How do you manage stress and burnout for yourself and your team in a crisis?

You have to genuinely know your team. Effectively managing stress and burnout is rooted in a deep understanding of each individual, fostering an environment where team members feel comfortable speaking up. By knowing their unique strengths, limitations, and stressors, you can offer tailored support and adjust workload distribution accordingly. This approach cultivates genuine trust and solidarity within the team, encouraging open communication and mutual support. Ultimately, it's about creating an atmosphere where each individual feels seen, heard, and empowered to navigate challenges.

Work and life can become very stressful when we function without proper self-care. We shouldn't wait for the signs to appear before taking action. We must make sure that we devote time to ourselves every day to prevent the signs from appearing.

??? Spot the Signs: Keep an eye out for burnout's red flags – crankiness, zombie faces (aka fatigue). ?? Self-Care: Advocate for breaks. A 5-minute breather or a walk can be a mini-vacation for the brain. ?? Rotate Responsibilities: Shuffle tasks to keep the scenery fresh. It's like musical chairs, but with duties! ??? Open-Up Hour: Encourage venting sessions. Sometimes, just getting it out helps clear the air! ?? Wellness: Bring in the pros for mindfulness. It's like a spa day for mental health! ?? Healthy Habits: Stock the break room with fruits, not fries. ?? Unplug to Recharge: Encourage digital detox after hours. No emails.

When crisis hits and stress mounts, you gotta be the calm in the storm. First, recognize the signs—don’t be blind to the burnout. Open up, communicate, ensure everyone’s heard. Prioritize, delegate, and most importantly, take a break when needed. This isn’t just about surviving; it’s about thriving. Stay strong, stay smart, lead by example.

Managing stress and burnout in a crisis starts with acknowledging the reality of the situation. I focus on clear, open communication to keep everyone aligned and reassured. For myself, I prioritize small, actionable steps to maintain momentum. For the team, I encourage breaks, flexibility, and mutual support, reminding everyone that it’s okay to ask for help. We celebrate small wins to boost morale and stay connected with our purpose, making sure to lead with empathy and understanding. It's about balancing resilience with humanity, ensuring that we emerge stronger together.

I'm a proponent for moments of 'pause' and establishing top priorities. When the workload becomes too much and everything seems like a priority, then nothing is a priority. Managers should model this culture in allowing their team to align priorities.

One thing I found helpful is recognising the importance of feedback and support, and actively providing recognition and constructive feedback to drive motivation and maintain morale. Remember 6 pieces of positive to one negative. Build your “bank account” of positives pieces so when you give corrective feedback there is openness to it. Listening actively and address the concerns, challenges, and suggestions of the team, fostering an environment of openness and collaboration.

Managing stress and burnout hinges on effective communication, especially in a crisis. During the COVID-19 pandemic at the White House Medical Unit, I observed team members feeling guilty over potential COVID-19 exposure despite stringent protocols. I emphasized clear, frequent, and empathetic communication in these high-stress situations. It was crucial to reassure the team that they did everything correctly, like any other member, to mitigate self-blame and burnout. This approach helped manage immediate stress and fostered a supportive environment. Recognizing efforts and reinforcing that not all variables can be controlled while maintaining open dialogue played a vital role in sustaining team morale and resilience.

Part of the stress comes from people continually asking about the problem. Consider doing a broad based comms early on to frame the nature of the issue, who is on point and a way to share concerns/input (usually email). This slows the onslaught of folks wanting updates.

Delegating and empowering employees is a great way to thwart burnout in times of crisis. All employees want to feel valued and have the trust of leadership in that they are competent to handle the area delegated to them. Having control over an objective can infuse an employee with energy and ideas. When employees are energetic and eager to participate, there is a manageable workload for everyone.

Leaders, if you're on the verge of burnout, treat it as a four-alarm fire. Your administrative support team are your ultimate firefighters. They just need some direction in where to start. Your Chief of Staff & Executive Assistant are frontline first responders, fine-tuning your schedule, providing emotional support, and even urging you to take that much-needed vacation. Establish concrete ways they can help you fight burnout – protecting “focus time,” gatekeeping meetings, etc. – and establish metrics and incentives around them. If burnout is looming, it's time to leverage your team for less work, stress, and overload.

Hire people for your team that are leaders. The team should be able to function without you or anyone else that has to step away. This is done by hiring for your team standards and trusting your team to get the job done.

Most of my team members know i am more of a big picture guy. Yet, the same people saw me on the ground micro managing when we were near launch of a new and innovative product. Delegation essentially means making them understand the big picture the destination and then letting them choose their instinctive paths. What works for me may not work for another. Someone is more comfortable running, some go to a gym, some do CrossFit, in the end they all achieve a certain level of fitness. Delegation & empowering also makes people feel more accountable and responsible. Such autonomy reduces the fatigue to a great extent as then you are working for a purpose.

I received valuable coaching today, especially regarding the importance of focusing on solving the crisis rather than dwelling on the steps taken prior that failed to mitigate the issue. The key is not getting hung up on why certain actions didn't resolve the issue but, instead, staying laser-focused on solving the crisis at hand.

