, as the leader, to engage in strategic discussions and decision-making about crisis management. Practice crisis leadership. Convey your openness to feedback. Ask “What if?” of yourself and others. A plan on the shelf or on the hard drive is just a plan – but a core team, with clear roles and responsibilities, armed with basic crisis response checklists and templates, that comes together at least annually to discuss crisis scenarios, is a strategic business investment that pays dividends when the organization faces unprecedented, unexpected challenges.
3. Lead from a place of purpose and values.Leading through a crisis is challenging. It can be a time of great sorrow and outrage. Crises take a toll on everyone involved — and it can be tempting, as the leader, to move fast and favor expediency over thoughtfulness. While speed is certainly important in crisis response, it should never supersede thoughtful reflection. Your crisis response should authentically reflect and align with the core ideology of your organization, reinforcing what your stakeholders most value about you. Ideally, your purpose and values are designed to guide your decision-making for all time, including the worst of times. Rely on them to show you the way.
4. Follow the Truth-Action-Trust model to guide your crisis response. Be honest and forthcoming; take decisive, informed action, and build trust with stakeholders. This model is shaped by four key trust factors: empathy (putting yourself in the shoes of those affected by the situation and demonstrating that you understand their pain); transparency(communicating what you know when you know it), commitment(conveying that this is serious to you and you are focused on making it right), and expertise(demonstrating that you have the necessary knowledge and capabilities, are seeking appropriate counsel and working with the right experts).
5. Be visible. As the leader of an organization in crisis, people inside and outside need to see you, hear from you, and believe that you are solving the problem. Be as transparent as possible. Invite input. Truly listen to different points of view. If you’re shaken and unsure of what to do, you’re not alone. Seek advice from your staff and/or consultants who, ideally, you’ve already identified as your core crisis team.

By definition, a crisis is a time of intense difficulty with the distinct possibility of a highly desirable outcome. It is a moment of truth that tests an organization’s readiness, resilience, and character. Through preparedness, planning and effective leadership, it can also provide an opportunity for renewal, growth and positive transformation. In Kathrine Switzer’s words, your worst crisis can become your best experience.