“Legacy” is a loaded word. If you’re the glass-half-empty type, the term smacks of something old-fashioned, out-of-date, redundant. If you favour the glass-half-full approach, you make associations such as firm foundation, proven track record and relationship equity.

As a brand and engagement specialist, I’m acutely aware that one of the strongest but often most underappreciated assets many old-world brands have is their legacy. In times of crisis and change, it can be comforting to employees to know that this organisation has withstood worse in the past.

As individuals, we seem to be increasingly interested in notions of legacy and family heritage. The haka, the famous tribal dance of the feared New Zealand rugby team, literally attempts to summon up the spirits of ancestors to provide strength and courage as they face a new challenge. Perhaps this was what organisations like Wal-Mart have tried to replicate with their company songs?

Such overt attempts to conjure up corporate spirit aren’t to everyone’s taste, illustrating the point that employee engagement has to be fit for purpose within local employee markets. But what some may consider “naff” engagement initiatives are clearly powerful magic for others, begging the question: “What are you doing to engage your employees during the downturn?”

It comes as little surprise to me that I’ve seen a rise in the number of complaints from employees across sectors about the lack of availability of their line managers. There has also been a decline in face-to-face communication, eg, team briefings, and a rise in what I term “email management”.

In these dark days, leaders need to call upon all of their resources to speed up the recovery process. If your brand has a legacy, what initiatives are you undertaking to make the most of that heritage and provide confidence, assurance and a sense of stability? Most importantly, how are your most important communicators, your line managers, being recognised and used as the eyes, ears and voice of the business?