In the post-Soviet space, crisis is hardly a new concept. Generations have come and gone, each hoping they would not have to face the sort of social and political turbulence endured by their predecessors. And yet, as recent events prove, every generation still has to face its own unique - although in many cases, very familiar - forms of crisis.
Who could have imagined that countries that had finally escaped decades of totalitarianism would so soon again encounter existential threats from Russia? Equally mystifying would have been the idea that the world’s leading powers would create artificial crises - from the suspension of major development agencies to trade wars - that directly or indirectly affect the prosperity of every citizen.
In times of political and social instability, strong organizational leadership becomes more essential than ever - not only in terms of financial safeguarding, but also in protecting the psychological and social well-being of employees. Without it, attempts to seize opportunities under time pressure, a crucial component of crisis management, are likely to fail disastrously.
Drawing from personal experience, here I share what I have learned to be the key values that truly matter in a time of crisis – for both leaders and their teams. Below, I discuss what employees expect from their leaders, and outline what leaders, in turn, ought to expect from their teams.
What Employees Expect From Leadership During a Crisis
- Stability and a Clear Vision
The foremost expectation of employees with respect to their leadership during uncertain times is that they maintain stability while pursuing a long-term vision for growth and development. While this might seem like a universally accepted value, not everyone can put it into practice effectively.
Employees need to know that their organization has a fully-fledged crisis response plan with clearly defined actions, rather than vague strategies. It is up to the leadership to act quickly and firmly, keeping a steady, forward-looking approach even in difficult moments. This motivates employees and protects their individual well-being.
To be clear, a crisis response plan obviously should not be devised after the fact. Leaders must anticipate potential risks and act accordingly before crisis hits. Without doing so, once a crisis materializes, there will be a frenzied rush to find solutions, even though it may already be too late.
Traditionally, many organizations have instinctively turned to budget cuts as their first reaction to a crisis. But in my view, that should not be the go-to move. Instead, cost optimization is a more thoughtful and strategic alternative. Frankly, this is something that should be practiced even in stable times. After all, who of us really has money to waste?
Cost optimization, as I understand and practice it, means cutting expenses that bring no direct or indirect financial value to the organization. You may be wondering how something can yield indirect value. Well, here is an example: If routine tasks are automated using AI, microservices, or digital tools, employees gain more time to focus on high-impact work. That results in generating more economic value from the same number of working hours. This is known as an indirect monetary benefit - and when scaled, these can bring the organization meaningful impacts and greater resources.
- Open Communication —Everyone is Afraid
A leadership will often try to conceal its fear during a crisis, avoiding interaction with their team and keeping things behind closed doors. But this is a big mistake. In a crisis, fear is a natural emotional response, not a flaw. However, when fear drives leaders to inaction, they will be perceived as weak. No one wants a weak leader - but everyone feels afraid.
It is alright to be afraid inside, providing you are still taking action and making decisions. If your team sees you striving to reach solutions, they will forgive your fear. However, what they will not forgive is weakness.
With that in mind, open communication is vital, such as regular one-on-one meetings, honest conversations about concerns, collaborative planning, and actively involving employees in building solutions. These are all healthy methods, and vastly superior alternatives to staying unseen, silent, and inactive.
What Leaders Expect From Their Teams During a Crisis
- An "I Can Do This" Mindset
In normal times, we all have the luxury of letting complacency set in. But when a crisis strikes, the most valuable asset any team member can have is an “I can do this” mindset.
People have untapped talents and competencies that often only emerge under pressure. Here, effective crisis management helps to unlock such hidden potential. In a healthy working environment, there is a fair and simple expectation: do what you can, and maybe even more than you thought possible.
An “I can do this” mindset, first and foremost, represents a psychological breakthrough. But it can only be realized with the team’s support, particularly through unconditional encouragement, acceptance of mistakes without judgment, and a no-blame culture. Having in place such a caring infrastructure readies team members to step up and say “I can.”
- Belief in the Plan
Once a crisis response plan has been created, every team member needs not only to understand it; they must believe in it. Without genuine trust in the plan being practical, it will remain no more than mere words on paper.
Sometimes, individuals simply do not believe in the direction being taken by their leadership. That poses a danger, not only during a crisis but in regular times too. Ultimately, if a team member does not believe in the organization’s mission, they will not contribute fully to the team or even themselves.
Therefore, identifying people harboring such a negative attitude and addressing it should also be part of an effective crisis response plan. Essentially, establishing a sense of unity around the organization’s purpose and direction keeps a team strong when things get tough.
Few things damage an organization more during a crisis than a nihilistic employee. So these individuals must be spotted early, with appropriate action taken to maintain both morale and momentum.
In summary, crises demand non-impulsive leadership, a clear vision to maintain or regain stability, open communication, and strong internal support structures. It also calls for team members who are resilient, committed, and confident in where their collective efforts will take them and their organization.
The formula may appear simple. But when applied correctly teams not only survive crises – they also come out stronger than before.
