b' While the impulse is to stay fluid and react to changes asSONGS TO SING WHILE, was a no-brainer and not only helped them show their relevance among 3 FORTIFY OPTIMISMThe size and severity of the pandemic and related economic crisis created uncertainty. In that vacuum, many people were forced to COVID-19 COMMUNICATIONS:develop their own narrative to make sense of things the best they could. The communications teams first step was to start a new focused level of communication executed with a consistent cadence. Further, the messaging was direct but polished and familiar to ADAPT QUICKLYthe employees and clients. They used punchy graphics and an engaging tone to instruct people to take on the new protectiveUSING A PROVEN APPROACH practices to sanitize hands, practice social distancing, clean work site equipment, and wear masks. Instead of rushing, the teams consistency and tonality created a calming effect on the employees by demonstrating the company was on top of the situation and HELPED FLAGGER FORCEgiving them instructions and information they could take action on. The morale at Flagger Force remained positive with calm, positive, and at times, even playful messages, for instance, a song list (with lyrics) to help employees track the length of theirhand washes.A series of candid communications reminded all employees that no matter which part of the company they work for, that theyre all Flagger Force and play a significant role in continuing to keep our communities moving. Flagger Force shared the CEOs photos from the field and congratulated workers on a job well done. These personalized shout outs fostered optimism and enthusiasm. Relying on the brand platform, We Keep Our Communities Movingessential workers but also kept their teams in good spirits and encouraged positive brand recognition.Flagger Forces brand platform was a guiding light to external efforts as well. In order to evoke similar positive attributes amongst When emergencies arise, communication strategies are clients and communities, they utilized tactics to showcase togetherness and that Flagger Force will continue to be here on the front especially critical. Well-considered and effective messages notthey happen, Flagger Forces communications team followedlines keeping neighborhoods safe, contributing to the economy, and helping to maintain crucial infrastructure.only keep people informed, but they can also improve safety,their foundational procedures to respond to the companysCORONAVIRUS BULLETINprotect employees, safeguard property, facilitate cooperation,needs as they adapted to the conditions of the crisis quickly.and even create goodwill among your teams, clients, customers,Besides covering your cough/sneeze with your elbow, be sure to follow these safety tips to help and the public.This approach can be divided into four steps: WASHING YOUR HANDS stay healthy. Before reading further, did you wash your hands lately?!1. Focus Resources 3. Fortify Optimism When singing Happy Birthday gets old, try singing one of these songs to ensure youre washing your hands for the recommended 20 seconds. Tr SOCIAL DISTANCING t y to be at least six feet apar LIMIT AMOUNT OF PEOPLE2. Leverage Leadership4. Embrace Trial and Error AFRICABOHEMIAN KARMA CHAMELEONLOVE SHACK from others. And try to remain inNo more than 10 people Tr VIRTUAL MEETINGSyour part of the building, per gathering.y to make all meetings virtual using as is practical. Skype and/or Teams. TOTO RHAPSODYCULTURE CLUBB-52s Its gonna take a lot toQUEEN Karma, karma, karma,Hop in my Chrysler, its drag me away from youI see a little silhouetto karma, karma as big as a whale / / Theres nothing that aof a man / chameleon / You comeAnd its about to set sail hundred men or moreScaramouche, and go, you come and/ I got me a car, it seats could ever do / I blessScaramouche, will yougo / Loving would beabout twenty, so come the rains down in Africado the Fandango? /easy if your colors wereon / And bring your DISINFECT ROOMS/ Gonna take some time Thunderbolt and like my dreams / Red,jukebox money / ThePlease wipe down everythingLUNCH ROOMSbefore a meeting. & COMMON AREAS EAT AT YOUR DESKto do the things we lightning / Very, verygold and green, red, love shack is a little oldPlease wipe down microwaves,To help with social distancing, eat 1 FOCUS RESOURCES never hadfrightening me.gold and green place where / fridge handles, vending machines,your lunch at your desk. Please beetc., after each use. respectful of smells and keep it clean.(Galileo) Galileo.We can get together / (Galileo) Galileo,Love shack babyGalileo Figaro Magnifico-o-o-o-o.We apologize ahead of time for these songs getting stuck in your head.BATHROOM DESIGNATIONOnly use the bathroom on theWASH YOUR HANDS GREETINGSfloor/in the area you work in. Wash your hands for at least20 seconds. Try singing Happy Avoid shaking hands. TryBirthday twiceor the chorus alternative greetings, like aof Totos Africa. professional wave hello.While its tempting to be all things to all people, when faced with an emergency, its smart to table non-essential projects and A few Flagger Force internal and external COVID-19 communication examples. Did we mention WASH YOUR HANDS!?initiatives so that all team members can focus on the emergency. While the communication needs of Flagger Force exploded duringFor more information on Flagger Forces COVID-19 response, visit FlaggerForce.com. These guidelines are subject to modifications as the need arises.the crisis, the communications team remained nimble. However, the Flagger Force team recognized early on that the scope of this crisis would be sweeping. They conducted a quick triage on existing projects and prioritized under this new dynamic environment.4 EMBRACE TRIAL & ERRORSuddenly, the perspective of what was traditionally critical took on a whole new meaning as communication became a pivotal key in business continuity. Information needed to be reframed and disseminated with new types of urgency and implication.Flagger Force already had an approach focused on innovation and improvement in place. This culture encourages team members to look for better ways to do things. This allowed their communications team to act quickly and decisively to find the best ways to get 2 LEVERAGE LEADERSHIP important messages to employees. As the situation changed from day to day, the group moved quickly to address challenges, create solutions, and bridge the gaps. Some solutions worked better than others, but they were not slowed down by a fear of perfection. Instead, the CEO was onThe CEO quickly embraced communication as a leadership priority. During the COVID-19 crisis, the daily involvement of president,board to find the best ways to keep the teams informed, motivated, and reassured. Senior management heavily supported thefounder, and CEO, Mike Doner, was crucial. As the early stages of the crisis evolved so did the level of employee anxiety and need communications efforts as well. As a result, they were able to create messaging quickly and discard outdated communicationsfor information. Reassuring messages directly from Doner not only provided additional credibility to the information, they also just as rapidly. demonstrated leaderships commitment to rolling up their sleeves to help employees get through this challenging time.Whats Next?The communications team produced a regular series of video messages and statements from the CEO that updated employees As this article is being written, the end date of the crisis remains open-ended. However, as the situation changes, and mandates are on processes, procedures, and contingency plans. Doner and other members of leadership continued their regular site visits revised or removed, Flagger Force will continue to reference and review this four-pronged approach to emergency response. As the throughout the companys footprint, speaking to employees directly about the crisis, providing them guidance, and posting COVID-19 situation stabilizes and the world returns to normal, theyll build on their successes, relying less on trial and error, and positive messages on the companys internal communications platform.more on hard-won experience. They may even incorporate some of the lessons learned into future projects. Times of crisis always force us to create new processes, innovations, and approaches that make us even better at what we doand how we do it. We know that experiences and lessons learned during this time are going to make us better communicatorsTWO going forward.'