How can you support team members during times of crisis?

It's important that, as a leader, you encourage open communication. Employees should feel they have a place where they can open up and where their feelings are valid.

A true leader will support their team during crisis. This crisis may be employee-related (personal tragedy, unwell, pandemic, etc) or organizational (business challenge etc.) In case of a personal crisis, express genuine care & concern for the employee’s wellness. Pls remember a personal crisis can happen to anyone suddenly at any time! Be empathetic! The employee is undergoing mental stress! Offer support by providing flexible hours, breaks, leaves, involving others in their work by providing required training, etc. In case of organizational crisis, clear communication and transparency is important. Leaders need to stay strong & calm themselves. Calm & composed leaders are more effective and create a better environment for the team.

Apoiar a equipe em momentos de crise é uma parte essencial do papel de um líder. Na minha visão, duas coisas não podem faltar nesses momentos: 1. Comunicar-se abertamente: Manter canais de comunicação abertos para que os membros da equipe se sintam à vontade para compartilhar preocupações e perguntas. Ser transparente sobre a situação e as medidas que estão sendo tomadas para enfrentar a crise. 2. Demonstrar empatia: Mostrar empatia em relação aos sentimentos e preocupações das pessoas, estando disposto a ouvir e entender as suas perspectivas. Importante também reconhecer o impacto emocional que a crise pode ter sobre eles.

In the challenging balance between maintaining professional boundaries and extending genuine care, the latter strategy consistently emerges as the more effective approach. As a leader, your role transcends titles and hierarchies in these moments. It's about being a human looking out for another. Engage in open, empathetic conversations with your team member, and understand what they need, whether it's personal/professional support, additional time off, or flexible working hours. Your ability to empathize while simultaneously strategizing to ensure minimal impact on both your team member's life and the work at hand exemplifies true leadership in times of crisis.

Esteja presente. Meu mantra de gestão nos momentos de crise ganha ainda mais valor. Estar presente é mostrar para a equipe que estamos todos na busca de soluções. Uma equipe unida com o mesmo propósito é uma força transformadora e também um ponto de segurança quando tudo parece inseguro. O senso de pertencimento junto com a segurança corporativa abrem espaço para que todos tenham oportunidades de exporem suas hipóteses e propostas de soluções para a crise. Não existem respostas simples para a crise. Nem existem respostas individuais matadoras. Olhar a crise é olhar todas as dimensões e trabalhar em equipe é trazer diversas dimensões para a mesa de soluções.

There is no shadow of doubt that guiding team members in crisis through clear instructions is the most important and effective role of communication It's always the responsibility of leaders to maintain trust and transparency among the team members for successful crisis management!

I would add that saying something is always better than saying nothing. There is no perfect response but any attempt of communication will be appreciated.

यथा राजा तथा प्रजा - As the ruler, so the subjects You want people to stand by you when you are in crisis. Every leader does. That's what makes a successful team. Then, be that leader who will go all out for your people when they are in crisis. I happen to draw inspiration from the Armed forces during crisis. They 'leave no one behind'. Leaders must show that strength of character during crisis. Leaders must do all it takes and leave no stones unturned to help their team member in need. I respect the Company I am associate with for the last fifteen years, for this particular reason. Organizing Hospital beds during dark Covid times, is not part of an employment contract. Going beyond a contract during crisis makes a great leader.

Supporting a team member in times of crisis is a critical skill of a leader. The most important first step to do is to communicate clearly that you have your team member's back. Listen to their challenges with an open mind. Don't offer any opinions or suggestions on what to do - just make sure that they feel heard. Afterwards, work together with the team member to understand what remedies exist for the current situation. Plans that involve both leadership and the team member in the planning stage are much more likely to succeed. Finally, follow up after the issue is resolved. Make sure that the process is blameless to foster a trusting relationship.

• Listen • Be understanding • Be flexible • Ask what you can do to support them Communication, kindness, and candor will go a long way in times of crises.

As a leader, if you fail to demonstrate concern for your team's struggles and lack empathy during their challenging moments, then you are not fulfilling your role effectively. Being a strong leader requires you to frequently empathize with your team members, offer moral support, and display compassion during their challenging moments. By doing so, you not only earn their respect but also strengthen your leadership.

