We live in divisive and turbulent times. Political polarization is a defining characteristic of our society and there’s very little on which we all agree these days. But regardless of politics or party affiliation, there’s at least one thing that’s undeniable right now: The current presidential administration is moving quickly and decisively to make sweeping, fundamental changes to some of the most foundational aspects of our society and they’re not messing around. If you’re in the healthcare and human services fields, many of these proposed or initiated changes could have dramatic, real-world implications for the services you provide, the people you employ and the communities and individuals you serve.

Setting aside personal opinions about the politics of it all, leaders in these fields have a responsibility to engage with both internal and external stakeholders and help them understand how these changes might impact them, and what your organization is doing about it. This is made more difficult by the fact that many of the Trump administration’s directives are being challenged in the courts as soon as they’re introduced, and some have been reversed just as quickly as they’ve been rolled out. As a leader, you surely feel the weight of your responsibility to help team members, partners, clients, patients, board members and other stakeholders understand and navigate these incredibly confusing times. But it’s also critically important that you don’t get it wrong, undermining your credibility in the process.

So, what’s the best approach?  How do you demonstrate to your internal and external stakeholders that you’re on top of the situation (to the extent that it’s possible) and that you and your organization are representing their interests in a proactive, strategic manner?  Here are five quick tips to help you keep your important stakeholders informed and reassured that their needs remain your top priority during these challenging times:

These topics are dominating the news cycle on a daily basis. Your stakeholders are undoubtedly aware of what’s happening and concerned about it. Don’t wait until your staff, clients, patients or board members start asking questions about how a specific mandate will impact them. Anticipate their concerns demonstrating to your stakeholders that you are focused on the issues most important to them and paying close attention to these rapid fire developments as they unfold. Let them know that you’re thinking about, and working to safeguard their interests in real-time.

Acknowledge the fact that these developments might have negative impacts on your organization, its mission and the people you serve, depending on the final outcome. Don’t undermine your credibility by sugar coating the situation in an effort to calm or comfort people. Difficult news, delivered with compassion and context is what your people expect and deserve from you.

As a leader and communicator, your people look to you to help them make sense of what’s going on and how it might affect their lives and livelihoods. Resist the temptation to speculate about how things will play out in the courts or whatever venue they’re being litigated. We’re in uncharted waters and the consequences of speculating and getting it wrong could be far more harmful to your credibility and your brand than the outcome itself in the long run. There is a lot that we don’t know and things are changing quickly which is why it’s important to communicate to your stakeholders that you’re monitoring key issues and reiterate your commitment to keeping them informed and taking action when appropriate.

Part of your job is to be a calm, consistent presence in times of uncertainty and upheaval for the people you lead. This is certainly one of those times. Establish a regular cadence and structure for providing updates on new developments and stick to it… even if only to let them know that nothing substantial has changed since your last update. What’s most important is demonstrating that this is a top priority and you’re laser-focused on representing their interests and keeping them informed in real time. If you’re using multiple channels of communication to reach your stakeholders (and you absolutely should be) make sure your message is clear and consistent across the board, even as you optimize the content to fit the channel.

As soon as you know what actions are being taken, by your organization and/or by others, to influence the outcome in a way that serves the interests of your people and the people and communities they serve, let them know about it and give them a call to action as appropriate. Actions are being taken by States’ Attorneys General, Governors, local elected officials, advocacy groups, labor and trade groups and others in response to many of the directives as they’re issued. You may be taking any number of actions yourself to try and secure the best possible outcome. As soon as you’ve decided on the best course of action for your organization, let your people know and tell them how they can help, if appropriate.

The single most important thing you can do is to let your stakeholders know, from start to finish, that you’re truly in this together and that you’re working tirelessly and strategically on their behalf.

If you need more support implementing these tips and/or creating an advocacy communications plan, our team of healthcare, human service and non-profit communication experts can help. We’re here to help you communicate with clarity, compassion, and confidence so you can lead effectively, protect your mission, and keep your stakeholders informed.