Things are not okay right now. You\u2019re not alone if you\u2019re wondering what to do or what to say. In this article, we offer a step-by-step process to help you ground yourself, communicate with your team, and show up as a manager when things are not okay.<\/p>\n\n\n\n
We wrote and published a similar article<\/a>, following the murder of George Floyd in 2020. Here, we build on that guidance.<\/p>\n\n\n\n Since then, some things have changed for the better. Other things have gotten worse. With the 2024 election and over the last few years, we entered a new era with new challenges drawn from old playbooks. One where:<\/p>\n\n\n\n It’s a lot. If you can, try to unclench your jaw, relax your shoulders, and exhale.<\/p>\n\n\n\n A note for personally impacted managers: <\/em>This article focuses on how managers can support staff during times of crisis or uncertainty. If you are personally impacted by the situation, it may feel impossible to implement this right now. That\u2019s okay! Ask for support from your own manager, seek out resources at your organization, and revisit these tips later. Sometimes modeling healthy boundaries and self-care is the best option.<\/p>\n\n\n\n On flights, the safety instructions say, \u201cPut the oxygen mask on yourself before you help others.\u201d The same applies when responding to a crisis. Before you engage with others, get in touch with how you\u2019re doing. You might ask yourself:<\/p>\n\n\n\n Identify your own capacity and needs first, so you are better equipped to support your staff and help them feel seen and valued during a difficult time.<\/p>\n\n\n\n It\u2019s really hard to hold space for other people when you\u2019re triggered. If you are personally impacted or feeling activated, ground yourself before you check in with your staff. A few tactics we use:<\/p>\n\n\n\n People process grief and trauma in different ways. We also have different responses and coping mechanisms during crises. Some people need to unplug and rest, some feel moved to take action, and others pour themselves into their work. As a manager, you\u2019ll need to create space for a diversity of experiences, journeys, and responses on your team.<\/p>\n\n\n\n In our book<\/a>, we talk about the concept of \u201cholding your team.” <\/p>\n\n\n\n Holding doesn\u2019t mean always having explanations or a plan\u2014it can simply be about acknowledging what\u2019s happening and letting people be present with it together. Here\u2019s how our CEO Jakada \u201cheld\u201d the team during a staff meeting right after the overturn of Roe v. Wade <\/em>in 2022:<\/p>\n\n\n\n I invite us to breathe together. Put your hand on your abdomen, right on your belly. Breathe in deeply through your nose. Exhale all the way out. In and out.<\/em><\/p>\n\n\n\n This moment is a study in contradiction. At this exact moment, I am safe in my home. I am safe in this room, with all of you. <\/em><\/p>\n\n\n\n And, more than ever before, I am at risk. You are at risk.<\/em><\/p>\n\n\n\n I\u2019m often reminded that Breonna Taylor was safe in her home, behind a locked door, snuggled in bed, peacefully asleep. I\u2019m aware that even in places we consider sanctuary, we are not always safe. In the churches, the synagogues, and the temples. In the schools and the grocery stores. In the streets and at Pride. And with last Friday\u2019s Supreme Court decision\u2014even inside our own bodies, we are not always safe.<\/em><\/p>\n\n\n\n And yet and still, at this moment, as I take this breath, I am safe. Trying to hold both of these things can be exhausting. Trying to stay present with what is\u2014the breath helps us do that sometimes. So I offer that to you, as a way to ground.<\/em><\/p>\n\u2014 Jakada Imani<\/cite><\/blockquote>\n\n\n\n Sometimes, people just need to be with others. Use existing team meeting time or\u2014if it makes sense\u2014set up optional team time to build connections, process what\u2019s happening, or learn together (use your best judgment to decide what your folks need, or ask for people\u2019s preferences).<\/p>\n\n\n\n In these spaces, you might acknowledge what\u2019s happening and its impacts on yourself, your team, and your community members. Keep participation optional\u2014the last thing you want is for people to feel forced into being or bearing witness to vulnerability that might further traumatize them<\/a>.<\/p>\n\n\n\n Even if you don\u2019t dedicate a full meeting to holding space, you can use a check-in question to acknowledge that things aren\u2019t just business as usual. Try asking, \u201cWhat do you want everyone else to know about what you need or how you\u2019re showing up today?\u201d<\/p>\n\n\n\n You can also use these opportunities to offer one-on-one time and support to your staff. You might say, \u201cI know X event is having an impact on all of us in different ways. Please know that I\u2019m here to support you, and I plan to raise this in our next check-in.\u201d<\/p>\n\n\n\n There are concrete, helpful things that managers can do with individual staff during times of crisis. But before you proceed, stop and assess your relationship with the person you want to support. Accepting help when you\u2019re going through a rough time requires trust. If you don\u2019t have a track record of supporting your staff through hard times, they might not accept\u2014much less seek out\u2014your help.