As managers, we need high-quality work from our employees. We challenge our teams for their best, while being mindful not to push them too hard. This means tuning-in to their emotional and mental health and moderating the intensity of their work accordingly. Even in the best of times, balancing team morale and team productivity takes practice and skill.

Unfortunately, this is far from the best of times. With COVID-19 completely upending workplaces across the globe, it’s harder than ever to feel like you have a good read on your people. Many leaders feel trapped between a “business as usual” and “oh dear god, the world’s on fire” mindset. Consider a third option that allows you to acknowledge that we’re in uncharted waters, unlikely to repeat in our lifetime, and that it’s important to adjust to this new normal, for our own sanity. 

You have to help your team make the transition from exclaiming “the sky is falling” towards asking “what should I do about it?” Combine this with a focused check-in that acknowledges that in abnormal times they are likely feeling abnormal, and creating a safe space for that conversation. By taking a chance to pause, acknowledge, plan, and check-in, you’ll motivate your team (and yourself) for the challenges ahead.

Be honest and upfront about the situation

You don’t need to have all the answers. You don’t need to predict when things will “settle down”, but you can give your team something to lean on. What do you know? What can you tell them?  How has your company been affected? What’s the impact on your department? It’s the not-knowing that eats away at us. People tend to fill in their knowledge gaps with all sorts of doomsday scenarios. 

By receiving regular communication from you, your people will feel like they’ve got something to work with. Remove the blank space in their imaginations – give consistent updates about what you know, what you don’t know, and what you can reasonably infer. Your position gives you unique knowledge and insight. Share it. Give the team your perspective; that’s something they can lean on while you wait for things to settle.

Have a plan…any plan

So, now what? What exactly should your team be focused on? Should they be holding fire extinguishers, calculators, or shovels? What outcomes can they contribute to? By taking a proactive stance and encouraging people to Keep Calm and Carry On, you’ll get your group rallied around common goals. Even if things aren’t normal, getting where things feel somewhat normal can be a relief. Restart as many regular meetings as possible. We all thrive on routine, on structure. Put some structure back into your day-to-day.

Regardless of how bad things are, there are goals that you can pursue. What’s something you all can set your sights on?

“Hey folks, we can’t control [terrible thing that’s happening]. But we can control what’s right in front of us and what we get accomplished every day. Let’s focus on the things that are within our reach and that we can directly impact. Let’s all take a breath and review our largest priorities and see what we can do to make some progress.”

 It doesn’t have to be particularly ambitious or creative, but it should be something. If you’re not sure where to start, fall back on your tried and true methods for setting priorities.

Take your team’s emotional and mental temperature

You need to be informed about your people. Is it your job to check-in on your team and see how they’re doing? Yes. Do you need to become the team therapist? No. But you need to know how people are holding up in a time of uncertainty. 

Be prepared to show empathy and listen to what your team is experiencing. Everyone processes stress differently and you can’t know what’s going on unless you reach out and ask. By getting a better sense of where everyone stands, you’ll know who can take more responsibility and who can’t.

Schedule one-on-ones with your team and lead off with how they’re doing (and be prepared for this to take up most of your time). Consider some open-ended questions to get the conversation started

• How have they been personally affected by what’s been going on? Has anything been particularly difficult? How about any silver linings?

• How’re they feeling about things at work? What’s their perspective on how the team is doing? Concerns or questions about how the company has responded to the crisis?

• What can you do for them? How can you help them through this? Is there anything that they need, personally or professionally, for support? Saying that “you’re there for them” is a great sentiment, but inviting specific requests will send that message clearly. 

There’s no wrong reaction to these check-ins and you should be open to whatever answers you receive. If you feel comfortable, open-up about how you’re doing and provide your own answers to these questions. If you’re looking for vulnerability and openness, be prepared to give as well as receive. 

People want and need active leadership in a crisis. We all want to feel like someone’s in the driver’s seat. That must be shown. Your actions will tell the story, not your words. Model the behaviors you want from those above you and below you in the organization (be the change you want to see, etc). You’ll be surprised to find that looking after others will simultaneously lift your mood and spirits.

Have you had success rallying your team recently? I’d love to hear about it. Message me on Twitter or send me an email. Appreciate my advice? Share this post with someone who could benefit.

Good luck out there.

-Patrick