Leading Through Crisis: 6 Ways to Support Your Team Now

In recent weeks, and particularly following events in Minneapolis, many individuals are bringing significant emotional burdens to work. These feelings include grief, anger, fear, exhaustion, and uncertainty. This impact extends beyond the immediate vicinity of these events, affecting employees regardless of location. This presents a challenge for leaders: how to acknowledge these burdens without overstepping, offer stability without minimizing the situation, and lead with empathy when clear answers are unavailable.

The Power of “TNTs” – Tiny Noticeable Things

The most impactful actions leaders can take during times like these are often “TNTs” – tiny noticeable things. These are small, intentional leadership choices designed to reduce uncertainty, restore a sense of control, and signal to employees that they are not alone. These seemingly minor actions can be crucial in supporting teams, both now and as ongoing challenges – including developments in areas like artificial intelligence – continue to unfold.

Creating Stability in a Chaotic World

When external events create chaos, people instinctively seek stability and safety cues. Leaders can provide this by identifying one or two aspects of work that will remain consistent – such as meeting schedules, response time expectations, or decision-making processes – and explicitly communicating this. This predictability isn’t about rigidity; it’s about establishing a reliable foundation that allows teams to focus on problem-solving, and collaboration. This steadiness fosters trust, engagement, and resilience.

Reducing Cognitive Load

Disturbing events can significantly deplete a person’s cognitive resources. To alleviate this, leaders can narrow team priorities to one or two key outcomes for the week. This might involve cancelling a meeting, extending a deadline, or temporarily pausing a non-essential project. Consistent leadership – clear communication, follow-through on commitments, and grounded responses to challenges – reduces cognitive load and mitigates anxiety.

Normalizing Emotional Variability

Many employees feel pressure to maintain a facade of normalcy at work, which can exacerbate stress. A simple statement from a leader acknowledging that individuals will be in different emotional states (“people will be in different places this week, and that’s okay”) can reduce emotional suppression, a known predictor of burnout.

Connecting at the Start and End of the Day

Leaders can set a supportive tone by checking in with employees at the beginning and end of the day. Instead of asking “How are you doing?”, which often elicits a perfunctory response, consider asking what has their attention, what kind of day they’ve had, or what support they need. A simple “take care of yourself tonight” can also be a meaningful gesture.

Recognizing Small Wins

Amidst stress, it’s important to acknowledge and celebrate small wins. These minor milestones evoke positive reactions and signal progress, reinforcing the belief that the team is moving in the right direction and can overcome challenges.

Watching for Lagging Indicators of Stress

Teams may initially appear resilient in the immediate aftermath of stressful events. However, stress can manifest later as irritability, withdrawal, errors, or difficulty making decisions. Proactive check-ins in the coming weeks are crucial, as support may be needed even when it’s not immediately apparent.

Frequently Asked Questions

What is a “TNT” in leadership?

A “TNT” is a tiny noticeable thing – a small, intentional leadership choice that reduces uncertainty, restores a sense of control, and signals to people that they are not alone.

How can leaders reduce cognitive load for their teams?

Leaders can reduce cognitive load by narrowing priorities, cancelling non-essential meetings, extending deadlines, or temporarily pausing projects to give people emotional and cognitive bandwidth.

Why is it important to normalize variability in employee emotions?

Normalizing variability reduces emotional suppression, which is a strong predictor of burnout. Acknowledging that people will be in different emotional states can create a more supportive work environment.

How can leaders best support their teams during times of uncertainty and stress?