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Abstract: The COVID-19 pandemic has ushered in a period of significant uncertainty for businesses and their employees, as organizations navigated lockdowns, remote work transitions, and economic volatility, looking to their leaders for stability, direction, and support during this ambiguous and changing time when effective leadership is most critical. While the specific needs of employees in an environment of prolonged uncertainty have not been fully addressed, this article explores key leadership behaviors and practices that can bolster employee morale, engagement, and well-being during turbulent times based on guiding principles of transparency, empathy, and a long-term vision that will best position leaders to weather uncertainty. Specifically, research suggests employees need clarity and communication through frequent, transparent updates; psychological safety and support addressing well-being, resilience, and pressure points; meaningful work and growth connecting responsibilities to purpose and fostering development; and collaboration and teamwork through designated teams solving problems and preventing isolation. The article provides targeted recommendations, such as regular all-hands meetings, central information channels, frequent check-ins, establishing counseling resources, assessing workload priorities, articulating organizational purpose, rotational assignments, cross-functional task forces, and virtual team building. Industry examples illustrate specific strategies like increased communications in tech, manager "walk-arounds" in hospitality, banking course subsidies, retailers' rapid response teams, and appreciation gestures in utilities. In conclusion, effectively guiding employees through prolonged uncertainty depends upon leaders upholding principles of transparency, empathy, and vision while attending to the crucial needs of clarity, safety, purpose, and togetherness to strengthen organizational resilience through challenging times.
The COVID-19 pandemic has ushered in a period of significant uncertainty for businesses and their employees. As organizations navigated lockdowns, remote work transitions, and economic volatility, employees looked to their leaders for stability, direction, and support. Research confirms that effective leadership is perhaps most critical during times of ambiguity and change (Avolio et al., 2009). However, the specific needs of employees in an environment of prolonged uncertainty have not been fully addressed.
Today we will explore key leadership behaviors and practices that can bolster employee morale, engagement, and well-being during turbulent times.
Guiding Principles for Leading Through Uncertain Times
Before delving into specific recommendations, there are a few overarching principles that should guide leaders seeking to stabilize their organizations and empower their employees. Research suggests leaders who uphold transparency, empathy, and a long-term vision will be best positioned to weather uncertainty.
Transparency. Being open and honest about challenges and uncertainties facing the business is vital to building trust (Groysberg & Slind, 2012). While complete transparency is not always possible, leaders must communicate challenges and changes candidly to the greatest degree feasible. Transparency fosters understanding and engagement from employees during difficult periods.
Empathy. Showing care, concern, and compassion for employees navigating personal and professional upheaval engenders loyalty (George, 2003). Empathetic leaders understand challenges from others' perspectives and acknowledge hardship without judgment. They create psychologically safe environments where people feel supported bringing whole selves to work.
Long-term vision. Providing a renewed sense of purpose and optimism for the future can reenergize employees during times of disruption (Avolio et al., 2009). Rather than dwelling on present difficulties, effective leaders articulate a compelling longer-term vision and strategy to motivate people through challenging transitions.
With these guiding tenets in mind, the following sections outline specific needs organizations should aim to meet through leadership during uncertainty based on empirical research evidence. Targeted recommendations and examples then illustrate how to operationalize these strategies.
Employee Needs in Uncertain Times
Clarity and Communication: During periods of ambiguity, continual communication from leaders is indispensable for fostering understanding and containing anxiety (Cummings & Worley, 2015). Employees need frequent, transparent updates on overall direction, evolving priorities, and timelines. Regular company-wide meetings, written updates, and one-on-one check-ins provide outlets to disseminate information and gather input. For example, many technology firms increased all-hands meetings and email communications as remote work began.
Psychological Safety and Support: Prolonged stress negatively impacts well-being, productivity, and retention (Kira et al., 2010). Leaders must attend to psychological and emotional needs by cultivating safety to share concerns freely without judgment (Edmondson, 1999). Encouraging work-life balance, flexible schedules, and mental health resources bolsters resilience. Leaders should actively solicit feedback and address sources of tension to alleviate pressure points.