Oui c'est important d'être en empathie quand on travaille en équipe et notamment quand on encadre une équipe en tant que manager. Être en empathie ne signifie pas pouvoir se mettre à la place de l'autre. C'est être en capacité de comprendre les émotions et les sentiments de l'autre. Une crise peut être insécurisante donc créer de la peur, du désarroi, etc. Un leader empathique offrira son écoute bienveillante sans moralisation, ni conseil ni jugement. C'est montrer à l'autre qu'il est là, prêt à accueillir les émotions de l'autre, ses doutes, etc.

As a startup Founder & CEO in Israel, our business ecosystem has been in crisis following the terrorist attack on October 7th. Everyone has been shaken to their core, regardless of their job, religion or family situation. This is also true for me as the leader of the business. The first act was to personally check that all employees and their family were alive and safe. Then, to be able to support others I had to tend to myself and my immediate family. As the days following October 7th unfolded each person in the business dealt differently. It was critical to make sure they know they're not judged, and their needs will be accommodated. Only then could business conversations resume slowly ramping back up over the weeks.

During times of personal crisis, the good leader would always empathize the situation as he/she must have treaded the same path and must have been treated fairly. Its a no brainer that employees who have been looked after during crisis, come back 10x for you at work in times of professional crisis/ target achievements. I have personally seen this happen in several of my assignments, and the people have delivered 20x performance. Just be there for them. The magic will happen.

The Triple H Technique In turbulent times, the Triple H—Heard, Helped, Hugged—can guide leaders in addressing stress. Heard Concept: Active Listening Why: Builds trust, unlocks morale insights. How-To: Open forum, listen actively. Helped Concept: Practical Support Why: Immediate relief, boosts morale. How-To: Identify stress relievers like flex hours; act fast. Hugged Concept: Emotional Support Why: Boosts emotional well-being. How-To: Use uplifting words or a simple pat on the back. Holistic Approach Combine neuroscience, management, and well-being for balanced support to address the neurological, managerial, and emotional dimensions. Triple H is like a Swiss Army knife for leaders.

Not only empathy and compassion, show courage and show a commitment to seeing your team flourish. Showing courage can take many different forms. I show it by being open and vulnerable with my team. I show it by holding space for honest, open and transformative conversations. More importantly, I champion and amplify the voices and perspectives of my team. When team members are experiencing exclusion, you can be proactive and help your team fight for the things they need. You do not need permission to do what is right. Be courageous and foster a working environment that is conducive to flourishing.

Se dice que solo podemos dar lo que tenemos, por lo tanto, para que un líder pueda darle empatía y compasión a su equipo, es necesario que él o ella desarrollen primero su propia autocompasión. En un mundo tan competitivo y tan acelerado, muchas veces nos enfocamos en los resultados y nos olvidamos del “como” es que logramos esos resultados, y es que muchas veces llegamos a los objetivos pasando por encima de nosotros mismos, de nuestros valores y de nuestra salud. Así que para que un líder apoye genuinamente a su equipo en momentos difíciles, requiere trabajar en ser amable consigo mismo, tener actos de autocuidado y actuar conforme a sus valores. Si el líder adopta esto como su filosofía de vida, será un gran apoyo para su equipo.

You should always be kind to your team members. As leaders, we have a heavy impact on people's personal lives and we are not necessarily aware of one personal situation or challenges.

Show empathy and actively listen to team members' concerns and emotions. Understand that people may be going through a range of emotions during a crisis, including fear, anxiety, and stress. Acknowledge their feelings and validate their experiences.

Incentivar a colaboração e conexão é uma estratégia fundamental para enfrentar qualquer crise. Quando a equipe trabalha em harmonia, as soluções fluem, e todos se sentem apoiados. Afinal, por que confiar em líderes autocráticos quando você pode construir uma comunidade de colaboradores? É hora de deixar para trás a velha mentalidade do 'cada um por si' e abraçar a era da cooperação e sinergia, onde a equipe é uma grande família feliz e os problemas são apenas desafios emocionantes a serem superados juntos!

One thing i have found working out every time is ... recognition of team members for their collaboration and efforts! This is a secret sauce to keep the team together and inspired during tough times; goes a long way and helps everyone bounce back faster from the tough situations.

