Week 6 to-do list

We don’t know about you, but it’s hard for us to believe that we’re going into Week 6 of life and work during a pandemic. It’s been both so short and soooo long. Here’s some things for communications folks to be thinking about for this week:

Photo by Emma Matthews Digital Content Production on Unsplash

Have finished or be close to finishing:

Thinking about:

Q. What would you add to this list?

Fundraising in a crisis

Fundraising?! What, now?

Yes! Many of your donors want to help now and in the future. This is not the time to stop communicating with your donors and it is certainly a good time to be communicating about your organization’s program needs.

Evangeline Caros, a Vancouver-based fundraising coordinator, suggests keeping your donor messaging focused on how donations will impact this crisis. Include donors in the effort, i.e., fight with us, donate today to help now.  Caros also suggests making your case for support adaptable to wave 2 and 3 appeals. Don’t shoot yourself in the foot by making a call for support seem like an exceptional one-time ask. Second and third-wave appeals will be great tools to update your donors and remind them of an ongoing need.

If you’re re-scheduling fundraising events, Caros suggests doing something that brings people together after all of this. They won’t need a big flashy show, they’ll have been spectators to their TV for months. Your event should facilitate connections and conversations, so make the event simple and gentle.

Vancouver fundraising guru Siobhan Aspinall confirms that it’s a tricky time for non-profits, but she points to lessons learned from the 2008 global recession. Check out her suggestions for what to start doing, what to ramp up, and what to avoid on her podcast How to Fundraise During a Pandemic.

Other resources:

Stop toilet paper hoarding. Start empowering your donors.

Fundraising in a crisis

Communicating layoffs

Photo by Nick Fewings on Unsplash

The loss of hundreds of thousands of jobs is one of the terrible effects of this pandemic, and communicating company layoffs is now a necessary and devastating reality for many communications staff. Making it even more difficult is the speed with which the layoffs are happening and the ever-changing information regarding government protocols and supports.

Rather than provide a comprehensive HR strategy, the following is a list of Do’s and Don’ts for communicating your strategy. If you aren’t already working with an HR department or consultant, that should be your first step.


  • Be informed:
  • Be included. Communications is a vital component in your organization’s HR strategy for implementing layoffs. Make sure you’re at the table.
  • Be ready. Task someone with an internal/staff communications role, if you don’t have someone already. This person is going to be a critical organizational link and support for staff (working and not) in coming months. If you can afford to hire a consultant for this role, that’s a good option, too.
  • Give as much notice as possible. Staff are well aware that layoffs are a likely scenario for many businesses right now. Any group communication to staff should include an update about layoffs, even if it’s to say, “We are looking at all possible options for our staff.” You can even include the options that you are looking at, e.g., half-time positions, buy-outs, etc.
  • Be compassionate. The impact of being laid off is going to be devastating for some. This is the time to be empathetic and talk about staff–how valuable they are, how concerned you are, how committed you are to helping them, however you can. And how much you hope to have them return! See Don’t be obtuse, below.
  • Be personal. Individual layoff messages should be delivered in-person either by online conferencing (Skype, Zoom) or phone. Aside from personal regrets, these messages should include:
    • factual information about departure and return dates
    • available financial, career, and mental wellness supports
    • the name of the person who will be an ongoing contact
    • a commitment to ongoing communication.
  • Provide as much information and as many answers as possible for affected staff. Write an FAQ’s document.
  • Be kind. In your messaging, to your colleagues, and to yourself. This is tough stuff. The worst. There will be grief. Keep internal communications caring, regular, and supportive.


  • Assume your staff will be okay waiting through a temporary layoff. Making statements about a temporary layoff only being “a short break” may offend concerned employees worried about their income loss during the lay-off period.
  • Use a general email. Sending information or updates on lay-offs from a general email/inbox is too impersonal. People want to know who they’re connecting with when dealing with something this critical.
  • Be obtuse. This is not the time to remind staff of how hard it is on the company. This is not the time to talk about you (the company). See Be compassionate, above.
  • Forget about remaining staff. Remaining staff will be shocked with the loss of valued work relationships and stressed with additional workloads. The economic shifts will continue as will the need to communicate how staff will be impacted.

Use all the things

Each one of us prefers to get information in a different way. In crisis communication try as much as possible to offer information using the four preferred communication styles:

  1. Visual – folks who prefer visual communication are concerned with how information looks. Construct written content that’s chunked and easy to read. Use pictures, videos, graphs, presentations. Avoid long, detailed instructions.
  2. Auditory – auditory communicators process information that sounds right. Use verbal communication in podcasts, live or taped video messages, audio recordings. Phone them!
  3. Kinesthetic – these folks process communication by doing. Harder to reach these folks from a distance, but try giving them small bites of information with links to click on. Give them short lists of things they can do or projects they can work on.
  4. Auditory Digital – all three styles converge with these folks and they need messages that make sense. Use a combination of data, written content, links, and embedded audio or video.

Week 4 To Do List

Have finished or be close to finishing:

  • a crisis communications response plan.
  • an identified communications person or team who will manage messaging to your community(s).
  • an identified organizational spokesperson (if it isn’t you) and/or responsible director who gives “official” statements and approves, if necessary, corporate messaging.
  • a stop on all scheduled communication that was written before March (email, newsletters, social media posts).
  • an update on your website and/or social media profile that informs your community of any changes to your business as a result of the Covid-19 response (hours of operation, closures, reduced or changed services).
  • a first message to your community to inform of them of your concern, response, and ongoing commitment to information.
  • a specific vehicle for communicating privately with staff (if you don’t already have one), i.e., private Facebook group, email list, Skype, Zoom, etc.

Thinking about:

  • A work from home strategy for you/your team.
  • An internal communications strategy.
  • The end of the month is looming. What specific impacts could this have for your organization’s stakeholders? Should you be deferring rental payments if you’re a small business landlord? Should you be communicating with your monthly donors about continuing or deferring their donations? What do you normally do in April that you may have to change?
  • A Crisis Case for Support if you are a charitable organization.

Q. What would you add to this list?