You're leading a team through a crisis. How can you use confidence to keep them motivated?

Be open and transparent about challenges and setbacks, while also emphasizing the team's capabilities to overcome them. Be available for one-on-one discussions to address individual concerns and provide guidance. Use positive reinforcement to encourage continued progress and perseverance. Respond constructively to feedback and incorporate relevant suggestions into decision-making processes.Reinforce the idea that overcoming challenges can lead to personal and professional growth.

Clarity is Kind! It's one of the most important rules of leadership to remember. We so often want to sugarcoat or pad or even embellish information when we're sharing it with others, but as a leader, simply creating clarity around a task or project or goal, increases confidence all around. You as the leader are more confident because you have provided clear guidance and set clear expectations and your team is more confident because you are in yourself and in them.

In challenging times, it's crucial for a leader to maintain composure. Demonstrating my confidence in both our team and our strategies is essential. I prioritize open and transparent communication regarding the challenges we're encountering, while also reassuring everyone of our collective strength and capability to overcome obstacles. This fosters motivation within the team. Additionally, I consistently remind them of our goals and celebrate even minor successes. By cultivating trust in our abilities and encouraging open dialogue, we can navigate through difficulties together and emerge stronger in the end.

Desde mi experiencia, considero que lo más importante como líder durante una crisis es mantener el canal de comunicación abierto en todo momento, permitir que tus reportes directos puedan sentirse cómodos y seguros de decir lo que piensan y sobre todo cómo se sienten en ese momento. Esta información es valiosa para poder acompa?arlos, contribuirles y guiarlos.

Creo que la clave para manejar una crisis en cualquiera de sus etapas, es CONOCER realmente a tu equipo, hacerlos sentir parte del cambio y no del problema, escuchar sus inquietudes y temores, impulsarlos a sobrellevar los momentos más difíciles a través de tu propio ejemplo... mostrarte humano, empático y comprensivo. Y sobre todas las cosas ser fiel a las promesas que haces.

Identify the most critical objectives that need to be accomplished during the crisis and prioritize them accordingly. Break down larger goals into smaller, more manageable tasks, and establish a clear sequence for their completion based on urgency and importance. This helps prevent overwhelm and allows your team to focus on the most pressing priorities first.

There are things you can control and things you can't. When setting goals during a crisis, understand the difference between the two. Set goals around things you can control. When Tony Dungy became the head coach for the Buccaneers, he focused not on the things outside of the teams control (poor talent, ticket sales, a voodoo curse), but on the areas they had power - Penalties and turnovers. Set realistic goals with your team around areas that you have control, and watch the team shine.

Acknowledge the emotional toll of the crisis on your team members and provide a supportive environment where they feel safe to express their feelings and concerns. Be empathetic and compassionate in your interactions, and offer resources or referrals to support services if needed. Show genuine care and concern for their well-being beyond just their work performance. Offer constructive feedback to help your team members identify areas for improvement and grow professionally. Focus on specific behaviors or actions, and provide clear and actionable suggestions for how they can enhance their performance. Offer praise for strengths and accomplishments, while also providing guidance on areas where they can develop further

Show vulnerability first. Please discuss the elephant in the room and bring the team together by asking their concerns and worries. The concerns can be written on stickies to bring more anonymity.

During the crisis situation it imperative to keep them motivated and addressing the team concerns. Be compassionate, keep them reassuring, help them to work towards solution, provide unwavering support and feedback

It's natural to feel uncertain, even anxious. I've been there myself. Tough times don't last, tough teams do. Confidence is key, but it's not about puffing out your chest. It's about having each other's backs and believing in our collective strength. Look back on what we've overcome before. Also be honest and open. You don't need to have all the answers, but tell your team you are committed to finding them with their support. Focus on what we can control. Make calm, decisive bets. Confident body language, slow, clear speech. Show experience, not fear. Most importantly, believe in your team. True confidence is contagious. With it, they'll follow you through any storm.

Foster a culture of psychological safety where team members feel comfortable taking risks, sharing ideas, and expressing themselves without fear of judgment or reprisal. Encourage open communication, active listening, and constructive feedback to create a supportive environment where diverse perspectives are valued and respected. Empower your team members to take ownership of their work and make autonomous decisions within their areas of expertise. Encourage them to experiment, take calculated risks, and explore new ideas without micromanagement. Provide guidance and support as needed, but allow them the freedom to innovate and learn from their experiences.

I don’t necessarily agree with the confidence part… depending on the crisis… let’s take Covid for example. In the beginning, it was scary. And leaders were afraid too. The teams that held together the best during this crisis were not the ones where the leader pretended to be confident and resilient, no, it was the teams with the leader who was honest, open, and vulnerable with their team on how they were feeling and struggling also. Those were the teams that held one another up and kept marching forward. Sometimes you need your leader to be human first. Confidence can wait for another day, if there’s a crisis, show me the vulnerability and authenticity.

Dans la véritable vie de l’entreprise et des équipes, les crises et tensions sont inévitables, pour arriver à sortir de la crise , il faut sortir du contexte , sur un terrain neutre ou l’équipe se retrouve dans une situation nouvelle . Un principe que j’opère en les emmenant dans des ateliers à l’extérieur de leur bureau, avec des ateliers de coopération avec les chevaux. (Equicoaching) le résultat est impactant et il retrouve de la cohésion de la confiance , de la communication . Ensuite on ?uvre ensemble pour un plan d’action et apprendre de la crise pour ne pas récidiver:)

Confidence is great but honesty is even better when communicating during a crisis. As leaders, we don't always know the answer and we should express that to our team and then listen openly to their ideas. Transparency and open communication when battling a crisis will go a long way to keep the team's confidence up.

Maintain a sense of calm and composure, even in the face of uncertainty and adversity. Your ability to remain steady and composed during challenging times reassures your team and instills confidence in your leadership. Practice stress management techniques such as deep breathing, mindfulness, or visualization to help you stay grounded. Instead of dwelling on problems or setbacks, focus your energy on identifying solutions and taking decisive action. Encourage a proactive mindset within your team by emphasizing problem-solving skills and a bias towards action. Lead by example by demonstrating a solution-oriented approach in your own decision-making and problem-solving processes.

As a leader, you are the chief excitement officer. If you can't hold your head above the storm, neither will they. They will be looking to you. You need to care and support them without pandering to unrealistic fears. Yes it is a tightrope, but keep in mind this is an opportunity for everyone to strengthen their resilience and creativity.

While leading a team through tough times, I made sure to boost their confidence each day & started each day with a +ve attitude setting a hopeful tone.Sharing a clear plan everyday, by telling our goals & how we planned to achieve gave them confidence in our ability to handle situation. Made it a point to acknowledge daily when each or whole team did something well. Celebrating even small successes created a +ve environment to believe that we could overcome challenges. Encouraging open communication daily was key too. By open talks, addressing concerns, providing reassurance built trust & boosted their confidence in my leadership. These simple things daily help create a motivated/resilient team that faced crisis with confidence & strength.

When teams are faced with a crisis it can induce feelings of fear, helplessness, frustration and worry. This is often because the situation is ambiguous and uncertain. So rather than confident, I believe a leader needs to demonstrate their ability to lead from the front in a calm, and empathic way. This isn’t the time for empowering others or abdicating responsibility. It’s a time to create clarity where it is lacking; a time to be transparent and honest about the unknowns as well as the knowns, and to be adept at managing the individual responses to change. It’s okay to show vulnerability too, rather than masking. A crisis demands a leader be considered rather than confident.

My modus operandi for leading in a crisis in 7 easy steps: 1) Maintain transparent communication channels to provide regular updates on the situation and progress. 2)Celebrate even small victories to boost morale and confidence among team members. 3)Encourage team members to contribute their ideas and solutions, empowering them to make decisions. 4)Offer support through training and resources to help the team navigate challenges effectively. 5)Lead by example, demonstrating confidence in your decisions and showing resilience in adversity. 6)Establish a feedback loop for open communication and continuous improvement. 7)Recognize and reward both individual and team efforts to reinforce positive behaviors and motivation.

"In order to take care of your team, you need to first wear your own oxygen mask" . We are living in disruptive economical markets and constantly dealing with crisis and uncertainty. Every leader need to invest in self care regime, mindful practices and grounding exercises. It may sound silly, however we can support and lead our team only when we are having ability to remain calm and we focus on navigating towards out of the box solution. These practices increases your EQ and your ability to solve problems and support yourself and team during the crisis