Our brains are wired to continuously look for danger, even where danger may not actually exist. But we're in control of how we react to crisis, burnout, stress, and change. Rather than worrying about the unknown, try shifting your mindset. There's a Taoist story with a moral that nothing is good or bad in life—there's just life and how we live it. So the next time you find yourself in a challenging situation or conversation, think: “Will this matter to me five or 10 years from now?" It's easy to have short-sighted tunnel vision. Think about racehorses. They wear blinders to keep focused on what's right ahead, but the reality is that a lot is happening beyond their line of sight. So try to practice taking a balanced, wider perspective.

This is a critical part of leadership. Yes, in times of stress, the work has to get done and the crisis needs to be covered. However, if you are burning yourself and your people out by overworking and pushing too hard, the crisis will only last longer and the quality of work will suffer. As leaders we need to schedule in time for relaxation and stress relief, especially in times of high stress. Doing so will be much better for you as the leader and for your teams.

Vacation time should be used frequently. We deserve to have rest and enjoyment outside of our work environment. You can also plan vacation time ahead to ensure you are getting an ample amount of time off.

Managing burnout looks different for everyone; for me that might be exercising, making sure I spend time with my family, and getting a good night's sleep. The key is to identify which of those can be sacrificed and which are necessary to keep you going. I might be able to sacrifice my exercise or get a few less hours of sleep for a period of time, but I won't succeed if I give up my family time, and that will probably look different for other members of my team.

Seeking help when feeling very stressed is a sign of inner strength, not weakness. Start by confiding in a trusted friend, family member, or professional therapist who can offer support and guidance. Recognize that reaching out for assistance is a courageous step towards better mental and emotional well-being, demonstrating your resilience and commitment to personal growth.

We cannot become ourselves by ourselves. One of our main human needs is connection. When we connect to somebody who listens well and asks powerful questions we can see our own thinking in a different light and find more clarity for moving forward.

If you're struggling to cope with stress or experiencing burnout, you need to reach out and get help. Talking to friends, family, or a mental health professional is an effective way to gain perspective and assistance in coping with stress. Know this: Asking for help is a sign of strength, not weakness. It can make a significant difference in managing and overcoming these challenges.

As a leader, I've realised that self-awareness is the cornerstone of effective leadership, especially when recognising and addressing burnout. Acknowledging when you're reaching your limits is a profound strength. In my journey, embracing this self-awareness was crucial, and seeking the guidance of a professional coach became a pivotal step in facing challenges head-on. By taking responsibility for my well-being, I was role-modelling that it's okay to seek support. We all have moments when we need a helping hand. This vulnerability forged deeper connections, enabling us to have a more open, supportive, and compassionate environment as a team.??

“The day we stop learning is the day we die.” ― Michael Scott, The Warlock I'm an ardent believer in the above quote and have allowed this concept to guide me throughout my journey. Every experience brings us lessons, but we must be open to taking the lesson, thriving, and growing.

Every crisis, no matter how difficult, is an opportunity for growth. Take the time to reflect on what you've learned from this experience. What could you have done differently? What strategies worked well? Use these insights to improve your leadership skills and build a more resilient team. Tip: Conduct a post-crisis review with your team. Encourage open and honest feedback about what went well and what could be improved. Use this feedback to create a plan for future crisis management.

As a leader, one of the best things that you can do is use a crisis as an opportunity for learning and growth - whether it be time management, resource allocation, relationship dynamics, technical approach. By sharing, as a team, feedback, insights, and lessons learned, everyone on your team has the opportunity to improve in their skills, knowledge, and performance.

We can avoid burnout when we set realistic goals, delegate tasks, and establish boundaries to maintain a healthy work-life balance. Our mindfulness practices, such as meditation or deep breathing, can also alleviate our stress level.

Managing stress and burnout in a crisis is all about being ready before things get messy. First, build resilience early. Don't wait for the stress to hit. Help your team (and yourself) reframe challenges as opportunities to grow. When we change how we look at stress, we’re already better equipped to handle it. Second, have a plan. If everyone knows what to do when things get tough, it keeps the chaos in check and cuts down on panic. Finally, stay connected. Burnout happens when people feel isolated, so keep communication open and make sure your team knows they’re supported. These simple steps make tough times way more manageable.

When in doubt, leaders can support their teams by encouraging everyone to build their own custom self-care plan to be used in times of emergency. A self-care plan or "Resiliency Map" as I call them, can be very simple as long as it resonates for you. When I worked with crisis managers at FEMA, the United Nations, and the FBI, I saw that having a written self-care plan made a huge difference for leaders at every level. It's a concept I picked up while studying mental health at Harvard Medical School and I've seen it help all over the world in a variety of meaningful contexts.

In a crisis, managing stress and preventing burnout is crucial. Begin by identifying stress indicators early. Open, clear communication is essential—keep your team informed and listen to their concerns. Empower team members by delegating responsibilities, which can also foster a sense of control and resilience. Incorporate regular breaks for relaxation and mental detachment to refresh focus and prevent fatigue. Lastly, encourage seeking support, whether it's professional counseling or peer support groups. Remember, enduring a crisis is a marathon, not a sprint; maintaining well-being is vital for sustained performance and decision-making.

Don't wait for crisis to come before you put healthy habits in place in your life. A few proactive tips that will help you manage stress more effectively: - Read something timelessly true each day - Cultivate a hobby outside of work - Have a dedicated time each day for "no tech" where you mind can wander - Exercise at least 30 minutes a day - Go on walks (even better if in the woods!)