Communicating Under Pressure

There are always situations in which you need to communicate fast and clearly. Especially in a crisis, in new situations, or when there is time pressure. The STICC protocol helps you achieve this. The STICC Protocol was developed by psychologist Gary Klein as a tool for managing the unexpected. STICC stands for: Situation, Task, Intent, Concerns, Calibrate and is a technique for productive communication about what to do when you face a new, unexpected situation. This is what it means: S - Situation = Here’s what I think we face. The leader summarizes how they see the situation, problem, or crisis at hand. T - Task = Here’s what I think we should do. The leader explains their plan for addressing the situation, problem, or crisis at hand. I - Intent = Here’s why I think this is what we should do. The leader explains the reasons why they think this is the best way of addressing the situation, problem, or crisis at hand. C - Concerns = Here’s what we should keep our eyes on. The leader mentions possible downsides or future consequences of the solution suggested to be taken into account as well. C - Calibrate = Now talk to me and give me your views. The leader asks others in the team to give their feedback and viewpoints, and especially invites them to disagree and add. This technique helps you in managing pressured situations in three ways: First, once something unexpected happens, it helps to develop appropriate responses. The five steps are aimed at discussing with a team what to do in cases that are not familiar. Through its focus on concrete action, on gathering different viewpoints, and on speed, the STICC protocol is a quick way to take appropriate action in new situations. Second, in step 4 (Concerns), you open up the discussion for further uncertainties and other changes that may follow. In this way, you mentally prepare people that there will always remain uncertainties. This helps in developing a crisis-ready mindset that is not only helpful in the current crisis, but also in the next. Third, the fact that a constructive dialogue takes place also facilitates communication and mutual learning. Even though the leader brings the suggestions here, it is the team together that comes to a solution. And while doing that, they learn together and from each other in an open and adaptive way, which helps further prepare them for future crises. My advice: use STICC whenever you have to communicate fast and clearly. === Follow me or subscribe to my Soulful Strategy newsletter for more: https://lnkd.in/e_ytzAgU #communicationtips #agile #teamexercise

Do you really know the stuff you are talking about, or are you just guessing? When participating in conversations, meetings, or discussions, we're often very confident in what we're saying and the points we're putting forward. But pause for a moment and ask yourself - do you truly know, or are you assuming, vaguely remembering, or guessing with confidence? The difference matters more than you might think. It becomes especially critical if you hold a senior position or a position of influence, because your input can shape decisions, direction, or other people's beliefs. There are three levels of "knowing" that often show up in how we communicate - Firsthand experience - something you've tested, built, or seen firsthand (e.g., a prototype or production issue) - Secondhand evidence - something you've gathered from reliable sources (e.g., articles, documentation, or a reliable senior) - Assumption - a hunch or unverified guess based on intuition, but without supporting data or research If you have directly experienced something, be data-driven and present your case with confidence. Back it up with evidence - real numbers, a quick prototype, or observable facts. It's okay to push back hard if something is making an incorrect point. If you are speaking from secondhand knowledge, don't push back too hard, but do bring supporting sources. Cite what you've read or heard from credible places to strengthen your position. If what you're saying is purely a guess - you haven't tested it, experienced it, or researched it - go ahead and bring it up, but do so with humility. Frame it as a question or possibility, not a conclusion. Knowing which tier you're operating from makes your communication more honest and makes you more credible. It's okay not to know everything. Just be upfront about it. This simple habit can save you from embarrassment if you're proven wrong; more importantly, it helps you build a reputation as someone thoughtful, trustworthy, and grounded. Before you push back, know what you are standing on.

Uncertainty isn’t the enemy of leadership. Silence in uncertainty is. Markets shift. Geopolitics flare. Technology disrupts. No leader can predict exactly what comes next. The mistake isn’t saying “I don’t know.” The mistake is leaving it there. Silence creates space for fear. Scenarios create space for confidence. The leaders I know say this: “We don’t know the future…But here are three ways it could play out, and here’s how we’ll respond to each.” That shift replaces anxiety with structure. Here’s how scenarios guide decisions: 1. Best Case → Maximise Opportunity • If growth rebounds, be ready to scale • Line up resources and move first • Optimism matters only if you’re prepared 2. Base Case → Navigate Steady State • In uneven recovery discipline wins • Tier your investments • Forecast cash tightly • Normalise quarterly adjustments 3. Worst Case → Build Resilience • Protect non-negotiables • Pre-approve cost levers • Over-communicate with empathy, reinforce purpose • Trust is forged in downturns, not booms. The real power is in cascading this skill to teams: → Model vulnerability (“I don’t know yet”) → Teach them to sketch 3 scenarios in 15 minutes → Anchor every path to concrete actions → Repeat until it becomes part of culture At 6 months, fear gives way to clarity. At 2 years, resilience becomes second nature. Remember, great leaders don’t eliminate uncertainty. They equip their people to move confidently within it. That’s how you scale trust, resilience, and momentum, inside your company and across your partnerships. --------------------------- Avoid missing insights like this. Get cheatsheets like this each Wednesday. Subscribe to my free newsletter: https://philhsc.com ➕ Follow me, Phil Hayes-St Clair for more like this.

