“How to talk about the health pass to its teams?”, The opinion of Louis DUCRET, Head of Development, Whistcom
In business, talking to your teams about the health pass is a complicated exercise. How many employees have faced the boredom of the speeches of leaders listening to each other speak? And how painful this word becomes when it becomes weighed down with imperatives: “You must no longer print! Don’t use plastic cups anymore! Come back to work 5 days a week! » … All these orders are perceived as diktats. Among these imperatives, the health pass can unleash very lively passions between pro and anti. It has become mandatory in some companies, it is a fact. At Whistcom, an expert in oral strategy, we do not tell you what to think about it, but how to express it. As a manager, how can you talk to your employees about the health pass?
Focus on empathy: understanding points of view and knowing how to talk about the health pass in business
L’autorité verticale qui ordonne et commande est de plus en plus mal vécue. Les salariés ont besoin de se sentir écoutés et attendent de leur dirigeant de l’empathie. Sur des sujets tendus, comme le passe sanitaire en entreprise, l’empathie est plus que jamais de mise. Une prise de parole se prépare donc et ne s’improvise pas.
Being empathetic means first and foremost knowing who you are talking to. Who is the leader for?
In a company, there are groups of employees who have their own expectations. For example, young employees usually want to learn and expect to be disturbed or challenged; where more experienced employees want to be autonomous. It is therefore necessary to identify these groups. Once these are identified, the leader must put himself in their shoes, try to understand their states of mind and ask himself what they would like to hear in the best case.
Present the benefits for employees of the new situation
Then, the leader must set a clear communication goal. In this case: to change practices on the health pass in companies. Now that the audience is identified and the leader knows what he wants to convey (the goal), there remains a simple question to ask. Why would employees want to follow the manager in his goal? What are the benefits for them?
The philosopher Aristotle teaches that movement is understood by the final state towards which it tends. And this one must be a good that attracts. We do not enthusiastically leave a good situation for a worse situation! So why would the employee change his habits? For a good, for a profit! It must therefore be presented to him. Concretely, what does he have to gain personally? In the case of vaccination: less control and procedure, a regained social life, greater autonomy… And this is where the identification of groups is crucial, because it makes it possible to present benefits that interest the audience.
Defusing the brakes to succeed in talking about the health pass in companies
In parallel with the presentation of the benefits, we must not forget to defuse the brakes! A car can have an excellent engine, a motivated driver and a destination… As long as the handbrake is applied, she will not be able to move forward. It’s the same in a company. Even if employees are motivated and have understood the benefit of moving in one direction, there may be blockages that prevent action. They must be defused. Concretely, what fear can be linked to vaccination and how to respond to it?
Parler du passe sanitaire en entreprise, c’est donc non seulement comprendre ce que les groupes de salariés veulent, mais aussi ce qui les inquiète. Finalement, on utilise des ressorts très similaires à ceux d’un bon discours commercial.
Take care of the format of the speech to be heard
Empathy is therefore manifested through a structure: identify the public, talk to them about their benefits, defuse the brakes. But for this approach to be impactful, Whistcom highlights a second aspect: the format of speaking.
Il existe une règle d’or en communication orale dite des 3V : visuel (être vu), vocal (être entendu) et verbal (être compris). Lorsqu’un orateur parle, le public le voit en premier, puis entend sa voix et enfin reçoit ses mots. Les mots arrivent au terme de ce triptyque. Ils sont donc compréhensibles seulement si le visuel et le vocal concordent avec eux. Ces règles sont valables pour toutes les prises de parole. Pas seulement pour parler du passe sanitaire en entreprise, ou autres sujets tendus.
Concretely, if a speaker tells the audience that he cares about him but does not look anyone in the eye, the message is not received. If he says he’s happy to talk to him but doesn’t smile, no one believes it. To show empathy in the visual and vocal, here are some imperatives: