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 vis?o, duas coisas n?o podem faltar nesses momentos: 1. Comunicar-se abertamente: Manter canais de comunica??o abertos para que os membros da equipe se sintam à vontade para compartilhar preocupa??es e perguntas. Ser transparente sobre a situa??o e as medidas que est?o sendo tomadas para enfrentar a crise. 2. Demonstrar empatia: Mostrar empatia em rela??o aos sentimentos e preocupa??es 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 gest?o nos momentos de crise ganha ainda mais valor. Estar presente é mostrar para a equipe que estamos todos na busca de solu??es. Uma equipe unida com o mesmo propósito é uma for?a transformadora e também um ponto de seguran?a quando tudo parece inseguro. O senso de pertencimento junto com a seguran?a corporativa abrem espa?o para que todos tenham oportunidades de exporem suas hipóteses e propostas de solu??es para a crise. N?o existem respostas simples para a crise. Nem existem respostas individuais matadoras. Olhar a crise é olhar todas as dimens?es e trabalhar em equipe é trazer diversas dimens?es para a mesa de solu??es.

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.

Incentivar a colabora??o e conex?o é uma estratégia fundamental para enfrentar qualquer crise. Quando a equipe trabalha em harmonia, as solu??es 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 abra?ar a era da coopera??o e sinergia, onde a equipe é uma grande família feliz e os problemas s?o 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 conex?o pode ajudar a tornar essa prática recorrente, sem grandes esfor?os. Alguns exemplos deles s?o: check-in no inicio de reuni?es, 1:1 recorrentes, sess?es 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 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, inova??o 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 orienta??o divina. N?o se preocupe em desenvolver habilidades de lideran?a ou capacitar sua equipe; basta dizer-lhes o que fazer e eles seguir?o 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....

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 panico 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 a??es 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.

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 s?o o final da jornada percorrida. A constru??o do caminho, as for?as de cada membro da equipe, fracassos que se tornam novos aprendizados, o recome?o e novas rotas a percorrer - necessárias muitas vezes pela mudan?a rápida de cenários imposta pelas empresas - s?o pequenos passos trilhados que muitas vezes exigem de cada um enorme esfor?o, persistência, ressignificar conceitos e muita ousadia para querer mais e construir algo melhor! Comemorar conquistas é t?o 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 INCLUS?O, para isso é preciso implementar estratégias de Seguran?a 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. Ou?a com a inten??o de compreender e n?o concordar ou discordar. 5. Pe?a o dobro do que você diz, fale menos que o liderado e inventive a falar pelo dobro de tempo que você falou.

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 lideran?a construa um ambiente onde os colaboradores possam expressar suas preocupa??es, medos e dificuldades sem o receio de julgamento. Isso é conhecido como "seguran?a psicológica." Quando as pessoas se sentem seguras para falar sobre suas dores e angústias, é mais provável que compartilhem informa??es importantes, colaborem e busquem solu??es juntas. Como consequência deste ambiente, conseguimos melhorar a comunica??o do time, aumentar inova??o, garantir engajamento e reten??o dos profissionais, reduzir confrontos e garantir que conversas difíceis sejam realizadas e aumentar a reputa??o 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.