How CEOs and Leaders Master Thought Structure for Maximum Impact 👇 Ever wondered how CEOs and top leaders consistently communicate with clarity and confidence, even in high-stakes situations? I’ve marveled at their ability to distill complex issues into powerful, actionable messages. Over time, I’ve realized that their success often comes down to mastering the art of structuring their thoughts. Here’s what I’ve observed about how successful leaders organize their thinking for maximum impact: 🌟Start with the Core Message Leaders know exactly what they want to convey before they start speaking. They begin with the main point or conclusion and then build their message around it. This approach ensures that their communication is focused and impactful. 🌟Break It Down into Key Points Once they have their core message, they break it down into a few key points. This “pyramid” structure helps in presenting information in a logical sequence that’s easy for their audience to follow. 🌟Use Stories to Engage Great leaders often weave stories into their communication. They use storytelling to make abstract concepts relatable and memorable. Stories help to illustrate points and connect with their audience on an emotional level. 🌟Emphasize Clarity and Brevity CEOs are masters at stripping away unnecessary details. They focus on clear, concise messaging that gets straight to the point. This clarity helps in avoiding confusion and keeping the audience engaged. 🌟Adapt and Respond Leaders are adept at reading their audience and adapting their message on the fly. They stay flexible, adjusting their communication based on the audience’s reactions and feedback. By incorporating these strategies into my own communication, I’ve seen a significant improvement in how I convey my ideas and connect with my audience. It’s about structuring your thoughts clearly, focusing on what matters most, and delivering it with confidence. What techniques do you use to structure your thoughts like a leader? Share your insights and let’s elevate our communication together! LinkedIn LinkedIn News India

A good crisis communications plan is a lot like a tightly written prenup. Nobody ever wants to use one. But if the unexpected happens, you’ll be damn glad you have a playbook to deal with the storm. Here’s why you need them: ✅ It’s designed when everyone is generally calm and thinking rationally. ✅ It outlines who is supposed to do what and with whom so raw emotions don’t drive decisions. ✅ It prevents an already bad situation from getting way worse. ✅ It allows both sides (company & its key stakeholders) to move forward—ideally with minimal drama, intact reputations, and some financial stability. Some execs still avoid deep crisis planning because “we don’t want to jinx ourselves.” Same energy as “our love is forever; we don’t need a prenup.” Then reality happens: - A huge lawsuit drops. - Your CEO gets caught in a scandal. - A big product recall hits. - Reporter calls at 8pm with a juicy story dropping the next AM and needs a comment. - Influencer with 2 million followers gets mad at you and unloads on X/Insta/TikTok. - A supplier factory catches fire and people die. Now you’re scrambling, emotional, and deciding everything on the fly. Bad move. A solid and updated crisis plan—just like a prenup— provides a step-by-step playbook to survive, recover, and even come out stronger. And if circumstances change? A good plan builds in pivots. If you run a company (or represent one), ask yourself: 📌 Do you have a real step by step crisis plan, or are you just hoping for the best with some placeholder statements? 📌 Do your executives know exactly what to do if something explodes tomorrow? 📌 Who exactly is calling the shots when everyone is panicking? The best time to plan for a crisis is before you’re in one. Pay now or pay way way more later friends.

I loved teaming up with Rachel Harris on the double-edged sword of social media in crisis comms. While I usually champion social's positive business impact, our Brandwatch session yesterday flipped the script. The good news? A strong listening strategy can be your early warning system for potential fires. But with AI and misinformation on the rise, that window is shrinking! We unpacked a 4 step framework and playbook approach to help keep brands ahead of the curve: 1. Prepare: Cover the Who, What, and How of your approach 2. Detect: Confirm your scope, alert triggers, and test 3. Evaluate: Have a consistent way to confirm the threat level of each message 4. Action: Have a pre-agreed approach for each risk level, and empower those needing to make a quick call on action. 💡 Key takeaways: Automation is your friend, stakeholder buy-in is crucial, and a consistent threat scale keeps everyone on the same page. #CrisisCommunications #SocialMediaListening #SocialMedia

