Calm, Clear, and Capable: Leading Your Team in Tough Times

In our last article, we explored the impact of difficult and uncertain times on our teams and began to discuss what leaders can do to create conditions that better support performance. We talked about meeting people as whole humans, offering clarity when everything feels uncertain, and celebrating meaningful progress to help teams move forward.

In this month’s Snack BOxD, we’re diving deeper into what it really looks like to lead well in hard seasons, not by pushing through or doing more, but by making thoughtful, sustainable choices.

Leading with Stress in Mind

Prolonged stressors don't just affect individual well-being; they shape how people think, relate, and work. In high-pressure seasons, even the most capable teams can struggle with decision fatigue, communication breakdowns, and emotional withdrawal.

That’s why the most effective leaders don’t just respond to stress; they proactively design against its negative effects. They build systems, habits, and team norms that reduce friction and create the safety people need to stay grounded and engaged. Here are five practical strategies to help you do just that.

Design for capacity, not just output.

It’s tempting to measure effectiveness by how much your team is producing. But in prolonged high-stress seasons, output alone is a misleading indicator. Instead, focus on how well your systems, processes, and expectations align with your team’s actual capacity.

Strategies to try:

• Review recurring responsibilities and deadlines. Can anything be removed, paused, or simplified?

• Build in buffer time for projects, especially those that require creative, emotional, or collaborative energy.

• Create an explicit, written “pause list” for initiatives that are valuable, but not urgent.

Make prioritization a shared habit.

One-time goal setting isn’t enough when everything keeps shifting. The best leaders make prioritization (and reprioritization) a regularly recurring part of their workflow so their teams always know where to focus.

Strategies to try:

• Hold regular 15-minute “priority resets” with individuals or teams to talk about what matters this week. A quick weekly check-in keeps everyone aligned on shifting priorities and prevents time and energy from being spent on the wrong work.

• Use intentional language like “This is a trade-off,” or “We’re choosing this instead of that, and here’s why…” to model what strategic thinking and effective decision-making look like.

• Celebrate what was paused or let go of, not just what was completed. Recognizing what your team intentionally didn’t do reinforces smart prioritization and helps normalize letting go of non-essential work.

Strengthen your team’s sense of control.

Stress is amplified when people feel powerless. Even small degrees of autonomy, like having a say in how work gets done, can restore a sense of agency.

Strategies to try:

• Invite input on workflows, assignments, or timelines where flexibility exists. Giving teammates a voice in how work gets done fosters ownership and reduces feelings of helplessness.

• Clarify where the team has a choice and where decisions are fixed. Clear boundaries eliminate guesswork and help avoid unnecessary frustration.

• Involve teammates in creating norms or systems that affect their day-to-day experience. When people help shape the systems they work within, they’re more likely to feel invested and empowered.

Plan for recovery, not just resilience.

We often ask teams to be resilient, to bounce back, to keep going. But what’s often missing is recovery. Without it, the work becomes unsustainable.

Strategies to try:

• Schedule slower weeks intentionally after high-intensity seasons or deliverables. Pacing the work cycle with downtime protects against burnout and keeps energy sustainable.

• Model and protect boundaries around time off, like not emailing during PTO or encouraging true disconnection. Leaders set the tone, and respecting time off shows that rest is a legitimate and necessary part of doing good work.

• Celebrate pauses, rest, and maintenance work, not just new achievements. Valuing the quiet, behind-the-scenes effort helps teams stay grounded and reduces pressure to always be “on” or striving.

Take psychological safety seriously.

Stress shrinks people’s willingness to speak up, share ideas, and take healthy risks. Psychological safety—feeling safe to be honest without fear of punishment or humiliation—is a long-game investment that pays off most during hard times.

Strategies to try:

• Acknowledge uncertainty openly. When leaders admit they don’t have everything figured out, it makes space for honesty and shared problem-solving.

• React with curiosity when someone surfaces a concern or mistake. Staying curious signals that it's safe to speak up, even when the news is hard or imperfect.

• Ask, “What’s getting in your way right now?” and actually listen. This simple question opens the door to meaningful feedback and shows that support is offered genuinely.

Leading for the Long Haul

These strategies aren’t one-time fixes; they’re habits that shape how your team experiences work, challenge, and each other. And while the pressures of leadership can be real, remember: you don’t have to carry it all alone either. Start with one shift. Do it well. Then keep going.

The teams that thrive in tough seasons aren’t the ones with the fewest problems; they’re the ones with leaders who choose to lead with intention.

Take the Next Step Toward Sustainable Leadership

Your team wants a leader who prioritizes well-being and resilience. Let’s work together to create a culture that thrives, even in challenging times. Share your insights in the comments, or connect with us to explore how we can help you build sustainable practices that ease stress and empower your team.

Start the conversation today!