10 Ways You Can Boost Employee Engagement During a Crisis

Current and future engagement to the company and its leaders is largely determined by how employees are treated now.

There are many articles being published across the web that focus on how to lead a team during this increasing time of uncertainty. Many of these articles focus predominately on how to maintain effective communication and workflow with a remote team that usually works together face to face. While effective telecommunication techniques are an important part of success in this unusual situation, employers must also be attentive to the unique personal and psychological challenges workers are facing. 

Concern for family members, personal well-being, and financial stability will weigh heavily on your workers’ minds. The worst thing employers can do in these situations is ignore the obvious and not address these concerns. This approach creates more anxiety and leaves workers feeling their leaders don't have a plan or understanding of the stress employees are facing. 

We believe the following are ten approaches leaders can take to help employees stay engaged now, as well as in the future:

1. Prioritize people

Recognize that this is first and foremost a health crisis and then an economic crisis. Make people your first priority and help everyone to understand that the physical and emotional health of your employees and their families are your top priority.

 2. Be Fair

In times of crisis employees are particularly sensitive to equity and fairness. Even though we are all concerned about profitability, this is the time to show that you and the company care. Leaders need to illustrate fairness in concrete ways and provide as much support as possible to employees. This means psychological, material, and financial support. Specific forms of support might include paid time off, one-on-one meetings with managers about concerns, flexibility with families and working situations. Despite short-term concerns, this is the time to recognize people’s long-term contribution to the organization.

3. Be Honest

Give honest and current information about the evolving situation. Leaders should be proactively communicating without overwhelming employees. A balance needs to be struck between openness and distracting employees with undue concerns. This fosters psychological safety and allows employees to refocus some of their energy back on the job.

4. Continue to Create a Vision and Meaning

Understand that “business as usual” is not possible, but keep the mission of the company in mind, focus on serving the customers, and strive to achieve strategic objectives as much as possible. It is important to remind people that the best way to weather this storm is to execute the existing business well and provide exceptional service. The crisis shouldn't be used as an excuse for poor performance.

5. Be Present

This is the time to be seen, to listen, and to really be present even virtually if necessary. People want to be assured that management understands the situation, their concerns, and that the whole team is in this together. 

 6. Promote Development

The best managers will look for opportunities even when conferences and sales calls are canceled. This could be a good time to focus on professional development and even innovations. History has often shown that many innovations have been developed during a time of crisis. Allowing individuals and teams to focus on development will build people and business for the future.

7. Encourage and Accept Balance

This is a particularly important time to recognize that all employees have lives outside of work they are worried about. People are concerned about childcare when schools close, their retirement savings when stocks plummet, health of their elderly parents, and so many other issues. It is important to acknowledge these concerns and allow people to deal with them as much as possible.

8. Encourage Autonomy

Treating employees as adults and allowing them to make decisions for themselves gives them more control of their lives when so many other areas are currently beyond their control. This builds their self-confidence.

 9. Be Empathetic

Really listening and understanding individuals’ issues and showing concern for their problems goes a long way to establish trust and engagement.

10. Communicate clearly

Let people know your priorities, what actions are being taken, and who is responsible. Let people know what to expect, and how you plan to communicate with them. Managing expectations reduces uncertainty and increases psychological safety.

Action Now Matters for Years to Come

We live in a time of unusual uncertainty, and people’s focus tends to be heavily on personal and societal issues, more than on their work. How leaders work with employees will make a significant difference how engaged they feel now, and especially how engaged they will feel after the storm passes. Current and future engagement to the company and its leaders is largely determined by how they are treated now.

Years ago, as a new CEO, the founder of the company I worked for made the statement that leaders earn their keep in just a few events each year. The rest of the time they are only decoration. This is one of those times leaders have an opportunity to earn their keep and the trust of their teams. Fairness, honest communication, empathy and the other ideas discussed here will go a long way to help people stay engaged now and in the future.