Land the plane. If you’re in it right now, dealing with a missed goal, a major bug, a failed launch, or an angry keystone customer, this is for you. In a crisis, panic and confusion spread fast. Everyone wants answers. The team needs clarity and direction. Without it, morale drops and execution stalls. This is when great operators step up. They cut through noise, anchor to facts, find leverage, and get to work. Your job is to reduce ambiguity, direct energy, and focus the team. Create tangible progress while others spin. Goal #1: Bring the plane down safely. Here’s how to lead through it. Right now: 1. Identify the root cause. Fast. Don’t start without knowing what broke. Fixing symptoms won’t fix the problem. You don’t have time to be wrong twice. 2. Define success. Then get clear on what’s sufficient. What gets us out of the crisis? What’s the minimum viable outcome that counts as a win? This isn’t the time for nice-to-haves. Don’t confuse triage with polish. 3. Align the team. Confusion kills speed. Be explicit about how we’ll operate: Who decides what. What pace we’ll move at. How we’ll know when we’re done Set the system to direct energy. 4. Get moving. Pull the people closest to the problem. Clarify the root cause. Identify priority one. Then go. Get a quick win on the board. Build momentum. Goal one is to complete priority one. That’s it. 5. Communicate like a quarterback Lead the offense. Make the calls. Own the outcome. Give the team confidence to execute without hesitation. Reduce latency. Get everyone in one thread or room. Set fast check-ins. Cover off-hours. Keep signal ahead of chaos. 6. Shrink the loop. Move to 1-day execution cycles. What did we try? What happened? What’s next? Short loops create momentum. Fast learning is fast winning. 7. Unblock the team (and prep the company to help). You are not a status collector. You are a momentum engine. Clear paths. Push decisions. Put partner teams on alert for support. Crises expose systems. And leaders. Your job is to land the plane. Once it’s down, figure out what failed, what needs to change, and how we move forward. Land the plane. Learn fast. Move forward. That’s how successful operators lead through it.

Everyone is facing challenges right now. At the core, what we all want is to feel secure, supported, and capable of moving forward. The reality is, many are still navigating challenges: → Teams strained by constant change and uncertainty → Leaders juggling impossible priorities with limited resources → Employees grappling with burnout and the pressure to perform Here’s what people truly need: 1. Clarity of Purpose: People need leaders to articulate the “why” behind actions and decisions, especially in uncertainty, so teams can focus on what truly matters. 2. Psychological Safety: Leaders must create an environment where team members feel safe to speak up, share ideas, and express concerns without fear of judgment or retaliation. 3. Support for Vulnerability: Encouraging openness, admitting mistakes, and modeling vulnerability helps teams navigate challenges together. 4. Shared Accountability: Leaders need to ensure that responsibility is shared, not just top-down, so the team feels collectively committed to results. 5. Guidance in Conflict: Leaders should coach teams to embrace constructive conflict and ask the hard questions (“What’s not being said?”) rather than avoiding tension. 6. Consistency and Presence: In hard times, people need leaders who are visible, engaged, and steady, providing reassurance through consistent actions. 7. Empowerment for Growth: Leaders should continue to invest in people’s development, even under pressure, showing that growth and learning remain priorities. 8. Trust in the Team: People need leaders who trust them to make decisions and take ownership, rather than micromanaging during crises. 9. Transparent Communication: Sharing as much information as possible, even if imperfect, helps people understand the reality of the situation and reduces fear of the unknown. 10. Commitment to Co-Elevation: Leaders must demonstrate that even in hard times, the team’s success and growth matter as much as individual goals, lifting each other up together. This is the kind of leadership that makes a real difference.

𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬𝐧’𝐭 𝐭𝐞𝐬𝐭𝐞𝐝 𝐰𝐡𝐞𝐧 𝐭𝐡𝐢𝐧𝐠𝐬 𝐚𝐫𝐞 𝐜𝐥𝐞𝐚𝐫. 𝐈𝐭’𝐬 𝐫𝐞𝐯𝐞𝐚𝐥𝐞𝐝 𝐰𝐡𝐞𝐧 𝐜𝐞𝐫𝐭𝐚𝐢𝐧𝐭𝐲 𝐝𝐢𝐬𝐚𝐩𝐩𝐞𝐚𝐫𝐬. Early in my career, I believed leadership meant reducing uncertainty for others. If I could provide direction quickly, decisions would feel safer. If I projected confidence, alignment would follow. That belief quietly changed during a project where timelines kept shifting and assumptions continued moving. Instead of rushing toward a forced answer, we paused to map what we truly knew, what we were testing, and what would trigger a change in direction. The outcome wasn’t perfect, but the team stayed steady. That was the moment I realised certainty isn’t what stabilises teams. Structure is. A 𝟐𝟎𝟐𝟓 𝐬𝐭𝐮𝐝𝐲 𝐨𝐟 𝟑𝟎𝟏 𝐒𝐌𝐄𝐬 𝐩𝐮𝐛𝐥𝐢𝐬𝐡𝐞𝐝 𝐢𝐧 𝐏𝐋𝐎𝐒 𝐎𝐧𝐞 found that resilience in uncertainty depends less on predicting outcomes and more on how leaders frame decisions and maintain team confidence. That insight mirrors what I’ve seen in practice. 𝐒𝐭𝐫𝐨𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐮𝐧𝐝𝐞𝐫 𝐚𝐦𝐛𝐢𝐠𝐮𝐢𝐭𝐲 𝐢𝐬 𝐥𝐞𝐬𝐬 𝐚𝐛𝐨𝐮𝐭 𝐟𝐨𝐫𝐞𝐜𝐚𝐬𝐭𝐬 𝐚𝐧𝐝 𝐦𝐨𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞. 𝐓𝐡𝐫𝐞𝐞 𝐬𝐡𝐢𝐟𝐭𝐬 𝐭𝐡𝐚𝐭 𝐫𝐞𝐬𝐡𝐚𝐩𝐞𝐝 𝐦𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 1. 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐬𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 𝐩𝐫𝐨𝐦𝐢𝐬𝐞𝐬 𝐭𝐨 𝐚𝐬𝐬𝐮𝐦𝐩𝐭𝐢𝐨𝐧𝐬. Instead of declaring outcomes, leaders clarify what they believe today and how they’ll learn if reality shifts. 2. 𝐒𝐢𝐠𝐧𝐚𝐥𝐬 𝐦𝐚𝐭𝐭𝐞𝐫 𝐦𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐬𝐭𝐚𝐭𝐞𝐦𝐞𝐧𝐭𝐬. People don’t just listen to plans. They observe how leaders respond when information changes. Calm updates build confidence. Overcorrections create instability. 3. 𝐍𝐚𝐫𝐫𝐚𝐭𝐢𝐯𝐞 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐛𝐞𝐜𝐨𝐦𝐞𝐬 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥. When the environment is volatile, teams still need a coherent internal story grounded in values, direction, and decision principles even when data is incomplete. I noticed this in my own work. When I stopped trying to sound certain and started focusing on structuring decisions, managing signals, and holding a steady narrative, alignment improved even when outcomes were unclear. There’s a line I keep returning to: “𝐒𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐜𝐨𝐦𝐞𝐬 𝐟𝐫𝐨𝐦 𝐬𝐲𝐬𝐭𝐞𝐦𝐬, 𝐧𝐨𝐭 𝐩𝐫𝐞𝐝𝐢𝐜𝐭𝐢𝐨𝐧𝐬.” Leadership maturity isn’t about eliminating uncertainty. It’s about building environments that remain coherent when uncertainty increases. 𝐖𝐡𝐞𝐧 𝐮𝐧𝐜𝐞𝐫𝐭𝐚𝐢𝐧𝐭𝐲 𝐫𝐢𝐬𝐞𝐬, 𝐰𝐡𝐚𝐭 𝐡𝐞𝐥𝐩𝐬 𝐲𝐨𝐮 𝐬𝐭𝐚𝐲 𝐠𝐫𝐨𝐮𝐧𝐝𝐞𝐝 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐨𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩? LinkedIn LinkedIn News India LinkedIn News #Leadership #FutureOfWork #PersonalBranding #LinkedInNewsIndia #CreateMomentum

Your stomach drops. Slack is on fire. This isn’t just a crisis—it’s the moment that makes you. Handling high-stakes moments isn’t a bonus skill. It’s 𝘵𝘩𝘦 leadership skill. Here’s what separates those who bounce back stronger from those who don’t: 1. Own the outcome → Use active language: “We deployed a change that caused the outage,” not “The system failed.” → Show up. Be visible. → Skip the explanations initially — lead with acknowledgment → Own the full impact, not just your part → Roll up your sleeves alongside the team → Ask “How can I help?” — not just “When will it be fixed?” 2. You’re communicating even when you’re not → Send regular updates, even if there’s little new info → Set clear expectations for the next update (and meet them) → Differentiate clearly between what you know and don’t → Be transparent about severity and impact 3. Don't let a good crisis go to waste → Document lessons while the experience is fresh → Share learnings beyond your immediate team → Turn insights into system improvements → Use the crisis to upgrade your playbooks These actions build something more valuable than a crisis-free record: Unshakable trust. Teams trust the leaders who show up. Stakeholders remember the ones who stay steady under pressure. Your toughest moments are your biggest opportunities for leadership growth. What’s one crisis that changed how you lead?