In these uncertain times, which are challenging even for the automotive industry, when the sector is under pressure, the way companies communicate with their employees is particularly important. That is why we at SRIP ACS+ organized a professional workshop on leadership and communication in uncertain times, led by renowned crisis communication expert Katja Krasko Štebljaj.
Krasko Štebljaj emphasizes that in crisis environments and uncertain times, strategies alone are no longer decisive. They are not enough for successful communication. What matters is how organizations understand, interpret, and communicate a rapidly changing reality. In times of change fatigue, it is therefore necessary to communicate less with employees, but this information must be clearer and explained in a human way, including by managers, as they are a key link in quality communication. Employees need to be told why something is necessary or good for them, and the messages must make sense. They also need to feel that the company understands their reality.
Furthermore, employees must be listened to, as they know the most. When you lose touch with them, you lose touch with reality. Communicators and leaders must be aware that trust is built through actions, not words, as employees need real stories, not just information. Krasko Štebljaj also emphasized that in transformations, it is not necessarily the fastest who win. It is very important that when communicating changes, people understand where they are going, why they are going there, and what role they themselves play in the process. The future of change does not lie in more information, but in more trust. Communication, leadership, culture, knowledge, and relationships are therefore becoming central to the success of transformations.
Krasko Štebljaj then cited the EU Pay Transparency Directive as an example; the directive takes effect on June 6 and will serve as a key indicator of the quality of communication within companies. The directive raises not only the question of how much people earn, but also issues of fairness, trust, work evaluation, promotions, and privileges. Effective communication with employees, including from management, will therefore be crucial. Company management will thus need to review salaries, ensure that criteria are truly clear, verify that managers make consistent decisions, identify where privileges exist, and so on. Managers will need to be trained to handle difficult conversations, build a clear narrative of fairness, and begin communicating before speculation among employees begins.
It is expected that the new salary transparency will lead to a great deal of discontent and uncertainty, which can quickly escalate into a crisis—a situation further fueled by global forecasts of job cuts at numerous world-renowned automotive and other companies. That is why effective communication and preparing for a crisis before it even arises are of the utmost importance. In crisis communication, employees expect honesty, authenticity, respect, clarity, and a sense of dignity. Leaders also bear a great deal of responsibility, as they must be present during crises, conduct difficult conversations, acknowledge uncertainty, and remain accessible even after changes are announced. In crises, employees do not merely evaluate decisions. They also evaluate the humanity of leadership
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Additional information: SRIP ACS+, Erik Blatnik, 01/ 236 17 35, erik.blatnik@acs-giz.si
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The automotive industry in Slovenia generates approximately 10% of the GDP and almost 25% of Slovenian exports (source: SPIRIT Slovenia). All members of SRIP ACS+, including all areas of mobility, contribute more than 17% to Slovenian GDP. Our members generate more than 8 billion euros in annual revenue, most of them operating as tier 1 and 2 suppliers to global vehicle manufacturers. Annually, SRIP ACS+ members receive more than 25% of all awarded innovations of the Chamber of Commerce and Industry of Slovenia originating from the automotive industry.