Leaders can’t operate like it’s business as usual. Here’s why

Around the globe, employers and employees are facing unprecedented situations. We’ve jumped from pandemic to geopolitical conflict, economic volatility to the rapid growth of artificial intelligence. At this point, aliens could arrive on Earth tomorrow, and nobody would question it.

With 89% of businesses having experienced multiple major challenges in recent years (according to a PwC report), we’re clearly leading through the age of constant disruption. When turbulence was rare and temporary, businesses could rely on stability and resilience to preserve productivity until it passed. But today’s challenges aren’t isolated. They’re common and relentless. When there’s no clear endpoint, you can’t rely on “business as usual” to see you through.

Why leaders need to accept reality

The situation we’re facing is unprecedented for most leaders today, and it’s showing. More than 70% of CEOs admit they’re unsure which challenges to prioritize, according to a 2026 survey. Almost half say their knowledge and skills aren’t keeping up with the pace of change, and 40% admit their anxiety has increased as a result.

You know these aren’t normal times, but you don’t want to trouble your team, so you insist everything is fine. At the same time, you’re not providing peace of mind. Your team reads the same headlines you do, and they know what’s going on in your industry and the wider world. All you’re really doing is showing your team that you have no idea how to navigate the uncertainty. That isn’t a great sign of leadership you can rely on during tough times.

The right way to deal with disruption

When issues arise, many leaders default to being ruthless. They slash headcount and put productivity and profit above all else. But all this does is pile pressure on people who are already struggling. It doesn’t provide long-term success, and even in the short term, it could accelerate the decline.

Your workforce is dealing with the same fears you are in their personal lives. They’re worried that AI will replace them, and rising expenses will leave them in the red. If they believe that they’re easily disposable, you don’t see them as more than a mere resource, you shouldn’t be surprised when they quiet quit or start looking elsewhere. You also shouldn’t be surprised when productivity declines at the first sign of difficulty.

What these troubling times can provide is a useful reminder that empathy is a critical leadership skill. Care and compassion provide a sense of psychological safety and strengthen loyalty. That frees the mind to focus on work and encourages employees to fight for the cause.

Here’s how leaders can use empathy to deal with disruption in the right way

Consider the personal impact

Many of the issues impacting your business will affect employees on a personal level. There will be times when they can’t find the energy to get into the office, let alone focus on their work. That isn’t your cue to let them go, but to listen to their problems, acknowledge what they’re dealing with, and support them as best you can. When workers know they aren’t going to lose their jobs the second their performance wobbles, it makes it that bit easier to overcome stress and stay productive.

Communicate early, communicate often

Silence is uncomfortable. If you don’t communicate, your team’s anxious minds will fill in the gaps. They’ll convince themselves that the reason you’re not acknowledging the challenges is that you’re busy finalizing the list of layoffs or figuring out how little runway there is left. Even if you don’t have all the answers, sharing what you know and how you plan to face it will help to calm fears and maintain focus.

Monitor energy, not output

During difficult moments, you should expect productivity to dip. It’s cause for concern if it doesn’t. The problem is, some employees embody “business as usual.” They fight against burnout without ever admitting it. You need to pay attention to signs beyond output, such as mood, socialization, or energy levels. Don’t wait for your team to tell you they’re struggling. Make breaks mandatory, reward achievements with an extra day off, and keep the after-work drinks alive, even if nobody is in the mood.

Teach resilience and adaptability

One of the kindest things you can do for your team is teach them how to cope with hardship. We encourage our employees to prototype, try new tools, and explore creative ideas, even if they fall well outside of their core responsibilities. They often fail, and that’s incredibly rewarding. Remember, failure isn’t a waste of time; it’s an opportunity to pick themselves up and try again.

Putting people ahead of profit

During times of disruption, leaders can’t do it all alone. They need committed teams, determined to weather the storm. You don’t build that kind of loyalty by putting people second.

Employers who show genuine care earn higher engagement, trust, and loyalty in return. Research by EY shows that 86% of workers believe empathetic leadership boosts morale, and 85% say it increases their productivity. As for unempathetic organizations? Over half of your team will be looking for a new role in the next six months, only adding to the disruption.

Sure, the numbers might dip while people navigate life outside the office. But hard times pass, as this one will, and the support that you show now will pay off in a more resilient, determined team with the same commitment and loyalty you’ve shown them.

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