The Weight Leaders Are Carrying

Every leader I’ve spoken with lately is carrying something heavy. Some are trying to preserve profitability in the face of inflation and reduced demand. Others are navigating difficult decisions, including layoffs, hiring freezes, or stalled growth plans. And many are doing all of this while trying to hold space for teams fraying under the weight of uncertainty.

Economic anxiety, in this sense, isn’t just a financial challenge — it’s a leadership challenge. When trust wavers, when silence replaces strategy, and when culture becomes reactive, performance inevitably suffers. In these moments, traditional leadership rooted in hierarchy and stoicism often falls short. What’s needed now is something more sustainable, more human—leadership rooted in emotional intelligence and empathy.

When Silence Speaks Louder Than Strategy

Today’s workplace is laden with pressure. Employees are navigating rising costs of living and job insecurity. Managers are mediating between top-down mandates and team morale. Executives are under intense scrutiny to do more with less. It’s no wonder that in many organizations, tension has replaced trust. And when that happens, the default response is often silence. Leaders delay communication until every decision is finalized, assuming they’re protecting people from unnecessary worry. But in reality, silence creates more fear than clarity ever could. When people don’t hear from leadership, they start writing their own stories — and those stories are often rooted in worst-case scenarios.

The Culture That Kills

I was recently watching the Netflix documentary “Titan: The OceanGate Submersible Disaster,” and one line struck me particularly hard. An OceanGate employee, reflecting on why the submarine was allowed to launch despite known risks, said, “It was the culture that literally killed.” While that tragedy occurred deep beneath the ocean’s surface, it serves as a warning to every organization that prioritizes silence over speaking up, speed over safety, and hierarchy over honesty.

When the pressure to perform outweighs the permission to question or slow down, that’s when leadership fails. Most companies won’t implode like the Titan submersible — but they will suffer from slow-moving cultural breakdowns: high turnover, disengaged teams, and the quiet erosion of trust.

Transparency as a Trust-Building Strategy

So, how do you lead differently in moments like these? You begin with transparency. You don’t have to reveal every line of the budget, but your team deserves clarity about what’s real. Being transparent doesn’t require having all the answers. It requires being honest about what you do know and opening a dialogue about what comes next. Even something as simple as “We’re monitoring things closely and I’ll keep you updated,” can go a long way in calming nerves. When people feel seen and informed, even during uncertainty, it keeps them grounded.

To deepen transparency:

• Implement “Ask Me Anything” Sessions: Regularly scheduled Q&A sessions (virtual or in-person) where employees can submit questions anonymously or openly. Leaders commit to answering honestly what they can and explaining why they cannot answer certain questions (e.g., legal or competitive reasons).
• Share Context, Not Just Decisions: When communicating a decision, explain the “why” behind it, the factors considered, and the intended outcomes. This helps employees understand the strategic rationale, even if the news is difficult.
• Create a “No News Is Still News” Cadence: If there’s a period of significant uncertainty and no new information is available, communicate that proactively. A simple email saying, “We know you’re waiting for updates on X, and while we don’t have new information to share yet, we will continue to keep you informed as soon as we do,” is far better than silence.

Difficult Decisions Require Human Delivery

Leaders can’t avoid difficult decisions. Layoffs, restructuring, or strategic pivots are sometimes necessary. But the way those decisions are handled matters more than many leaders realize. Were employees blindsided or given context? Was space created for questions and emotional processing? Was the team left to pick up the pieces, or were they invited into a renewed vision? People will remember how they were treated when tough decisions are made. Emotionally intelligent leadership isn’t just about what you say, but about how you show up when the pressure is high.

To ensure human delivery of difficult decisions:

• Practice Empathy Mapping: Before communicating, consider the various emotional responses employees might have. What will they hear? What will they feel? What questions will they have? Tailor your message to address these potential reactions.
• Provide Psychological First Aid: Especially during layoffs or significant restructuring, ensure that resources are available (e.g., Employee Assistance Programs, grief counseling, career transition services). Beyond formal resources, leaders should offer genuine presence and listen without judgment.
• Follow Up with Care: The communication isn’t over after the initial announcement. Regularly check in with the remaining team members, acknowledge the impact of the changes, and reiterate your support for their well-being and continued contributions.

A BrightMind Case Study: Rebuilding Trust in Uncertainty

At BrightMind Consulting Group, we recently partnered with a mid-sized technology consulting firm that was navigating a period of uncertainty. They had downsized two departments, morale was at a low point, and leaders were struggling to re-engage their teams.

Communication was inconsistent. The trust had eroded. The employees who remained felt as though they were waiting for the next wave of bad news to come. We stepped in to design and implement a three-month leadership development engagement focused on communication, conflict resolution, and psychological safety. The program included live workshops for people leaders, biweekly group coaching sessions, and a custom toolkit to help teams rebuild trust.

Although we are still awaiting the final metrics from the engagement, early engagement scores have risen by 27%, internal conflict is being addressed constructively rather than avoided, and leaders have reported a renewed sense of clarity and cohesion. But more than numbers, what changed was the emotional tone of the workplace. People felt like they could speak up again. That sense of safety and connection made it possible to move forward together.

