The role of a leader or business owner is very significant in this difficult period. Your energy and decisiveness are critically required now to overcome the crisis. The CEO is expected to have an open dialogue with an enviable frequency. A lively response to an ongoing situation is always better than its absence. The team should feel that you are always near, even if you have to do it remotely.

During turbulence period people tend to think over or even intensify the risks that really exist. They are often concerned with the following questions: will everything be good with us, is it enough resources, will it be any dismissals or any restrictions? And now such questions are normal. In this situation your task is to exude confidence and to show an example of stability and commitment.
People are the most valuable asset, your operating core. Therefore, it is important to maintain regular contact with employees, even more often than usual. Preferably, this dialogue to exist on all management levels. The CEO’s task is to unite the team, motivate it for accomplishing the tasks and achieving the new goals that the company is facing now. It is true that many companies have suspended their operations, but at the same time, a large number of businesses continue to operate. The sense of their work has not changed, but the tools and approaches are changing.
The way we have usually worked will not be possible to use further, at least in this crisis period. It’s important for everyone to learn to work in another way. And there are some things that are important to do for a leader in a new reality to unite and support team:

1. Calm employees. At first, it is important to deliver to colleagues that despite the circumstances, the company is in a stable situation, that there are sufficient reserves and resources and there are no threats to the team. It is important to eliminate unnecessary fears. People need to understand what is happening in the company and what kind of anti-crisis measures will be taken.
2. Be in touch constantly. Now people expect from you not only tasking and checking their work, they need dialogue, honesty and support. It is important to find a way to help people in their needs, even if you do not yet see this need. It is necessary to encourage the team with regular frequency and to be open in communication. The more often you inform and report the news, the better will be.
3. Set priorities. Identify the tasks and formulate a clear objective for the company at this stage. What generates problems and what generates opportunities, how minimize problems and how take advantage of opportunities. Revise communication approaches, taking into account new circumstances, and think what benefit you can get from this after the crisis.
4. Motivate. The crisis is challenge as well as a kind of competition. In fact, solving crisis is the task of each employee. Delegate tasks to them, give more independence and support. The best motivation is the ability to mobilize quickly and show effective performance in time of changes. In general, being involved in the common success of the company helps to open valuable qualities in team.
5. Personnel development. Do not give up different opportunities for team development. Try to involve employees in educational projects that lead to professional and personal development as much as possible. You will have to change the format to the distance education. It is important to give people the opportunity to do something useful.

Will not always be like this
The crisis is sure to pass. But where and how your ship will sail depends on the leader agility. In this time of doubts and uncertainty, it is worth deliver to employees a message of optimism and calmness. It is important to be not just a crisis manager, but a leader who is able to inspire others. The main ability now is to create in yourself a person who can change uncertainty into possibilities.