– In a situation of security – such as the presence of drones of the Russian Federation in Poland – the natural reaction of employees is increased stress, tension and a sense of uncertainty. Anxiety for life, health, the future of families, or the stability of the political and economic situation directly translates into the functioning of teams in organizations. Employees experience reduced concentration, problems with making decisions and mental exhaustion – explains Anna Malinowska, psychologist and head of corporate resilience in RAS Polska. – That is why it is important that organizations – regardless of the industry – do not ignore the emotions of their employees. This is not the time for hard slogans about mental resistance. It is time for conscious, empathic leadership.
– The best preparation for the crisis is everyday Building a psychological security culture – says Katarzyna Kowalska, a psychologist at Lyra Polska. – It's about an atmosphere in which employees feel safe enough to talk about difficulties and signal problems. It is also important Avoiding toxic positivity – Apparent assurances like “don't worry, it will be good” can deepen the sense of loneliness. It is much more supportive to listen to and name emotions.
There is no one universal action plan – the solutions must be adapted to the specifics of the company. A large corporation with an extensive HR department, a smaller organization, will be prepared differently. – It is worth the organization to have written proceduresand employees knew who they could report to in a difficult situation. – says Paulina Szymanek, psychologist, psychotraumatologist, co -creator of your company, sensitivity and former consultant of the psychological prevention of the Operational Command of the Armed Forces.
It is also very important Training managers In providing the first support, because the teams turn to them first. As Katarzyna Kowalska emphasizes, leaders play a key role during the crisis, but they are not psychologists. – Ordinary human concern is needed, but an attempt at deep intervention without appropriate competences can do more harm than good. The leader must also take care of himself. That is why it is worth that managers have their own sources of support and tools that will help them react without excessive burden on themselves, leading to burnout.
Minimization of chaos – a key step in the first hours of crisis
In a crisis situation, the first task of the organization should be minimizing the risk of chaos. As Paulina Szymaniec explains, strong stress triggers three basic reactions in people:
- Escape – which can take different forms. Some “escape into work” and become excessively effective, others cut off from stimuli, dealing with private matters, so as not to think about the threat.
- Fight – i.e. active action: checking information on the Internet, securing yourself, preparing “evacuation backpacks”, or making sure that your loved ones are safe.
- Freezing – A state in which a person loses his ability to react and it is difficult for him to make any decisions.
Everyone reacts to a different degree, but When all these reactions occur simultaneously throughout the company, they can paralyze its functioning. In quiet periods, the organization is able to lift it, but in moments of high load – e.g. when ending a key project or in a very dynamic industry – the risk of chaos is particularly high.
– In each company, persons responsible for crisis management. It is they, at the time of danger, start the day with verification of the situation and plans – they determine, which is really priority and what must be doneand which tasks can be moved. Their role is also the support of employees who – under the influence of strong emotions – can make incorrect decisions or lose their orientation in what is important – explains the expert.
– People may think: “The attack does not apply to us, so we work normally”, and at the end of the day it turns out that they have completed tasks that were not crucial at all – he adds. – In such moments it is important for someone to keep a cool judgment and check if the plan for today is still valid. In most cases, it is necessary fast correctionbecause what was not a priority yesterday can generate losses for the company today.
They are key First 24 to 72 hours – This is a time when you can do the most good, but also the most bad. A common mistake is that we are looking for support only after a week, and then it is too late to many reactions – says Szymaniec. However, he points out that it is important “decision -making pause” – Adrenaline is a bad adviser, even if the leaders feel that they know what to do, they should stop for a moment. This allows you to master the first emotions and see if the decisions are dictated by a cool assessment of the situation.
Wise communication, not overprotection
In crisis situations, it is extremely important that the company is created space for understanding and honesty. – In practice, this means that the team meeting can start with a short conversation about current events – without pretending that “everything is as usual”. Just a simple sentence from the leader: “I know that today many of us are moved by news about a night attack. Let's check how we feel and what we can do to take care of ourselves and our work” – emphasizes Paulina Szymaniec.
The space for conversation in a team is important, but it is equally important to do not fall into excessive “overprotection”. Organizational decisions must be proportional to a real threat.
– If the company is in a place directly affected by an incident – e.g. near the border where the drone has fallen – it is natural that employees may need to leave earlier to make sure that their loved ones are safe. Then it is worth allowing them to do so, without pressure to do homework or additional stress – explains the expert. – But in a situation where the company operates far from the scene, Suddenly sending everyone home can have the opposite effect to the intended one. Arouse anxiety and a feeling that the situation is much more serious than they thought. Sometimes excess care and too radical decisions cause more fear than the information about the crisis themselves – he adds.
How can leaders support teams in an emergency?
Anna Malinowska lists the basic principles of effective support during the crisis:
- Name things by name. Avoiding the topic does not make anxiety disappear. On the contrary – it can deepen insulation. Even a simple message: “We know that the situation can be difficult for many of us and raises anxiety” works like an emotional safety valve.
- Create a space for conversation – but don't force. While one discussion of the situation helps, others may intensify the symptoms of stress. However, it is worth giving employees such an opportunity: organize short informal statuses, provide consultations with a psychologist, enable a 1: 1 conversation with the leader. The feeling that we can speak if we want, reduces tension.
- Help restore the feeling of influence. Fear is powerful when we feel that nothing depends on us. Leaders can support teams, directing attention to what is possible here and now: planning, communication, action in accordance with the company's values.
- Don't underestimate – model. Leaders do not have to pretend that nothing moves. On the contrary – showing emotional maturity. It builds trust and stability.
- Take care of information hygiene: Constant tracking of media reports drives fear. Studies show that just trag tragic reports can cause some symptoms of post -traumatic stress syndrome (PTSD). Encourage teams to use reliable sources and take breaks from news – also at work.
- Consider greater work flexibility. On days immediately after high emotional incidents, it is worth enabling employees, e.g. remote work, shortened hours or a day off – If the situation requires it. Flexibility is not a privilege, but a tool that builds loyalty and security.
Paulina Szymaniec adds that we do not need to understand every employee's reaction. – People differ in their needs – some want to talk to the situation, others prefer to return to the tasks. Let's focus on flexibility and trust. Let's ask what a person needs here and now. We consciously build the “village” of social supportespecially for those who may have smaller resources, because they are, for example, during divorce or in exile.
Experts agree that the company's role is not to “experience the crisis” for employees, but to create conditions for coping with a difficult situation. Sometimes it is a team meeting (e.g. after information about someone's death), and sometimes a calm continuation of work, if the threat does not apply directly. The key is the adequacy of actions to the context and a clear message: we are, we see, we support.
The employer's support is invaluable, but – as Paulina Szymaniec points out – in the moments of trial it is also worth reaching for your own resources. – We all have a natural adaptation ability. We are descendants of those who survived the worst: wars, hunger, illness. What I call vividly “survival genes” allowed them to save and give life to subsequent generations – says the psychologist. – Resistance to adversity is part of our heritage. It also helps to remember the difficult situations that we once beat. Such a perspective grunts. The company's role is to create safe conditions, but it is internal agency that allows us to go through the crisis.
