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Leading in Times of High Stress

Nine Essential Tips for Frontline Government Managers


By Mike Mears



When facing a high-stress situation like today’s environment, the best managers return to leadership fundamentals. Employees need five times more communication during crises, yet leaders often retreat and provide five times less—which only fuels uncertainty and anxiety.

Right now, frontline managers are the primary stabilizing force in government. Your leadership in these moments will shape morale, trust, and resilience for the entire team. Below are nine tips for leading effectively in this critical time.

1. Be Visible—Get Out from Behind Your Desk

  • Your presence alone reassures people. Walk around. Be seen.
  • Government executives especially need to do this, too—their visibility signals control and steadiness.

2. Talk to Every Employee One-on-One—At Least Every Other Day

  • Email and website updates are necessary but not sufficient.
  • People process stressful situations best through direct, personal conversations.
  • One-on-one check-ins are critical right now. During these times, every manager should have a brief, meaningful chat with each of their employees at least every other day. (See attached check-in guide.)
  • It doesn’t have to be about the mission—even idle chit-chat soothes the mind.
  • It doesn’t have to take much time—under five minutes will do.

3. Don’t Hide Just Because You Don’t Have All the Answers

  • If you're waiting until you have "all the information" before addressing concerns—you’re waiting too long.
  • It’s okay to say, “I don’t know.” In fact, admitting you don’t know the future when appropriate builds trust because it shows honesty and humility.
  • What employees need most is steady leadership, not perfect answers.

4. Give Praise—Every Employee, Every Week

  • Recognition is not optional in times of stress—it’s essential.
  • Research suggests the “decay rate” of an atta-boy or atta-girl is about a week—meaning, if employees don’t hear appreciation weekly, they start to question themselves:
    • Is my boss happy with me?
    • Am I doing okay?
    • Do my colleagues respect me?
    • Am I still valuable here?
  • Weekly praise is a stress reliever. It clears out those unconscious worries that drain energy, allowing employees to focus more on the mission.
    • What if you don’t know what to praise?
      • Ask, “What are you proudest of doing this week?”
      • Then, praise them for that. It’s that simple.

5. Dust Off Your Active Listening Skills

  • Right now, employees don’t need your opinion—they need your ears.
  • People need to talk, process, and vent.
  • Just listen. Don’t correct, don’t argue, don’t fix. Just be fully present.
  • The more people feel heard, the more resilient they’ll be under severe pressure.

6. Seek Their Advice—Genuinely

We all crave a sense of control and contribution. Employees feel more motivated when their opinions are heard.

Ask questions like:

  • If you were in charge for a day, what’s one thing you’d change?
  • What should I spend more time on next week?
  • Is there something I should stop or start doing to support you better?
  • How can our unit improve?

This technique has two key benefits:
  • It shifts employees’ focus away from stress and onto constructive thinking.
  • It generates valuable insights that help eliminate workplace barriers and inefficiencies.

7. Delegate with Purpose

Delegation is more than just handing off work—it’s an opportunity to build trust and engagement.

When delegating:
  • Define the outcome clearly but allow autonomy in execution.
  • Match a delegated assignments with employee interests while helping them develop new skills.
  • Examples of effective delegation:
    • Tackling special projects.
    • Addressing complex challenges.
    • Exploring creative opportunities.
    • Soft issues like improving team culture.

Delegation can/should be much more than simply dumping work—it can be a gift. When done right, it shows employees that they’re valued and fosters a culture of trust and growth. (This is rooted in psychology’s law of reciprocity—people appreciate what they are entrusted with.)

8. Ask Motivating Questions

Engaging employees with thoughtful questions signals that you care about their contributions and future.

Try asking:
  • What do you enjoy most about your work?
  • What are your professional goals?
  • How can I support your growth?
  • How can I help you?

Encouraging open conversations makes employees feel valued and motivated to contribute at their best.

9. Play and Lightness

I spotted the term "play and lightness" in a note from a LinkedIn Yoga instructor. It reminded me of the importance of humor.
  • Laughter reduces stress hormones like cortisol and increases endorphins, creating a sense of calm.
  • Shared laughter strengthens relationships, creating a support system that buffers stress.
  • Humor helps reframe challenges, making problems feel more manageable and reducing anxiety.
  • Increases adaptability, immune response, and emotional recovery.
    • This doesn’t mean you have to be a comedian. Just let your employees have a little “play and lightness” sometimes.

Final Thought: You Set the Tone

The human mind abhors uncertainty—it’s wired into our survival instinct. Uncertainty creates stress. Every engagement you make can inject a sense of certainty into your employees’ minds.

Your team is watching how you respond. If you communicate calmly, frequently, and authentically, your employees will mirror that steadiness. Frontline managers are the key to keeping the government strong in uncertain times.

Lead with certainty.

Mike Mears started and ran the CIA Leadership Academy and retired as the CIA’s Chief of HR. His book is Certainty: How Great Bosses Can Change Minds and Drive Innovation. He graduated from West Point and Harvard Business School.



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