When employees go through a crisis, their employers are tested by them in their understanding of their situation. What I've done in the past in the spirit of collaboration and connection is a three-step process. 1)Acknowledge the crisis they are going through and let the know they are not alone. This is the stage to add standard words of encouragement. 2)Offer resources depending on the crisis. If the company has a crisis fund, mental health hotline, or equivalent benefit, the employee should be linked to them. 3)Provide assurances on job security where applicable. For example, if this employee is eligible for FMLA and their crisis requires them to depart the country for a month, proceed. I recommend anyone to use this style.

Criar rituais que sustentem essa conexão pode ajudar a tornar essa prática recorrente, sem grandes esforços. Alguns exemplos deles são: check-in no inicio de reuniões, 1:1 recorrentes, sessões de troca de conhecimento entre os membros da equipe.

Y yo agregaría: la desconexión. En momentos de crisis no pensamos con claridad ya qué hay mucho estrés de por medio que nos genera “niebla mental” y para contrarrestar eso, es necesario ponernos en “modo avión” para darle un descanso a nuestra mente y recargar batería tanto mental como emocional. Para esta desconexión sugiero que cada día destines de 10 a 20 minutos para meditar, salir a caminar y estar en contacto con la naturaleza o simplemente que te sientes a tomar un café viendo una pintura que te inspire o un paisaje y si gustas, pon una canción suave de fondo. Esto hazlo SIN el celular, sin la tablet, sin la computadora cerca. Desconéctate para que conectes contigo, con tu esencia, con tu creatividad y tu paz mental.

In the midst of crisis, the ability of a team to pull together & function as a cohesive unit is often what enables it to navigate through turmoil. As a leader, you can catalyze this process by actively promoting a culture of collaboration & reinforcing the team's shared mission & values. Reminding team members of the larger picture & their collective objectives can help transcend individual concerns, fostering a 'we're in this together' mindset. Creating avenues for team interaction is critical—whether virtual or in-person—encouraging open dialogue & the exchange of ideas. This could be facilitated through regular team meetings, brainstorming sessions, or informal virtual coffee breaks.

A crisis can be isolating, but it also presents an opportunity to forge stronger bonds. When you encourage collaboration, you're not just promoting teamwork but building a fortress of collective resilience. It's about reminding everyone that they're not alone in this journey. By leveraging the diverse strengths within your team, you can find innovative solutions to challenges.

This is a time to come together, not to be apart. This is a time to learn how we can lean on each other and how people need to feel connected and not alone.

In some cases, peer to peer connections work more effectively than with the organization or leadership in the organization. It is important to recognize this and create ways and means of facilitating such connections. These could be in the form of meetings in person or virtual meetings using company resources. Opportunities to also connect with external professional must be created.

Fostering collaboration and connection is a cornerstone of navigating through a crisis as a team. It's about reinforcing the shared sense of purpose and underscoring the collective values that bind the team together. In my experience, by crafting spaces where team members can interact, share experiences, and pool their knowledge, you not only enhance the sense of community but also tap into the diverse strengths and skills each member brings. Delegating tasks thoughtfully can empower individuals, bolster team morale, and build the kind of resilience that turns challenges into opportunities for growth and learning.

In times of crisis, the executive management needs to ensure that all managers are informed about upcoming changes and the strategy in a precisely coordinated communication cascade - and, if possible, that they are involved in the coordination in advance. In Germany, it is essential that the works council is also involved in order to win it over as an alliance partner. Informing managers and, in particular, the middle management in due time ensures that they can be available to their team for further information. In this way, C-level and middle management can work in concert to convey orientation and security to employees and, if necessary, implement any necessary changes

Em uma crise, tudo que você realmente precisa é que o seu chefe te diga exatamente o que fazer, como fazer, quando fazer e por que fazer. Quem precisa de autonomia, inovação ou pensamento crítico quando se pode seguir ordens? Afinal, o líder é o oráculo supremo com todas as respostas, e a equipe é apenas um rebanho de ovelhas esperando por sua orientação divina. Não se preocupe em desenvolver habilidades de liderança ou capacitar sua equipe; basta dizer-lhes o que fazer e eles seguirão obedientemente como marionetes!

