Three ways to minimise employee panic during crisis

As someone who, after my son was born with a severe congenital facial disfigurement, imploded due to not sharing my guilt, grief and shame with anyone, I have learned the hard way that being honest and transparent is a sure fire way of ensuring that your mental health is nurtured and your resilience improved.

I don't profess that everyone within business starts sharing their deepest darkest thoughts (that could get messy very quickly!) but my lessons in life are definitely transferable to times of crisis within any sector.

Have a read of my three tips below on minimising panic and let me know an example of a time when these wouldn't not apply. They were as important to me when I knew that I was facing redundancy as they were when my Son had a ten hour operation to reshape his skull.

The first thing to note is that, at times of uncertainty, it is natural for individuals to panic. Our brains are wired for explanation and where one eludes us people will either create scenarios in their mind or catastrophize the future, both of which give temporary relief from the 'not knowing' but are replaced by another reason to stress.

To provide some framework and sense of order during a crisis, and to provide the clarity that individuals need so as not to rely on their own narratives, the following steps are vital.

Clear Communication

Clear, regular communication prevents speculation and rumours and ensures that employees feel that they are at the heart of developments rather than being kept on the fringes. Allowing and acknowledging employee concerns also helps this and reduces victim mentality.

Being specific

Being specific about the next steps are crucial during a crisis even if you don't yet know what the next steps will be. The act of keeping people informed at every step of the process means that people are only thinking short term to the next update and helps them to contain mental anxiety and panic.

Be willing to be honest yourself

I have had several bosses and the very best of them have never been afraid to be human. I am not suggesting that managers start pouring their heart out and sharing their personal struggles with the workforce but those who are prepared to acknowledge their own concerns whilst at the same time instilling a calm confidence in the situation have been the ones who inspired a team.

Leaders who do so through distance have employees who do as they are asked. Leaders who do so with humanity and compassion have followers who go beyond expectations.

At the time of writing this article Britain is about to face a peak of infections from the Covid-19 virus which will almost certainly result in a recession and difficult times ahead. There has never been a greater need for leaders to listen to their employees, support them where they can and be honest about the future.

If you would like to chat with me about the ways that you can support your team, get in touch today for a FREE 20 minute zoom call where we can discuss this further.