Leaders need to manage information and messaging in the recovery process for employees in the aftermath of disasters.

Hurricane Helene last month and Hurricane Milton this month serve as tragic reminders to every American just how much climate change and natural disasters affect lives—work lives as well as home lives. In many cases, everything must be rebuilt.

Beyond the recent hurricanes, recurrent wildfires, tornadoes, and earthquakes also disrupt and destroy businesses and workplaces., leaving employees with enormous personal loss, perhaps even fatalities of loved ones. This forces leaders to have a plan ready for emergencies that benefit employees hit by these crises.

So how can you be a great leader following devastation so your employees, colleagues, managers, clients, suppliers, and administrators can press restart? It may take weeks, months, or more to right the ship and return to normal, but the tone of delivery and transparency on progress messages are essential to survival and future success.

In some cases, small businesses may need to shut down altogether.

The first thing to do is to communicate openly and truthfully as soon as possible. This is the time for a leader to be completely transparent about how every aspect of the company or organization is affected and how many employees will be transferred, possibly laid off or put on hold and for how long. This messaging about damage assessment is key to building trust. This is not the time to make demands.

“During a #naturaldisaster, a leader needs to be completely #transparent about how every aspect of the company or organization is affected. This messaging about #damageassessment is key to building #trust. ”

Countering and disinfomration misinformation about the hurricanes is also urgently necessary as intentionally inaccurate news is spread on social media.

Whether you are sharing the plan with four or 4,000 workers, your quick, factual response is essential.

“Whether you are sharing the plan regarding #workplaceresponses to #hurricanes with four or 4,000 workers, your quick, factual response is #essential. #hurricaneseason #workplaceincrisis
”

“People look for leaders who know who they are and show who they are,” writes Gloria Feldt, co-founder and president of Take The Lead.

Feldt says stalling and inaction are not for anyone’s benefit. Feldt says her 9 Leadership Power Tools course relates to managing an urgent need, Feldt points to Power Tool #3: “Use What You’ve Got. What you need is always there if you have the wisdom to see it and the courage to use it.”

“People look for #leaders who know who they are and show who they are. What you #need is always there if you have the #wisdom to see it and the #courage to use it. — @GloriaFeldt1 ”

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That directive applies to disaster recovery efforts for leaders who can direct access to resources and specific communication plans.

According to Ogletree, a legal firm, “A plan may establish and outline clear communication channels, ideally through multiple avenues, with employees before, during, and after an event. To be effective, an emergency communication plan relies on a current and complete roster of employees, including home addresses, cell phone numbers, and personal email addresses.”

HR Executive reports that involving employees in a plan ahead of natural disaster is best. Human Resources “leaders should consider deeper ways to involve employees in understanding the plan. Key employees participate in something like a “tabletop exercise.” This kind of exercise is a simulation in which disaster plans are discussed, and employees can analyze what actions they would take in various scenarios.”

Yes, communication will be hindered with loss of power, internet, or phone, so alternate avenues and contact information needs to be in place ahead of a natural disaster. The tone and style of the messaging needs to be empathic, compassionate, and understanding, but also firm, decisive and informative, with clear routes to recovery.

“Communication may be hindered with loss of power, so alternate avenues and contact information needs to be in place ahead of a #naturaldisaster. The #tone and style of the messaging needs to be #empathic, but also firm, #decisive and informative. ”

Suspension of deadlines and an understanding of the stress and limitations placed on colleagues is paramount for leaders. They can put projects on hold, shift to efficient remote work, offer alternatives, and express new guidelines for expectations.

Not only do leaders need to be informed about federal, state, and local aid available, but they need to communicate to workers just how to access that help. Resource pages and guidelines can be critical.

According to the Department of Labor, resources are available on paid leave, appropriate time off for recovery or relocation, and any and all funding assistance.

The National Dislocated Worker Grant (supported by the Workforce Innovation and Opportunity Act of 2014 ) has specific steps to fund workers who may lose their places of work or their homes. According to the DOL, “The department’s Employment and Training Administration oversees National Dislocated Worker Grants, which expand the service capacity of dislocated worker programs at the state and local levels by providing funding assistance in response to large, unexpected economic events that lead to significant job losses.”

