Leadership in Action: Communication, Trust and Morale Through Uncertainty

How do leaders build trust? 

• Communicate openly 
• Share information 
• Address issues quickly 
• Do not avoid challenges or new solutions 

As my friend U.S. Coast Guard Rear Adm. Marshall Gilbert would say, “The ability to communicate effectively is the single largest separator among people when it comes to leadership effectiveness.”  

Even the best ideas arising from optimism can produce uncertainty.  

There are many valuable resources that can alleviate employee anxiety: Employee Assistance Programs, mental health counseling and supportive peer networks.  

While it is imperative to fully utilize such programs, a more immediate response often lies in consistent, empathetic communication.  

First, leaders must listen carefully and suspend preconceived judgments. Encouraging employees to voice concerns early fosters a culture where constructive feedback is welcomed. By truly hearing issues, they create an environment where individuals feel safe sharing vulnerabilities.  

Second, fear must be acknowledged and mitigated.  Employees remain receptive to feedback and reassurance if they feel that you understand that fear of embarrassment, failure or lost prestige is real and understood.  

Third, it is vital to address uncertainty and potential stressors promptly. This reinforces that the team and leadership provide steadfast support. A simple affirmation, such as, “I am here for you,” carries little weight without consistent follow-through.  

Finally, provide professional guidance when necessary. It is essential to involve expert care, not as a means of passing the buck but as an adjunct to open, empathetic dialogue.  

By combining these mechanisms — ongoing communication, mutual respect and professional assistance — organizations can help ensure employees feel heard, supported and empowered, even amid the swirling uncertainties of today’s fast-paced world. Such an integrated approach fosters resilience and nurtures a positive workplace culture. 

Contributed by Matt Bango, Washington Programs Instructor 

In the famous poem “Character of the Happy Warrior,” William Wordsworth defines a “happy warrior” as a servant leader who chooses optimism when making a difference in the face of adversity. While acknowledging some situations require a different type of “warrior,” leaders can encourage a contagious sense of positivity in numerous avenues.   

• Welcoming opportunities to build coalitions of diverse opinions 
• Creating a mentorship program aimed at strengthening ties between junior and senior team members 
• Publicly reinforcing the merits of collective effort at all-hands meetings 
• Conducting regular stakeholder reviews to ensure the right personnel are brought into in the decision-making process 
• Understanding when to re-set a situation by taking a break 

A communal sense of shared positivity is not often cited as a reason why programs succeed in the public, private and non-profit sectors, yet good leaders understand the power of positivity and importance of developing a “happy warrior” culture when attempting to drive change. 

Contributed by Sarah Holbert, Washington Programs Manager and Instructor 

Team members must feel valued above all else, and this can be done by keeping them updated and engaged, especially in times of high stress. 

Transparency: It is important to update team members as projects or initiatives move forward and to be honest when there are snags. Share what is needed and set clear expectations from the start. Employees can lose enthusiasm if they feel their work isn’t gaining traction. Sharing progress and delays will help the team understand next steps and keep members motivated as they look forward to future results. 

Recognition: Being on a team can be challenging, which is why it is important to recognize individual contributions and how they led to group success. Communicating how an employee is essential to the work will often remind them why they enjoy the work or chose the field. Sharing a team member’s impact on the mission can also build confidence, which is a central component of motivation.  

Contributed by Melissa Harto, Washington Programs Instructor 

Regular and transparent communication is key. Establishing a weekly team meeting to share information, facilitate the exchange of ideas and discuss key tasks or projects is a simple way to establish a collaborative atmosphere among team members who might not talk every day.  

Find time for fun. Creating time for all team members to be in person and together a few times during the year is paramount to foster a team atmosphere and community. Activities that are not focused on work can build relationships within a team: offsite team lunches, a sporting event, an escape room. Team members can get to know each other personally which contributes to the team’s success back in the office. 

Contributed by Margaret O’Hora, Washington Programs Instructor 

Don’t hold yourself to standards different than those to which you hold your employees. 

A good example of this is sick days: A manager who wants to cultivate trust amongst their team and demonstrate their own trustworthiness has to plan for sick days.  

First, a manager should be as lenient as possible within the employer’s sick leave policy. Employees who come to work while sick instead of using their leave (a problem called presenteeism) are less productive, recover more slowly and can spread their illness to other employees. Making it easy for employees to use their leave shows that you respect and trust them. 

Next, have a plan in place to address an absent employee’s work. All members of a team should understand how their responsibilities may change in the event of a colleague’s absence. Employees who pitch in for one other build stronger ties, have higher morale and are more productive.  

But no matter how forcefully you insist that your employees should use their sick leave, they will notice if you never take a sick day yourself. 

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