“Dale! How the heck are you?” I said as soon as his face popped up on the video screen.

“Oh, you know, just living in a world I don’t recognize anymore, having to change everything I do,” he said with a laugh.

“I know the feeling. How’s business?” I asked.

He told me his business had been hit hard. They had to lay people off pretty early in the pandemic. I could tell he was still feeling the effects of that decision, but he was an experienced and graceful leader who was looking forward to better times for everyone.

“How about you, Will? How are things in your world?” he asked.

“An hour ago, I would have said things were about as good as they can be. We have had one big client scale back, which forced us to enact a twenty percent salary cut across the board. But the leadership team was prepared for it, and with so many companies laying people off, I think our team understands that we’re relatively lucky.”

“So what happened within the last hour?” he asked.

“We had a leadership team meeting. It wasn’t pretty. Normally, the group is really agreeable. They’re great at kind and courageous debates. But lately, our discussions have become antagonistic,” I said. “It’s throwing me off. Does this make sense?”

“Well, of course, it does,” he laughed. “Think about it...we’re several months into what is likely the most difficult time of their careers. From what you’ve told me about them and the company, I’m guessing they feel very connected to your business. And that probably means they are putting an immense amount of pressure on themselves right now. The pressure has to come out somehow, doesn’t it?”

“Huh. I guess that makes sense. They carry the weight of the business on their backs, and they care so much about their teams. Besides having to take the pay cuts like everyone else, they all also feel responsible for the people in their departments. The stress is pretty massive.”

“You know, this is something I’ve been thinking about,” Dale said. “All the time, but especially during the hard times, part of the role of a leader is to amplify good and dampen stress.”

I pulled out my notepad and began to write as he continued with his thought.

“Leaders can amplify the good by celebrating wins and encouraging people when they accomplish something. This is so important, but it can be tough. I have struggled with it because I’m a growth-oriented entrepreneur. I’m always moving forward. Always. Sometimes I don’t take the little time it takes to give an atta-boy that would help someone feel good about the hard work they’re doing.”

He shook his head humbly at the idea of his shortcoming, and said, “I try to keep this in mind. Instead of reacting to good news with something along the lines of, ‘That’s done? Great, now look at this next thing we need to tackle. Let’s go!’ I take the time to recognize it.”

“I can relate to that,” I said. “I’m constantly looking ahead to the next mountain we’ll need to climb so I can make sure my team is ready. As the captain of the ship, I have to navigate us to safe waters and point out where land is.”

“Right, it can be hard to remember to celebrate the wins,” he said.

Key point: Always remember to share the excitement you feel for your team members when they are successful. When you are proud of them, make sure they know. This is especially important during a crisis. Your team members need to know they’re appreciated and loved.

“That all makes so much sense,” I said. “But what about the other side of your philosophy? Especially right now, it seems like I need to figure out how to dampen stress more than anything. Have any good tips on how to do that?”

“Maybe it would help to look for opportunities during this crisis to emphasize the good when it happens. Help them to see the big picture and understand that you’ll get back on track together.”

“And check in with them often. I suggest a weekly video conference with each team member. Don’t just jump straight into business objectives during leadership meetings. Start by talking about how they’re feeling and be honest about how you’re feeling. It’s okay for them to see that you’re struggling too. Actually, it’s important.”

“That’s great advice,” I said. “I really appreciate it, and I’ll start right away.”

“There are a few other things you should consider if you haven’t already,” he said. “Giving people a sense that there is a plan in place helps put people at ease. Even if the plan is flexible, it’s good for people to know there is a plan.”

“That’s one we’ve done, but I can be sure to keep emphasizing where we are in that plan and how it has evolved.”

“Perfect. And continue to be as open as you can about where things sit. I know you do that already, and I’m sure you’re trying your best to be even more open and transparent right now.”

“We are, but I bet we could continue to improve,” I said.

We chatted for a few more minutes and then agreed to create a more frequent cadence of check-ins during this time.

As soon as I hung up, I began scheduling check-in calls with my leadership team. It seemed like such a simple move—just to talk with people I genuinely liked. I couldn’t believe I’d missed it, but I wasn’t going to waste any time.

Key point: As a leader, one of your goals is to help relieve the stress of your team, especially your leadership team. Find ways that work for you to do this, and remember to be authentic and vulnerable.