How can you lead a team through a crisis as a people manager?

In times of crisis some tend to turn silent, but guess what? We are human and hate uncertainty. In times of crises you need to increase your communication rate. It can be bad or good news just keep your team posted. That is why it is so important to build a transparent communication channel, it helps foster resilience and trust within the team.

Crisis means a lot more communicating, and a lot more empathy. Be radically transparent. Ask employees how they are doing (and genuinely care about their response). Check in frequently. Be acquainted with wellness benefits like leave options, counselling, access to mental health professionals, etc. Mostly, keep your people abreast of the situation in real time as much as possible. People will respect you for telling it like it is.

Focus on the crisis. Keep all the communication simple and clear with regular updates. Don't overload people with unnecessary tasks during a crisis.

Crisis management entails communication, transparency, honesty, and collaboration. Everyone needs to be on the same page and entasked with a part of the plan. Everyone's ideas as to how to handle the crisis should be welcomed and pondered on - and from there, the group can decide the best course of action. Most institutions already have processes in place that people managers can utilize in times like this. The issue with some of these handbooks is that they tend to obstruct the core elements cited above on so many levels. Hence, judgment calls are needed to make these processes better adapt to the situation at hand. Couple this with the "10th man rule" to help keep any plan of action as close to foolproof as possible.

Radical transparency is key in a crisis. Invite tough questions, answer them honestly and admit when things are wrong. Repeat this weekly team meetings and also invite such questions during one-on-one meetings. Provide updates on progress (or lack of it) at an agreed upon pre-defined frequency (e.g. daily or every Wednesday 9am) to reduce anxiety. Stay ahead of news from other sources. They should hear it from you first.

If someone is struggling through a crisis, don't be shy of letting them know that you are there for them and with them in it. Follow up about their well being, not just the state of work. Be honest about how you feel and be vulnerable. They need to see you as a human being.

I was managing a newly formed business unit in a company driven by to-do lists; we even had custom made writing pads. This focus on 'what's next?' drained energy from staff. After one year of existence, me and my team leads gathered all staff in the conference room, provided them with a deluxe free lunch the ate while I celebrated all of the achievements we made in our first year. I repeatedly expressed how proud I was on them, my team! I still get goose bumps reliving this memory. The motivational impact of this celebration was huge: recognition of efforts, troubles, worries and results helps people to know why they go all out every day. And to do so the next day, and the next. The power of celebration should not be understimated!

REST- Add some time to let your people digest the event. Ease their burden as much as possible and avoid new projects that can be delayed or diverted.