Guidance and direction are key aspects of my role within a team. I take the initiative to offer clear and actionable guidance when necessary, helping team members navigate challenges and make informed decisions. I provide a vision of our goals and a roadmap to achieve them, ensuring everyone is aligned and motivated. By setting expectations and offering constructive feedback, I empower team members to perform at their best, fostering a sense of purpose and direction within our group.

Offer access to resources that can help team members cope with the crisis, such as Employee Assistance Programs (EAPs), counseling services, or relevant support groups. Share information on how to access these resources and encourage their use.

You may not know that the right thing to do in the moment, which is why it's important to have a process in place before the crisis hits. That way when the crisis comes everyone is prepared. How ill communication take place, what are people to do, say not say? Who will decide what? All of this needs to be decided together as a process. Have in place the necessary contingency plans too....

In times of crisis, employees benefit from a blend of empathy, leadership, and guidance. Empathy creates a foundation of trust and connection, allowing leaders to understand and support their emotional needs. Leadership instills confidence by providing a clear path forward and ensuring organizational stability. Guidance equips employees with practical solutions and resources to address the crisis. This triad is essential for offering comprehensive support, enabling employees to navigate challenges, and emerge stronger from adversity.

Supporting team members during a crisis is akin to being the calm eye of a storm—steady, serene, and reliable. Start by creating an open line of communication, a conduit for concerns and ideas to flow freely, without fear of judgment. Be the pillar that upholds transparency, sharing information as clearly and promptly as a town crier in the village square. Offer your shoulder, not just as a structure to lean on, but also as a bastion of empathy, understanding that crises can rattle the foundations of even the sturdiest. Equip your team with the tools and flexibility they need to navigate turbulent times, like a captain ensuring everyone has a life vest when the waves get rough.

Providing guidance and direction also helps the team to identify and understand, (1) how to manage a crisis without losing focus on what really matters to the organization , (2) what resources needed at a time of crisis that will help the organization to timely recover from such crisis. (3) it also helps the teams to focus their strength on the organization crisis management plans and strategies.

Modeling behavior is spot on. I would take it one step further, however - towards advocacy. In times of crisis, I find leaders typically want to jump in and help. They engage, give permission to others to manage their time, and they encourage each person take the space needed. This is all important. ... The extra step is to ADVOCATE. Lend your voice as a leader to speak to the broader group. Get smart on the nature of the crisis, seek to understand what may be causing pain (and not) and use your influence to ensure the needs of others are met. This more active leadership goes very far within organizations that look to leaders for cues when crisis hits.

Do your best to model balance. Be honest about challenges but don't make excuses for not making changes. Not every deadline is urgent, not every problem is major. Let your team know that conflict can spark innovation. Put in place structures and processes that offer joy and support well-being. Also don't be quick to label yourself an "ally". Allyship is a verb and to be an ally means you working alongside affected communities, it is about them and not about you. So don't take space unless you are using space to create new and safer spaces for the team.

Throughout my career but also in my personal life, I came to the conclusion that this is actually the gold key in crisis situations. Maybe we don't realise how 'transmissible' the feelings are and how much the way we act will impact others. Keeping calm, positive, and adaptable to changes and crisis situations will make those around you act the same (especially if you are viewed as a trusted individual) on the flip side, starting to panic, and being anxious will spread like the worst virus. In fact, negativity tends to spread quicker than being positive. While all experience different stages and feelings during a crisis situation, try as much as possible to isolate yourself when you are negative or get around positive people and absorb it

Modelar comportamentos positivos e adaptativos é essencial, especialmente em tempos difíceis. Quem precisa de líderes que se desesperam, reclamam e entram em pânico quando tudo está indo mal? Afinal, nada é mais inspirador do que um chefe que enfrenta desafios com um sorriso no rosto e uma atitude de 'vamos dar a volta por cima'. Claro, é só isso que precisamos para superar uma crise, certo? Quem se importa com estratégias, planejamento e ações concretas quando podemos simplesmente esperar que o otimismo resolva todos os nossos problemas?

Continue to hold team meetings and maintain regular communication to provide a sense of stability. Set achievable goals and focus on the most critical tasks to maintain productivity.