<\/p>\n\n\n\n Whatever the case may be, there are some things that you can do to support your staff on an individual level:<\/p>\n\n\n\n Try using the \u201c4 Ds\u201d of effective time management<\/a>: \u201cDo, Defer, Delegate, and Drop\/Delete.\u201d If you and your staff are weathering a crisis together, think through which of your current big rocks can be \u201cdeferred,\u201d \u201cdelegated\u201d to someone else, or \u201cdropped\u201d altogether. On the other hand, your team might need to \u201cdo\u201d something in response (e.g., if you run a climate justice program and there has been a climate disaster). You can apply this framework with your own workload (consult with your manager!) and the workloads of each of your staff, individually. <\/p>\n\n\n\n When assessing what your team should \u201cdo,\u201d aim for the high-quality \u201cyes,\u201d<\/a> which is when you can answer affirmatively to these two questions:<\/p>\n\n\n\n When you are assessing what you want to \u201cdrop,\u201d talk to your team members about what\u2019s on their plate. Do it for yourself, too. Effective reprioritizing<\/a> usually means redistributing work, so ask yourself: what can you adjust to lighten the load for your impacted colleagues (or yourself, if you are personally impacted)? Offer to your staff: \u201cLet me know if you need help figuring out a way to defer or drop something on your plate. I\u2019m here for you.\u201d<\/p>\n\n\n\n Be wary about directly impacted staff taking on labor outside of their role expectations. For example, after the murder of George Floyd, many Black staff in multiracial and predominantly white organizations suddenly found themselves tapped to solve their organization’s DEI problems or educate non-Black staff on allyship. While some directly impacted staff may want to contribute in that way, make sure that it’s their choice and that it’s accounted for in their workload.<\/p>\n\n\n\n What people need can change from day to day and person to person. Ask often and through multiple channels, like via check-ins, chat, or email. Here\u2019s what you can say:<\/p>\n\n\n\n Be mindful of your own capacity when you decide what to offer. If you are personally impacted by the crisis, for example, you might not have the capacity to support a staff member through a vent session (and that\u2019s okay!).<\/p>\n\n\n\n While some people may turn to work as a coping mechanism, most people would probably benefit from space and rest. <\/p>\n\n\n\n That second one is a real example from TMC. Here\u2019s a template version of the email<\/a> our People Operations team sent out to announce it.<\/p>\n\n\n\n When a crisis hits, our immediate and short-term responses as leaders and managers are incredibly important. But what we do in the medium and longterm to support our staff and build individual and team resilience also matters. Here are some things that you can do once the dust has settled:<\/p>\n\n\n\n Take time to reflect on lessons learned. Here are some questions to get you started:<\/p>\n\n\n\n If it\u2019s within your sphere of control<\/a> to make changes to systems or policies, consider these questions:<\/p>\n\n\n\n Model growth and accountability by asking your staff for feedback. If you\u2019re a middle manager, share this feedback with your manager. Communicating feedback from your staff to leadership is one way that middle managers can help the organization drive toward real change. You can ask: <\/p>\n\n\n\n Connection and trust are instrumental in helping teams weather crises and uncertainty, and it\u2019s never too late to invest in relationships. Think about ways to build trust, foster authenticity, and keep yourself and your team grounded in your shared purpose, while keeping in mind power and difference. Double down on strengthening relationships<\/a> with the folks you manage.<\/p>\n\n\n\n\n
Ground Yourself<\/h2>\n\n\n\n
1. Check in with yourself<\/strong><\/h3>\n\n\n\n
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2. Ground<\/h3>\n\n\n\n
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Team and group settings <\/strong><\/h2>\n\n\n\n
1. Hold your team<\/strong><\/h3>\n\n\n\n
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2. Hold space, but make it optional<\/strong><\/h3>\n\n\n\n
One-on-one support<\/strong><\/h2>\n\n\n\n
1. Be protective of their\u2014or your\u2014labor and energy.<\/strong><\/h3>\n\n\n\n
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2. Ask what people need and share options<\/strong><\/h3>\n\n\n\n
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3. Give time off\u2014or repurpose existing events and meetings<\/strong><\/h3>\n\n\n\n
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Moving forward <\/strong><\/h2>\n\n\n\n
1. Pause and reflect<\/strong><\/h3>\n\n\n\n
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2. Ask for feedback<\/strong><\/h3>\n\n\n\n
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3. Invest in meaningful connections<\/strong><\/h3>\n\n\n\n