The events of recent weeks, particularly those in Minneapolis this past weekend, have left many individuals carrying a significant emotional burden into their workplaces. Grief, anger, fear, exhaustion, and a pervasive sense of uncertainty are common experiences. Even when these events occur far from an individual’s immediate surroundings, their emotional impact extends beyond work hours. This presents a challenge for leaders: how to acknowledge the weight people are carrying without overstepping boundaries, how to offer stability without minimizing the difficulties, and how to lead with empathy when clear answers are elusive.
In times like these, seemingly small actions – what are being called “TNTs,” or tiny noticeable things – can make a substantial difference. These are deliberate leadership choices that reduce uncertainty, restore a sense of control, and signal to individuals that they are not alone, often without the need for extensive explanation.
These small adjustments can help both leaders and their teams navigate the current climate, not just today or this week, but also as ongoing challenges, such as the evolving discussions around artificial intelligence, continue to unfold.
Creating Predictability in a Chaotic World
When the world feels unpredictable, people instinctively seek cues of stability and safety. Establishing “predictability anchors” – identifying one or two aspects that will remain consistent – can provide a reliable foundation. This could involve maintaining a regular meeting schedule, upholding expected response times, or adhering to established decision-making processes. Explicitly naming these anchors communicates a commitment to consistency. Predictability doesn’t equate to rigidity; rather, it offers a stable base from which teams can focus on problem-solving and collaboration. This steadiness fosters trust, enhancing engagement, resilience, and performance.
Reducing Cognitive Load
Stressful events can deplete an individual’s cognitive resources, even if work expectations remain unchanged. This phenomenon, known as cognitive bandwidth limitation, can significantly impact performance. Leaders can mitigate this by narrowing priorities to one or two key outcomes for the week. Temporarily cancelling a meeting, extending a deadline, or pausing a non-essential project can provide emotional and cognitive breathing room. Consistent communication, reliable follow-through, and grounded responses to challenges all contribute to reducing cognitive load and alleviating anxiety.
Normalizing Emotional Variability
Many employees feel pressured to maintain a façade of normalcy at work, which can exacerbate stress. A simple statement from a leader acknowledging that individuals will be in different emotional states – and that this is acceptable – can reduce emotional suppression, a known predictor of burnout. Creating a space where it’s okay to not be okay is crucial for fostering a supportive environment.
Attending to the Edges of the Day
Simple check-ins at the beginning or end of the day can be surprisingly impactful. Instead of asking the generic “How are you doing?”, which often elicits a perfunctory response, consider asking what has captured an individual’s attention, what kind of day they’ve had, or what support they might need. These questions offer a measure of control and can lead to more meaningful conversations. For example, asking “What has your attention right now?” allows individuals to choose how to respond and may reveal specific concerns.
Acknowledging Small Wins
Amidst stress and uncertainty, it’s important to recognize and celebrate small victories. These minor milestones often evoke disproportionately positive reactions and signal progress. Acknowledging these wins reinforces the belief that the team is moving in the right direction and can overcome both large and small obstacles.
Watching for Lagging Indicators of Stress
Teams often initially present a united front in the immediate aftermath of stressful events. However, stress may manifest later as irritability, withdrawal, errors, or difficulty making decisions. Leaders should proactively check in again in the coming weeks, recognizing that support may be needed even when it’s not immediately apparent. Assuming silence equates to resilience can be a dangerous miscalculation.
It’s important to recognize that organizations must provide managers with the time, resources, and tools necessary to support their teams. Leaders don’t need to have all the right answers or a perfect response to lead effectively during challenging times. What teams will remember is whether their leaders noticed their struggles, reduced uncertainty where possible, and provided a sense of steadiness. Choosing one small, noticeable action – clarifying a priority, reaffirming what will remain consistent, celebrating a small win, or simply checking in again later – can make a significant difference. In periods of collective stress, effective leadership is less about saying more and more about being reliably human.
