Hearts & Minds: The sense of an ending. How to communicate through a closure

Closures of branch networks continue apace. Recent announcements in banking and shopping, indicate that more outlets will soon be disappearing. It’s an HR challenge, of course it is, and a legal one. But responsibility for doing it well, falls squarely on the shoulders of comms. It’s your job to ensure it goes as smoothly as possible.

There is only one way to approach this: with compassion. Be under no illusion: this will hurt. You’re not only telling the staff they might no longer be needed or they could be redeployed elsewhere, causing anxiety. You’re informing all the local stakeholders -suppliers, partners, customers - they’re not wanted. Not only that, but you’re also dissing the community, abandoning the heart of a city or town, possibly after being there for decades. That may not be how you see it but that’s how the move will be interpreted by the people and local media and social media. You will discover friends you never knew you had. The outpouring of grief may not be reflected in the trading figures (if only it had). So be it.

The blow must be softened. The language you employ should be honest and open, and showing you care and understand. Not over the top – there’s no disguising what is occurring – but displaying warmth. It’s been difficult, you regret, etc. Appreciation as well – you’ve developed close ties, you’re grateful for their custom and loyalty.

Avoid corporate-speak. This is not the time for legalese or robotic wording. The people you’re addressing are just that: people. Ask yourself, how would you like to be told? What would make you think more of the company rather than less? Make it as personal as you can. It’s not a faceless institution based faraway that is pulling out. Those who are leaving are also people themselves, so use ‘we’.

If possible, send senior executives to meet, to explain, listen and offer support. That’s not easy, no one relishes doing it, but it’s humanising. They’ve made the effort to go; they don’t have to, but they have and however awkward, that will be appreciated.

There may be a nearby alternative. If there is, say so. Likewise, if there’s an online operation they can access, then again say so. You may be dealing with an older, disadvantaged, not digital-savvy demographic. Offer to help and guide.

Throughout, keep an eye on your goal, which is to ease the pain and maintain brand reputation.

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.