In times of crisis, your team will mirror your behaviour. If you're optimistic and adaptive, they'll rise to the challenge. It's not about putting on a brave face but genuinely embracing change and showing resilience. Your actions, attitude, and approach will set the tone for the entire team.

If we all freak out it will not be helpful. Under stress is when we really see what people are made of... So model the behaviour you want to see. Know that this storm shall pass too.

En temps de crise, il est essentiel de soutenir les membres de son équipe en adaptant un comportement positif et adapté à chacun. Tout d'abord, il est important d'écouter activement chaque membre pour comprendre leurs besoins et préoccupations spécifiques. Ensuite, il convient d'adopter une attitude encourageante et optimiste afin de maintenir la motivation et l'esprit d'équipe. De plus, il est crucial d'être flexible dans son approche en tenant compte des différences individuelles et en offrant un soutien personnalisé. Enfin, en tant que leader, il est primordial de faire preuve d'empathie et de montrer une volonté d'aider, en offrant des solutions et du support à chaque membre de l'équipe.

Modeling positive and adaptive behavior during a crisis is pivotal for leadership. It's about walking the talk—showing commitment and maintaining an optimistic outlook, which can significantly influence your team's morale. For me in my career, embracing change and pushing for innovation, while also emphasizing the importance of self-care and managing stress, always set a powerful example. It communicates to the team that adaptability isn't just about surviving immediate challenges but also about thriving in the long term through personal and professional development. This approach can foster resilience and a can-do spirit, helping the entire team navigate the rough waters of a crisis.

Often times it is put onto the leadership to show a positive mind by example, but I also truly believe that showing vulnerability as a leader is part of it as well. If you are always modelling positive behaviour that could also cause friction if people start to believe it is fake and just a front. Showing balance within the emotion, harnessing positives out of the negatives, is truly what will help people in dark times. Showing that you, as a leader, also have those struggles makes it more relatable if you show a way out.

Even in the darkest times, there are glimmers of success. Celebrating these moments isn't just about boosting morale. It's about fueling the drive to push forward. Every achievement, no matter how small, is a testament to the team's resilience and dedication.

I believe that leaders should not only wait for major achievements by their team members before recognising, appreciating and rewarding them. It is sometimes more critical to regularly make them feel that their efforts and hard work are being noticed. Let us not wait for the final outcome but rather recognise their modest steps that they are undertaking and the efforts and hardwork that they are putting in on a regular basis to achieve them. Celebrating small achievements can do wonders to motivate the team.

Celebrating success and achievements is something I deeply value. Recognizing and acknowledging accomplishments, whether big or small, is essential for team morale and motivation. I make it a point to commend my colleagues and team members for their hard work and dedication. By doing so, we not only boost morale but also create a positive and rewarding work environment. Celebrating achievements fosters a sense of accomplishment, reinforces the importance of our goals, and encourages continued excellence in our endeavors.

Resultados são o final da jornada percorrida. A construção do caminho, as forças de cada membro da equipe, fracassos que se tornam novos aprendizados, o recomeço e novas rotas a percorrer - necessárias muitas vezes pela mudança rápida de cenários imposta pelas empresas - são pequenos passos trilhados que muitas vezes exigem de cada um enorme esforço, persistência, ressignificar conceitos e muita ousadia para querer mais e construir algo melhor! Comemorar conquistas é tão importante quanto celebrar cada etapa percorrida. De forma genuína, verdadeira e repleta de propósito, a caminhada se torna mais verdadeira e comemorar conquistas um impulso a mais para atingirmos de fato os nossos objetivos.

O líder precisa atender a primeira e inegociável necessidade humana, de qualquer liderado, a INCLUSÃO, para isso é preciso implementar estratégias de Segurança Psicológica. 1. Naturalizar que todos fazem parte, e merecem ser incluído como direito humano, independente do currículo ou tempo de empresa. 2. Olhe no olhos enquanto o outro fala Isso se aplica tanto quando você está falando quanto quando está ouvindo. 4. Ouça com a intenção de compreender e não concordar ou discordar. 5. Peça o dobro do que você diz, fale menos que o liderado e inventive a falar pelo dobro de tempo que você falou.

