Their Needs > Your Fears
Leadership during crisis isn’t about being unshakable, it’s about being available
One of the most damaging myths in leadership is that a good leader should have all the answers. While it’s incredibly important for leaders to know where they shine and how they help, it’s equally imperative that they know what they don’t know. Particularly in moments of challenge or crisis (which feels like every day right now!), clarity is often elusive, which means that what teams need most from you is not perfection – it’s presence.
At Luminal Development, we help leaders learn concrete skills that support and center their teams and lead with conviction, even in times of uncertainty. Here are six tips we teach our clients that you can put into practice today.
1. Communicate: early, often and honestly
Silence during crisis or change creates a vacuum. Without some type of communication, rumors and speculation reign, so leaders need to proactively fill that vacuum with transparency…even when the information is incomplete. Here’s how:
Share what you know as soon as it’s appropriate.
Be clear about what’s still unknown and what steps are being taken to find answers.
Don’t wait for certainty! Share your process and your priorities.
Even a short message like, “Here’s what we know, here’s what we’re watching, and here’s what we’re doing next,” can significantly reduce anxiety and build trust.
2. Create consistent feedback loops
Crises amplify blind spots because leadership is focused on solving challenges, sometimes forgetting that they need the voices of those impacted. To avoid this, create structured, recurring ways for team members to voice concerns and ask questions. Try one or all of these options:
Schedule recurring pulse checks or listening sessions with the goal of giving people open space to share their suggestions.
Use (truly!) anonymous surveys to surface hidden stress points.
Encourage fellow managers to check in regularly, with a focus on emotional and logistical support.
And most importantly: act on what you hear. Feedback is only as valuable as your willingness to respond to it. (And if you don’t – your folks will stop providing it.)
3. Make decision based on principles, not pressure points
Speed matters when making decisions that impact many, but so does alignment. When the pressure is high, defaulting to expedience over values can fracture team trust. Instead:
Revisit your organization’s core values before making decisions.
Ask, “Does this decision reinforce the kind of culture we want to build?”
Explain the “why” behind major changes - how they align with purpose, mission, or long-term goals.
Teams are more resilient when they see that tough calls are anchored in shared values, full stop.
4. Prioritize psychological safety
We come back to this time and again for a reason: fear stifles performance. When people are worried about job security, organizational instability, or being punished for honest mistakes, they withdraw. Leaders must foster environments where people feel seen, heard and safe to contribute. Here are some ways to create a psychologically safe environment:
Recognize and normalize emotional responses. Let your team know it’s okay to not be okay.
Celebrate vulnerability, especially your own. Model that it’s safe to express uncertainty or ask for help.
Reinforce that mistakes in uncertain conditions are learning opportunities, not liabilities.
Remember that psychological safety isn’t a soft skill! In crisis, it’s a survival skill for teams.
5. Focus on remote health
Connection combats isolation during times of change. Remote teams, hybrid environments, or even just the emotional distance created by stress can quickly erode cohesion. Stay visible and intentional about maintaining connection.
Make time for check-ins with the team and 1:1.
Highlight moments of collaboration, creativity, or resilience across the team.
Make it fun! Add shoutouts to team meetings. Build warmers into time. Provide optional virtual non-work-related events to the calendar.
When people feel connected to each other and the mission, they show up with more purpose and perseverance.
6. Reflect and recalibrate
Leading through crisis and change is a learning process. No one gets it right all the time! But strong leaders learn out loud.
Debrief after major events or turning points. What worked? What didn’t?
Invite team input into those reflections, because shared learning builds shared ownership.
Use those insights to recalibrate your approach. Be an agile leader who can pivot when needed.
Being open about how you’re learning models humility and adaptability, which are skills you want to see in your team.
Real talk?
Crisis leadership isn’t about having all the answers. It’s about showing up consistently, courageously and compassionately. When leaders shift their focus from fear to service, they lead not just through the crisis, but beyond it.
And leading through change and crisis – whether internal or external – is a set of skills learned and curated over time. We can help build you into the kind of leader your team needs right now and for the long-haul.