Some fatal tragedies occurred with the recent deaths from Hurricanes Helene and Milton, where plants, buildings and offices were destroyed. Repairing sites is a huge priority, but even in the case of little or no damage to workplaces, workers may have lost their homes.

ABC 12 reports that in Georgia, “The GM plants were not damaged in the hurricane. The problem is employees in Helene's path are unable to work because of their own devastation. The supply chain interruption is impacting more than 5,000 Flint Assembly workers.”

That number is just for one company.

“In the wake of natural disasters, employers must ensure they protect and maintain accurate records and pay workers when wages are due. Workers are particularly vulnerable during times of crisis, and employers that failed to comply with federal labor laws cause them and their families additional harm,” the DOL reports.

According to the Labor Department, “The complete toolkit, including many fact sheets available in English and Spanish, is available for download.” Leaders need to make sure all employees have access to that information.

Whether running a small business or handling thousands of employees at a major enterprise, “In the wake of natural disasters, employers must ensure they protect and maintain accurate records and pay workers when wages are due. Workers are particularly vulnerable during times of crisis, and employers that failed to comply with federal labor laws cause them and their families additional harm,” the Department of Labor reports.

All levels of workers are impacted by disasters, from on site workers at restaurants and retail outlets, to office workers and higher level management. Some employees may not have the resources to take weeks off of work without pay, or to relocate.

“All levels of #workers are impacted by #disasters, from on site workers at restaurants, to office workers and higher level management. Some employees may not have the resources to take weeks off of #workwithoutpay, or to #relocate.”

Legal guidelines for employers are here, according to JDSupra. Hurricane Preparedness and Response and Flood Preparedness and Response can assist, as well as Occupational Safety and Health Administration’s hurricane quick guides for cleanup and recovery.

A great leader will be aware of financial help for employees immediately, including 401(k) Plans Hardship Distributions. Employers “can provide hardship distributions for expenses and losses (including loss of income) incurred by employees on account of a disaster declared by FEMA under the Robert T. Stafford Disaster Relief and Emergency Assistance Act,” JD Supra reports.

While some workers may be affected more fully than others, “Employers can also set up a leave-sharing program to allow employees to donate their accrued, unused paid time off or leave to a pool that can be used by affected employees.”

The Brookings Institute recently examined the impact of frequent hurricanes on job growth in coastal communities. The report states, “Coastal states such as Florida experience more hurricane impacts than other states and thus the greatest labor market disruptions from these disasters.”

According to Brookings, “Where relocation is permanent, workers are faced with the challenge of seeking new jobs. The process of resettlement can lead to long term unemployment, further episodes of job loss and lower wages.”

These are realities leaders can face: What if the workforce wants to relocate and do 100% remote work?

Days prior to Hurricane Helene hitting Florida, The Poynter Institute was hosting its Women’s Leadership Academy for 30 female journalists from across the country. Many of them needed to decide if they would leave before Helene arrived. Regular updates were key.

Poynter reports, “Kate Cox, an editor and digital media consultant who serves as WLA’s director, said she and other Poynter leaders kept careful tabs on Helene, and wanted to make sure that any contingency plan took the attendees’ concerns seriously.”

Cox said, “Before I even entered the room on Monday, we were game-planning about what the tone of the room would be and how people felt.”

“Before I even entered the room on Monday, we were #gameplanning about what the #tone of the room would be and how people felt. — @thekatecox on leadership during #HurricanHelene”

Everyone stayed to weather the storm and finish the training.

Leadership Takeaway of The Week:

“Before I even entered the room on Monday, we were game-planning about what the tone of the room would be and how people felt.”

Kate Cox, director of Women’s Leadership Academy, Poynter Institute

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About the Author

Michele Weldon is editorial director of Take The Lead, an award-winning author, journalist, emerita faculty in journalism at Northwestern University and a senior leader with The OpEd Project. @micheleweldon www.micheleweldon.com