Desde mi experiencia, considero importante recibir el reconocimiento por una buena labor o eventos excepcionales. No solo reprender o ver el punto negro sobre la hoja blanca, sino reconocer lo bueno y motivar a la persona. En Linkedin, por ejemplo, se pueden usar los Kudos de forma casual, interesante y llamativa para este propósito. Me parece un bonito gesto de Colegas y Jefes.

Try to be empathetic to thier needs, sometimes just being there to lend an ear might just be what is needed. Another key element is active listening, to achieve the root cause of a problem listening will provide your next course of action. In the end try to get them the right help.

Sometimes people just want to know that it's shaken you too. Not that you aren't calm or capable of dealing with it, but that you know it is a big deal and aren't artistically minimising it. That humanises and mirrors their concerns and makes them feel less alone, allowing you to lead into crisis management.

Be forward thinking and solutions oriented. Dwelling on the problem or who caused it is not helpful to you or your team. Adopt a ‘what can WE do about this’ to challenges such that the ownership is on every team member. Encourage and model self-care and wellbeing as very important factors in times of crisis. Check-ins are very important in showing empathy and compassion. However, be careful not to bring work issues in your check-in conversations. It comes off as though your call was all about the work!

Personally, I’ve found that psychological safety is crucial for team effectiveness. This is the time to reassure team members that it’s okay not to have all the answers and that you’re navigating the crisis together. Uncertainty can be paralyzing. As a leader, one of your roles is to provide stability. This can be achieved by clearly communicating any changes or updates, being transparent about what is known and what is not, and setting clear expectations and priorities that align with the new reality. Throughout my career, I’ve observed that the organizations that navigate crises successfully are those where leaders are authentically involved in their team's welfare and caring for the people behind the work.

Criar um ambiente de trabalho seguro é a base para que todos os aspectos anteriores possam acontecer. É importante que a liderança construa um ambiente onde os colaboradores possam expressar suas preocupações, medos e dificuldades sem o receio de julgamento. Isso é conhecido como "segurança psicológica." Quando as pessoas se sentem seguras para falar sobre suas dores e angústias, é mais provável que compartilhem informações importantes, colaborem e busquem soluções juntas. Como consequência deste ambiente, conseguimos melhorar a comunicação do time, aumentar inovação, garantir engajamento e retenção dos profissionais, reduzir confrontos e garantir que conversas difíceis sejam realizadas e aumentar a reputação da cia

[1] Form a dedicated team that activates during crises to streamline communication and decision-making. This team should include members from various departments and levels of authority to ensure a comprehensive response that considers all facets of your team's experience and needs. [2] Ensure that there's a BCP i.e. Business Continuity Plan, in place that addresses not only the procedural aspects of business survival but also the human elements. This plan should include strategies for maintaining morale and supporting employees' personal needs during disruptive events. [3] Engage your team in finding solutions to the crisis.

In times of crisis, teams need someone to look towards for guidance. Although you may also feel the pressure, it's important to remember who you influence. Strong teams can get through crisis together a lot better than individuals. Protect your people and do what is best for them, in the end they will do the same for you!

Supporting someone in crisis is very complex for you and your employees. The most crucial step in supporting someone is asking for permission. - How can I support you right now? - Would you like some help with solutions or just listen? - If you need time away, what can I do to support you that won't add any additional stress? The goal is to understand boundaries to support your team safely.

Faça deste tema uma rotina na sua gestão. Normalmente só lembramos deste tema quando a crise está acontecendo. Mas o trabalho para gerar um ambiente seguro começa muito antes com duas atitudes essenciais: 1) Tenha rituais de gestão para que as pessoas possam falar. Ouça o que elas tem a dizer e crie planos de ação que sejam viáveis. 2) Aprenda a usar a empatia assertiva que significa: se importe pessoalmente com a história das pessoas, mas coloque limites ou diga “não” quando for preciso. Não espere a crise chegar pra agir nela.

Allow space for your team to deal with the crisis in their own way. Oftentimes, part of being a supportive leader has less to do with inspiring conversations and more to do with respecting people's individual needs. Giving space to people allows them to process the crisis on their own terms, seek comfort in their own way, focus on getting support from a therapist or counselor and even taking a step away from having to emotionally revisit the situation in every conversation at work.