Episode #176 Covid-19 Challenges Leaders' Communication Skills

How should leaders communicate with their teams during a major crisis in Japan?

Most leaders underestimate how much and how clearly they need to communicate with their teams even in stable times. In a crisis—such as a pandemic, geopolitical shock, or sudden economic disruption—that communication gap becomes dangerous.

Employees in Japan and across the world are dealing with fear, isolation, and uncertainty: working from home, travel restrictions, cancelled events, and sudden changes to daily routines. While the health issue may dominate headlines, the deeper, longer-lasting threat for 日本企業 (Japanese companies) and 外資系企業 (multinational companies) is economic: disappearing revenue, shrinking cash flow, and disrupted supply chains.

Leaders in Tokyo (東京 / Tokyo) and across Japan must shift from “business as usual” updates to deliberate, structured crisis communication that explains what is happening, what it means for the business, and what will happen next.

Mini-summary: In a crisis, leaders must dramatically increase the volume and quality of communication, focusing on clarity, context, and honest discussion of business impact.

Crises rarely hit just one part of the economy. Leaders must help employees connect the dots between what they see in the news and what it means for their company’s future. Typical triggers include:

• Sharp drops in consumer spending and customer demand

• Market volatility and financial uncertainty

• Trade restrictions and disrupted global supply chains

• Reduced tourism and event cancellations

• Cash flow pressure on small and medium-sized enterprises

In Japan, we have seen how a single government decision—such as closing schools—can immediately affect school lunch suppliers, part-time workers, logistics providers, restaurants, hotels, transportation, and many others downstream. When one link in the chain breaks, the impact multiplies.

Leaders need to explain that these ripple effects can quickly erode revenue and burn through cash reserves. Without this context, employees may underestimate how serious the situation is—until painful measures like pay cuts, unpaid leave, or restructuring appear suddenly.

Mini-summary: Help employees see the full economic picture so they understand why tough decisions may be necessary, and how everyone’s behaviour affects the company’s survival.

In crisis, there is a strong temptation to “protect” employees by saying, “We are fine,” or “Don’t worry.” This approach backfires when conditions worsen and leaders later announce salary reductions, unpaid leave, or downsizing.

When there is a gap between leadership messages and reality, people lose trust—not just in the message, but in the leader and the company as a whole. High performers, in particular, remember this. If the business survives the crisis, they may still choose to leave when the market stabilises, moving to what they perceive as a more stable, better-managed organisation.

Instead, leaders should:

• Be honest about current risks and potential scenarios

• Acknowledge uncertainty instead of pretending to have all the answers

• Clearly describe what might need to happen to survive (cost control, temporary measures, new priorities)

• Emphasise that the company wants to protect people and jobs as much as possible, but cannot ignore reality

Being upfront and realistic can rally employees. Many are willing to make sacrifices—such as temporary pay adjustments or workload changes—when they believe leadership is honest and acting in good faith.

Mini-summary: Transparent, realistic communication protects trust, improves engagement, and reduces the risk of losing your best talent after the crisis.

Traditional tools like town hall meetings become less practical in situations where people avoid large groups or work from home. Leaders in Japan and globally must rely more on:

• Video conferences with clear agendas and time for Q&A

• Regular email updates with factual, concise information

• Smaller virtual meetings with teams and key individuals

• One-to-one check-ins for critical staff, high-potential talent, and vulnerable employees

In this environment, you cannot over-communicate. Many team members are sitting at home with too much time to worry and too little information. Silence from leadership will be filled by rumours, assumptions, and fear.

Leaders should aim for:

• Short, frequent updates instead of long, rare ones

• Consistent messaging across all channels (no contradictions between email, video, and informal conversations)

• A calm but confident tone, even when discussing difficult topics

• Repeated reassurance that leadership has a plan, is monitoring the situation closely, and will keep everyone informed

Mini-summary: Replace large, in-person meetings with frequent, multi-channel communication, and make “no surprises” your crisis leadership standard.

In addition to operational and financial details, leaders should consistently reinforce four core themes:

1. Reality:
   “Here is the situation as it is today, and here is how it is affecting our business.”

2. Response:
   “These are the concrete steps we are taking—cost controls, new priorities, changes in how we work, including remote work and digital collaboration.”

3. Responsibility:
   “Here is how each person, team, and department can contribute to our survival and recovery.”

4. Resilience and Confidence:
   “We believe we can come through this stronger, and here is why: our track record, our client relationships, our adaptability, and our people.”

For leaders in Japan supporting 日本企業 (Japanese companies) and 外資系企業 (multinational companies), this is also a time to link communication with broader development initiatives, including:

• リーダーシップ研修 (leadership training)

• 営業研修 (sales training)

• プレゼンテーション研修 (presentation training)

• エグゼクティブ・コーチング (executive coaching)

• DEI研修 (DEI training)

These programmes reinforce the skills leaders and managers need to communicate clearly, coach their teams, maintain relationships with clients, and present difficult messages with confidence.

Mini-summary: Focus your communication on reality, response, responsibility, and resilience—supported by targeted leadership, sales, presentation, executive coaching, and DEI development.

Crisis communication is not only about numbers and strategy; it is also about people’s mental and emotional well-being. Fear of infection, isolation, financial pressure, and family responsibilities all increase stress levels.

Leaders should:

• Normalise conversations about stress, anxiety, and uncertainty

• Encourage employees to share concerns and ask questions

• Provide practical tools and training for stress management and resilience

• Model healthy behaviours—such as realistic working hours, taking breaks, and setting boundaries when working from home

Dale Carnegie Tokyo offers Live Online stress management sessions and customised programmes that help employees:

• Understand stress triggers and their impact on performance

• Apply Dale Carnegie’s principles to maintain a positive, proactive mindset

• Build resilience and focus under pressure

• Support peers and teams through empathy and effective communication

These programmes can be delivered as public courses or tailored in-house solutions for both 日本企業 (Japanese companies) and 外資系企業 (multinational companies) operating in Japan.

Mini-summary: Supporting mental resilience through structured stress management training is essential to sustaining performance and engagement during prolonged uncertainty.

• You must communicate more than you think. In crisis, silence creates fear; structured, frequent updates create stability.

• Be honest about economic realities. When people understand the true risks and plan, they are more likely to support difficult decisions.

• Protect trust to protect talent. Transparent communication reduces the risk of losing your best people once the market recovers.

• Invest in leadership and resilience skills. リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training) help leaders communicate and perform under pressure.

With over 100 years of global experience and more than 60 years serving corporate clients in Tokyo, Dale Carnegie Training understands how crises affect organisations in Japan. We have supported leaders, managers, and high-potential talent in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) through economic downturns, market shocks, and organisational transformation.

Our programmes in leadership, sales, presentation, executive coaching, and DEI are designed to help executives:

• Communicate with clarity and confidence in uncertain times

• Maintain trust and engagement across dispersed teams

• Lead with empathy while still making tough business decisions

• Build resilient cultures that can survive and grow through disruption

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.