Meaningful Work and Growth: When the future remains cloudy, connecting day-to-day responsibilities to a larger purpose enhances motivation (Pratt & Ashforth, 2003). Leaders give work meaning by highlighting connections between roles and strategic priorities. They further nurture engagement through coaching, stretch assignments, and skills training to foster development despite uncertainty.
Collaboration and Teamwork: Isolating effects diminish during crises through social cohesion (Hutton & Gates, 2020). Leaders foster cooperation across functions and levels by designating "teams of teams" to solve critical problems collaboratively. Cross-training provisions allow flexing support where most needed. Leaders ensure virtual and remote ways of working do not fracture social bonds vital for productivity and care.
Implementing Strategies for Employee Support
The following sections provide targeted recommendations and industry examples for how leaders can put the above principles and strategies into action to support employee needs in uncertain times.
Clarity and Communication
Schedule regular all-hands meetings to share organization updates, receive questions, and acknowledge challenges candidly in a spirit of partnership.
Designate a central intranet page or communication channel as the sole source of official company information to reduce confusion from informal sources.
Conduct frequent informal check-ins with direct reports via video calls to maintain transparent two-way dialog and gauge sentiment. In hospitality, many hotel brands increased manager "walk-arounds" to connect with remote staff.
Psychological Safety and Support
Establish employee assistance programs with counseling resources and emphasize their confidentiality to encourage utilization without stigma.
Routinely assess workload priorities and redistribute work selectively as needed to prevent burnout. Many professional services firms rotated demanding client projects to maintain wellness.
Lead by example embracing flexible work arrangements and periodically disabling email after hours to model recharging behaviors. Consider compressing workweeks at some manufacturers to provide longer weekends.
Meaningful Work and Growth
Articulate a higher purpose for the organization's efforts and explicitly link business units' contributions. For example, healthcare organizations underscored frontline staff members' life-saving impacts.
Implement rotational assignments, stretch projects, and skills workshops to foster development despite uncertainty about the future. Many banks offered subsidized courses for displaced employees.
Regularly recognize and reward employees showcasing core values through informal and formal means to reinforce a culture of meaning, purpose and appreciation.
Collaboration and Teamwork
Designate cross-functional task forces to solve critical priorities and share learnings organization-wide. Some retailers formed rapid response teams solving supply chain issues collaboratively.
Implement virtual team-building activities and social events to foster camaraderie. An automaker organized virtual potlucks and talent shows.
Proactively mitigate isolation effects for remote and frontline teams through one-on-one check-ins, video calls, and symbolic gestures of appreciation. A utility increased holiday gift baskets and thank you notes for field technicians.
Leading into an Uncertain Future
In conclusion, effectively guiding employees through uncertainty rests upon leaders upholding principles of transparency, empathy, and vision. Research indicates certain needs especially demand attention: clarity through communication, psychological safety and support, finding purpose and growth opportunities despite ambiguity. Fostering collaboration also sustains motivation and care for one another. While the challenges of leading amidst turbulence remain profound, targeted strategies informed by empirical evidence can strengthen resilience within organizations. Looking ahead, leaders who continue cultivating trust, well-being, and shared purpose will be best positioned to empower their people through whatever uncertainties may come.
References
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60, 421-449.
Cummings, T. G., & Worley, C. G. (2015). Organization development and change. Cengage learning.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. John Wiley & Sons.
Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard business review, 90(6), 76-84.
Hutton, A., & Gates, D. F. (2020). Workplace adversity and productivity through a resilience lens: Implications for leadership. Advances in Developing Human Resources, 22(3), 324-338.
Kira, M., Elsayed, E. F., & Balhatchet, L. (2020). Cumulative occupational stressors and cognitive versus effective consequences: The moderating role of hardiness. Journal of Organizational Behavior, 31(5), 661-687.
Pratt, M. G., & Ashforth, B. E. (2003). Fostering meaningfulness in working and at work. Positive organizational scholarship: Foundations of a new discipline, 309-327.
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Providing Steady Guidance in Uncertain Times: What Employees Need from Leaders. Human Capital Leadership Review, 15(2). doi.org/10.70175/hclreview.2020.15.2.9
