When the world is on fire, it’s difficult for many to focus on routine community management tasks. Homeowner Bill may not be keeping up with his lawn maintenance, Sharon’s got her camper parked in the yard again, and Ed still hasn’t paid his dues—but these challenges pale in comparison to the overwhelming threats facing communities locally and globally.

This year alone has brought some of the deadliest, most destructive hurricanes in decades, escalating wars overseas, intensifying cybersecurity attacks, and an incredibly divisive election cycle—and these are just a few of the latest “scaries.” All this follows a global pandemic, a cascade of unprecedented events, and ongoing economic uncertainty that had already left us on edge.

Yet, employees are expected to plow forward with their account reconciliations, weekly status reports, and budget reviews like real-life versions of the “This is Fine” meme.

While no employer intentionally brings up politics, spreads doom and gloom, or makes light of situations weighing heavily on team members’ minds, they also can’t ignore how these events impact well-being and focus. Instead, leaders can acknowledge the challenges of the moment, provide support, and encourage a culture of empathy and resilience. 

Here are a few places to start.

Put your own oxygen mask on first.

You need to be at your best to help your team through chaotic times, but it isn’t as though leaders are immune to feelings of anxiety and uncertainty. Strong emotions like anger can actually help remind us of our purpose and what we care most about. Even if you have a bias towards action, taking time for introspection is valuable and can help bring clarity around core values and principles that can ultimately rally your team around a shared purpose and vision.

Remember that getting help and needing rest aren’t signs of weakness. We are all human. Seek counsel when needed and make self-care activities like exercise or meditation part of your daily routine.

Foster a culture of psychological safety.

Effective leaders should take ownership of failures and allow their team members to take credit for their successes. Now, it’s even more critical to ensure your employees feel heard, valued, and protected. Practice leading empathetically, setting guardrails, clarifying expectations and priorities, and removing distractions. Does a particular C-suite executive have a habit of sending 1 a.m. emails, moving the goalpost, or having unreasonable expectations? It’s your job to manage up and help employees stay focused.

And, while it may be hard to stomach, plan for a dip in productivity after unsettling events. Better yet, encourage employees to take breaks, go off-camera, or practice whatever self-care works best for them. Remember: compassion and performance aren’t mutually exclusive.

Embrace a company growth mindset. 

While it can be tough to fathom when you feel stuck in survival mode, big challenges often lead to positive changes. Remember how quickly companies pivoted to remote work during COVID-19? That rapid adaptation gave rise to flexible work environments that are now the norm, with many employees reporting better productivity and work-life balance. 

When faced with a profound crisis, teams have the chance to innovate, rethink priorities, and grow stronger. As leaders like former Intel CEO Andy Grove once said, “Bad companies are destroyed by crisis, good companies survive them, and great companies are improved by them.”