Psychological Safety Is Paramount

This isn’t an isolated case. Organizations across various industries are recognizing that psychological safety is a key driver of performance that requires intentional effort to cultivate. When employees don’t feel safe asking questions, admitting mistakes, or offering ideas, engagement plummets.

Innovation stalls, and people retreat.

Empathetic leaders create spaces for genuine conversation, model vulnerability, and hold space for uncertainty without judgment. These are not soft skills. They’re stability skills. And right now, stability is what teams crave most.

To cultivate psychological safety:

• Model Vulnerability: Leaders should share their own challenges and learning moments. Admitting, “I don’t have all the answers, but we’ll figure this out together,” can be incredibly powerful in encouraging others to speak up.
• Frame Failure as Learning: When mistakes occur, focus on what can be learned rather than who is to blame. Implement post-mortem reviews that are blameless and focus on process improvement.
• Actively Solicit and Respond to Feedback: Don’t just ask for feedback; demonstrate that you’ve heard it and are acting on it. Close the loop by explaining how feedback influenced decisions or actions. Create specific channels for feedback, such as anonymous suggestion boxes, regular pulse surveys, or dedicated feedback meetings.
• Establish Clear Communication Norms: Define how teams will communicate, resolve disagreements, and make decisions. For example, “In this team, we speak directly, assume positive intent, and challenge ideas, not people.”

Recognition Matters — Especially in Lean Times

In times of economic pressure, traditional rewards such as bonuses, promotions, and perks may not be readily available. But that doesn’t mean recognition should stop. In fact, it becomes more critical. People want to know that their work matters, especially when the work becomes more challenging. Take the time to highlight contributions. Reinforce purpose. Celebrate resilience. When people feel appreciated, even without financial incentives, they’re more likely to stay engaged and loyal. Empathy, at its core, is about seeing and responding to the human needs behind professional roles. And in tough times, the need to be seen is greater than ever.

To make recognition more impactful in lean times:

• Implement Peer-to-Peer Recognition Programs: Empower team members to recognize each other’s contributions through simple tools or shout-outs in team meetings. This distributes the recognition load and fosters a culture of appreciation.
• Focus on Specificity: Instead of a generic “good job,” highlight what the person did well and why it mattered. “Thanks for staying late to fix that bug on the XYZ project; it prevented a major client issue and helped us hit our deadline.”
• Connect Work to Impact: Remind employees how their efforts contribute to the company’s mission and goals, especially when it’s challenging to see the bigger picture.
• Leverage Public Recognition (with Consent): Share successes and contributions in team meetings, company newsletters, or internal communication channels. For more introverted team members, a private, personal thank you can be just as meaningful.

You Don’t Need a Big Budget to Show You Care

Even if your organization can’t offer raises or bonuses right now, there are still meaningful ways to support your team. Host financial wellness workshops. Offer flexible scheduling to enable employees to manage caregiving or personal responsibilities better. Create internal forums where employees can collaborate, problem-solve, and support one another. These kinds of actions don’t require large budgets. The message they send is clear: we’re in this together. You may not be able to control the economy, but you can control the culture. And culture is what carries teams through a crisis.

Cost-effective ways to show care:

• Offer Skill-Building & Development Opportunities: Provide access to free online courses, internal mentorship programs, or workshops led by experts. Investing in their growth shows you value their long-term potential.
• Facilitate Peer Support Networks: Encourage the creation of employee resource groups (ERGs) or informal “coffee chat” groups where employees can connect and support each other through shared experiences.
• Promote Well-being Initiatives: Share resources on stress management, mindfulness, or work-life balance. Organize low-cost team activities that encourage connection and de-stressing, such as a walking club or virtual game nights.

Final Thought: Empathy Makes You a Stronger Leader

We are in a period marked by volatility, and people are seeking leaders who are willing to lead with humanity. You don’t have to have all the answers. You have to show up.

Communicate. Connect. Care. Lead with empathy — and watch your culture grow stronger in the process.

If your organization is navigating uncertainty and you want to build a culture rooted in emotional intelligence and resilient leadership, BrightMind Consulting Group is here to help. We specialize in helping leaders and teams develop the clarity, communication, and courage to move forward — even in the face of economic headwinds.

Jevon Wooden, MBA, ACC💡, CEO and Founder of BrightMind Consulting Group, is a speaker, trainer, certified coach, and business consultant. He specializes in empathetic leadership, emotional intelligence, and workplace culture. A U.S. Army veteran and Bronze Star recipient, Jevon is the author of From Functional to Phenomenal: The Entrepreneur’s Guide to Transforming Your Leadership and Business, where he introduces his 5Y Framework for clarity, confidence, and sustainable growth and Own Your Kingdom: How to Control Your Mindset, So You Can Control Your Destiny. His work has been featured in Entrepreneur, Forbes, Inc. Magazine, and Fast Company.