By: Beth Schaefer, IPD Director

Earlier this month, I attended a conference on business architecture and was inspired to write a series of leadership articles to promote our business transformation course that starts in March. After the last few weeks, I could not muster the enthusiasm to refine and launch this series. Like many of you, I am trying to lead my team when it feels like our world is falling apart.

When community‑level crises disrupt daily life—such as the current intensification of ICE operations in the Twin Cities—leaders face a painful paradox: keeping essential operations moving while their teams (and often they themselves) are anxious, distracted, or afraid.

This is not a time for me to offer cliches. Instead, I offer specific practical actions you can take if you and/or your team are struggling.

1. Acknowledge reality clearly and compassionately

Avoid overly positive spin that alienates people who are directly living the hardship. Even when there is no crisis, people appreciate leaders who are transparent and empathetic with their communication. Try to avoid corporate detachment, but do not be so emotional that it overwhelms your team.

Put into practice, it looks like this:

• Naming what is happening without minimizing it – “Many on our team are affected by their children attending school online instead of in person.”
• Avoiding dismissive cheerleading with statements similar to this, “I am sure we will stand strong and get through this soon.” These types of statements can unintentionally invalidate people’s feelings.
• Stating what is known, and what is not yet known, and what the department can flex. “Our schedule the next few weeks allows for remote work. Let me know if you prefer this option, and I will put together a schedule that ensures our office response has coverage.”

2. Prioritize human needs before tasks

Pay attention to people’s lived experiences. While empathy and flexibility are leadership qualities you want to use all the time, they are especially needed during times of crisis to provide stability. Keep in mind that team members may be navigating fear for loved ones, disrupted schooling, or food shortages or all of the above along with the daily stressors like aging parents, health issues, and personal finance.

Put into practice, it looks like this:

• Making space for brief check‑ins before meetings and allowing team members to choose how much they share
• Giving explicit permission for reduced capacity – “It’s understandable if it is difficult to focus right now.”
• Identifying essential vs. non‑essential work to assist individuals with prioritizing their work

3. Maintain critical operations using flexible structures

You cannot stop all operations, but you also cannot maintain “business as usual.” During times of crisis, identify work that needs immediate response with work that can be postponed. Make workload adjustments without compromising essential functions.

Put into practice, it looks like this:

• Breaking work into smaller increments and extending timelines where possible
• Allowing for remote accommodations, if feasible
• Reassigning tasks temporarily based on who has capacity

4. Create clear communication routines that reduce cognitive load

When people are fearful and anxious, their ability to focus and process information decreases. Switching to shorter more frequent communication can be helpful. Providing predictable check-in times can build a short-term routine for more adaptability. This provides both a stabilizing routine and the ability to adapt as situations change.

Put into practice, it looks like this:

• Sending short weekly (or twice‑weekly) status message with:
  • What’s changed
  • What are the current priorities
  • What support is available
  • What the team does not need to worry about right now

• Scheduling predictable check‑in meetings at consistent times

5. Mobilize organizational resources without requiring disclosure

Most organizations have access to resources that assist with physical and emotional well-being. As a leader, you should ensure that your employees know all the access points before they need them. By proactively sharing, people can access them without asking and without revealing information they may not wish you to know.

Put into practice, it looks like this:

• Sharing mental health resources proactively through an email with direct links
• Giving your group permission to use those resources to reduce or eliminate stigma
• Not asking too many questions or requiring shared information before sharing resources

6. Support yourself as a leader—because crisis impacts you too

One of the realities—especially relevant for department-level leaders—is that you may be directly affected. It’s not unusual for leaders to feel the need to suppress their own fears as a strategy to support their people. Contrary to what many of us think, evidence suggests that unrealistic stoicism harms decision-making and communication clarity.

Put into practice, it looks like this:

• Seeking peer support from other leaders—shared sensemaking is a validated crisis‑coping practice
• Setting boundaries for yourself (for example: designated times to step away from email)
• Being honest with yourself about having a hard time. Selected sharing of your own concerns normalizes the team’s emotional responses while modeling healthy transparency

Final Thought

When people do those exercises where they list leadership qualities, the word you seldom see is perfect. Your people do not expect you to be perfect during ordinary times, and they do not expect it now. Use these actions to communicate clearly, ease the load where you can, and remove barriers for support – for them and yourself.