18 September 2026
Managers and leaders are increasingly expected to lead organisational crisis responses while also navigating the impact of the crisis on themselves. Making critical decisions within a short timeframe, often with incomplete information, can take a significant emotional and operational toll.
When a crisis affects employees, much of the responsibility often falls on managers and leaders. They are expected to guide and communicate with employees, coordinate support, and help the organisation navigate uncertainty. At the same time, they may need to make critical decisions before they have fully processed what is happening, and long before the full impact on employees is known.
What often goes unspoken is that the people leading the response are also affected by the crisis. They are expected to remain calm, support others and keep the organisation moving forward, while dealing with their own uncertainty, pressure and exhaustion.
Supporting yourself is part of leading well
Prioritising your own health and well-being can be easier said than done, especially when working through unpredictable situations that may be beyond your control. This is why it is important to consider, in advance, how you will care for yourself when a crisis arises.
Rather than risking burnout, fatigue and becoming overwhelmed, managers and leaders should consider the following:
Honesty: Acknowledge your own reactions instead of simply pushing through them. Recognising and naming what is difficult can help you respond more thoughtfully and intentionally. Where appropriate, speak openly with trusted colleagues or members of your support network.
Get support: Know who can step in when needed, whom you can turn to for assistance, and how to access professional support if you need it.
Care for yourself: Adequate sleep, proper nutrition and time to recover are not luxuries during a crisis. They are essential to staying focused and continuing to lead effectively.
Prepare before a crisis occurs
A critical event is the time to put a plan into action, not the time to start creating one. One of the most effective ways to reduce stress and decision fatigue during a crisis is to develop a clear and practical strategy beforehand.
This should include:
Communication: Determine how you will communicate information to employees during a crisis, who will communicate it, and when you will provide updates.
Clear roles: Define who will be responsible for specific tasks. Cross-train team members where possible so they can take on everyday responsibilities while managers and leaders focus on the immediate crisis response.
Awareness: Ensure employees understand what benefits, resources and support services are available to assist them during difficult circumstances.
Every crisis can become an opportunity to strengthen an organisation’s ability to respond more effectively in future. It can highlight areas where communication, preparedness and employee support can be improved.
Just as importantly, those who lead the response should give themselves time to recover once the immediate crisis has passed. Investing in your own well-being is not optional. It is essential to sustaining your ability to support your team, make sound decisions and lead effectively through difficult and critical events.
Ref: www.lyrahealth.com www.uasa.org.za