Internal comms best practices around National Guard deployments

The recent National Guard deployments in Washington, D.C. and Los Angeles by the White House have added yet another layer to the many considerations that the second Trump administration’s policies are forcing communications professionals to factor into their work. These are major national news stories that many employees in the affected locations are bringing to work every day, especially if they’re in places directly affected by the deployments and their fallouts.

That’s where internal communicators can come into play. As stabilizers and carriers of culture, they hold the keys to reaching out to employees during uncertain times like these deployments. Kristina Markos, associate professor and chair of the graduate communication program at Lasell University, told Ragan that careful monitoring of tone and a general sense of empathy should lead the way for comms pros tasked with putting together messaging about deployment-based disruptions.

“These are charged issues,” Markos said. “So staying neutral and empathetic are two critical things that you have to think about in tone when you’re delivering these communications. If you’re charged in a charged situation, it’s going to inflame the whole thing. If you’re too laid back about it, people might feel like you’re ignoring it.”

Here are a few more best practices for communicators tasked with discussing what these deployments might mean to their employees.

Direct employees to available resources and maintain a human touch

Employees aren’t a monolith, and they’re going to be affected by and react to a major event like the National Guard deployments differently. That calls for a comms plan that directs employees to resources they might need, well before they might need them.

“Share information about employee assistance programs, legal documents or resources for those who are feeling anxiety or stress about the situation,” Markos said. “Either because of a protest or also on the flip side, if they have family members working in law enforcement or in the National Guard. It’s a complex issue, so plainly lay out what resources there are for mental health, stability and stress relief.”

Kerry O’Grady, senior lecturer at the Isenberg School of Management at the University of Massachusetts, Amherst, recommended that communicators keep tabs on their employees and ensure that they’re keeping an eye on both what employees are saying and feeling with regard to the deployments.

“Monitor social media and monitor internal chats,” O’Grady told Ragan. “Have check-ins more frequently with management. Make sure everybody’s OK, because people may be very anxious. And if you don’t check on them regularly, it can make them feel like they’re a transaction.”

Markos added that comms pros should make considerations for the very real implications that deployment-based disruptions could have on employees in Los Angeles and D.C. and beyond. 

“Things like commuting delays or childcare or school disruptions can take your employees away from their job or take up some of their mental space,” she said. “So productivity might change. Communicating flexibility is big, and encourage your employees to communicate how this directly impacts them.”

Keep a direct line from employees to leaders

Markos suggested that communicators should work with leadership to figure out how employees are feeling about the deployments before formulating any sort of statement from the top. A bottom-up flow of sentiment can help the company’s comms better reflect how employees are experiencing things. 

“I would look at leaders like the head of the HR department,” Markos said. “Ask them to try to gauge the temperature of how my employees were feeling before I responded.”

O’Grady also cautioned communicators to consider the fact that on both internal and external channels, leaders will be front and center when responding to such a hot-button issue. She encouraged executives to lead with their humanity and relatability during all crises.

“In these situations, leadership is going to be more visible on the intranet as well as social media,” she said. “We want you not to feel like you have to hide behind a computer. We want you to feel supported in this. This is the moment to show vulnerability and empathy — to be human first.”

While the situation is still developing, Markos emphasized the need for internal comms pros to maintain a sense of sharp focus on their role — to keep employees aware. Outside events often shape internal communication, and an understanding of company voice and culture should guide any conversation about the deployments and the impacts from them as they affect an organization.

“You want to come across knowledgeable and as a resource,” she said. “Your number one thing is to inform. Help employees be armed with whatever is going on as it pertains to work.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.