There are few communication colleagues I can think of who would not have been impacted in some way in their roles, and in what they have been called upon to communicate, during what is a public health emergency with a global impact and a massively local reach.

The most challenging for me has been communicating about an emergency while in an emergency.

It’s hard to believe that a ten year background in emergency management has not prepared me for this. In previous roles I’ve analysed, considered, empathised, coordinated and managed issues from the sidelines. Even when I’ve been working with impacted communities, at some stage I’ve been able to move through and on to the next emergency.

This one. Nope.

For a while, I was an interested spectator, enjoying the challenge and novelty of moving home, then a frightened and locked down participant, a furious judge, a cautious but hopeful we could open, small business owner. All the while I was also communicator and a manager.

Last week like many I listened in agony as both my home municipality and work municipality were named as a coronavirus hotspot, with details of what that meant to me – to us – as a person and as a communicator still to come.

This week has been a high of anticipation waiting for the what if and where.

Today, with my home municipality not currently identified for lockdown, I heaved a sigh of relief along with recognising a continued underlying unease and trepidation because it could still be us/me.

But the work municipality is being split, a literal and perhaps figurative split for a further challenging four weeks. Past the adrenalin rush, the need to communicate externally and internally is doubling down with a new challenge that continues to stretch experience, knowledge, innovation and resilience.

Buckle in.

What’s been your biggest challenge as a communicator through COVID19?

Behaviour change is an interesting beast.

Like many I’ve watched the increase in coronavirus-positive numbers climb the past few days, alongside the increase in relaxed community behaviour towards physical distancing and hygiene practices.

Many people are desperate for real connections and a bit of normality to real life.

Pulling back on some of the planned restriction-lifting today, the Victorian Premier laid the blame on families and individuals ‘not doing the right thing’ and essentially making a choice that wasn’t theirs to make.

When something doesn’t resonate, is not understood, doesn’t work logically, is new and inconvenient and has not been experienced or does not seem likely/real, it takes time and effort to make it stick.

Time – and a strong understanding of the coronavirus pandemic and the community behaviour required – is not a luxury we’ve had.

For me, fear works.  Threatening to ‘lockdown’ the separate suburbs I live and work in if numbers don’t improve is good enough for me.

However, I bet asking people to stop hanging out with close family and friends when they should be isolating, from a virus that for many is as invisible as it is insidious in other countries, will continue to be a challenge for Victorians.

The behaviour beast

What’s been your biggest challenge as a communicator through COVID19?

There are few communication colleagues I can think of who would not have been impacted in some way in their roles, and in what they have been called upon to communicate, during what is a public health emergency with a global impact and a massively local reach.

The most challenging for me has been communicating about an emergency while in an emergency.

It’s hard to believe that a ten year background in emergency management has not prepared me for this. In previous roles I’ve analysed, considered, empathised, coordinated and managed issues from the sidelines. Even when I’ve been working with impacted communities, at some stage I’ve been able to move through and on to the next emergency.

This one. Nope. 

For a while, I was an interested spectator, enjoying the challenge and novelty of moving home, then a frightened and locked down participant, a furious judge, a cautious but hopeful we could open, small business owner. All the while I was also communicator and a manager. 

Last week like many I listened in agony as both my home municipality and work municipality were named as a coronavirus hotspot, with details of what that meant to me – to us – as a person and as a communicator still to come.

This week has been a high of anticipation waiting for the what if and where.

Today, with my home municipality not currently identified for lockdown, I heaved a sigh of relief along with recognising a continued underlying unease and trepidation because it could still be us/me.

But the work municipality is being split, a literal and perhaps figurative split for a further challenging four weeks. Past the adrenalin rush, the need to communicate externally and internally is doubling down with a new challenge that continues to stretch experience, knowledge, innovation and resilience. 

Buckle in.

‘Great detective work’.

‘You’re a good nosey parker.’

Two same but different, ummm, compliments…..

This ‘high praise’ was given unprompted because of information I’d been able to collect, analyse and sort in a complex life admin situation.

But it made me consider what’s valuable here.

In any complex issue, it’s important to :

  • ask the right questions
  • gather and document information
  • analyse (take a problem apart)
  • strategise (put it back together)
  • facilitate an agreed outcome (get a plan in place)
  • implement
  • evaluate

It seems I’m tackling a life admin issue the same way I tackle a media or reputation issue, or a brand building, proactive social media plan and I like it

I’m an issues detective