Understanding your psychological response can help you respond more effectively to a crisis.
In this article, I explain how to handle a crisis from a psychologically sound point of view.
It starts with regulating your own emotions, then explains how to calm an agitated group, and finally provides tips on how to respond publicly to a crisis.
I spend most of my time helping people regulate their own nervous systems to move from a constant state of anxiety to consistent calm and focus. On the managerial side, knowing how to notice and regulate your own emotions first is like putting on your oxygen mask first in a plane. Not only can you not help others when you can’t breathe, you are likely to get in the way.
Starting with yourself, noticing the breath
The breath metaphor is an important concept for several reasons. When we regularly perceive threat and danger around us, we are physiologically likely to breathe more shallowly or to hold our breath. This type of breathing heightens anxiety and sends our nervous systems into the red zone commonly referred to as fight or flight. In the workplace anyone in that state, is likely to act reactively, lash out, criticize, judge and blame. None of these reactions are helpful, so regulating yourself to more accurately see what is happening is the first order of business.
A simple way to regulate emotions is to notice your breath and mindfully slow it down. Practicing this “breath noticing” technique for a few seconds daily, will make it more automatic and available in a stressful workplace situation. During this practice, as your breathing becomes conscious, the blood flow to your entire brain is reset. This translates into appropriate, wise and responsive behaviour.
In a regulated state, you are seeing what is in front of you instead of projecting your strong emotions onto an unsuspecting context.
Now that the importance of “regulate yourself first” is established, let’s move to the next piece of dealing with other people experiencing strong emotions and anxiety.
Calming group agitation by slowing down
Workplace research shows that employees “mirror” their boss’s behaviours, both positive and negative. Since we have what is known as “mirror neurons” , we copy behaviour of those around us and develop patterns in our body movements as a group during collective experience.. Although we are just starting to understand the importance of mirror neurons in management, sales training has been using the basic concept for years. If you slow your breathing, the other person will start to slow theirs, usually within 3-5 seconds. If the other person leans closer to you and shows interest in what you are saying, withing 3-5 seconds, you will lean closer to the other person and start to like that person. We can all use this technique to calm down an individual or group that show signs of agitation.
To calm a group in a situation of fear, anxiety or other strong emotions, remember to:
#1. Regulate your own emotions first. Noticing the breath is the easiest way to get started with this process.
#2. Continue to breathe slowly, and to speak slowly, leaving longer pauses of silence in between words and sentences.
#3. Move slowly and show concern for the others in the situation, acknowledging that they may be feeling bad or that this situation is hard for them.
#4. As the group calms down, keep your movements slow. The emotional flooding will start to leave and people will suddenly look tired and spent. Suggest that everyone takes a few minutes to do what they need to continue to feel calm, thank them in advance and continue to breathe slowly and deliberately.
Human crisis reactions calm with simple “do this” communications
The fear and anxiety present during any crisis can be made better or worse by the leadership’s response. An excellent resource for understanding the psychology of crisis is the ERC CDCynergy article citing Dr. Sandman’s research on the psychology of crisis.
According to his research, across cultures there are known psychological responses of individuals and groups in crisis:
- Vicarious rehearsal – the further away the crisis is to you personally, the more you are likely to rehearse what you would do. This results in freeze/fight/flight nervous system responses when there is no actual danger. People feel the terror of an event in their minds and bodies, even though it is highly unlikely they will be affected by it.
- Denial – members of the community who are in denial may avoid getting warnings or taking recommended actions, become agitated or confused. They may not believe the threat is real, or not real to them. The key piece to remember in crisis denial, is that individuals in this state have lost their belief that the universe is a rational and orderly system. They need reassurance that the world is still intact.
- Stigmatization – community members or the community at large may stigmatize the victims in a crisis, refusing assistance and access to services out of fear that they will be contaminated by association with the victim.
- Fear and avoidance – Under the influence of fear individuals tend to show irrational and extreme behaviour to avoid the outcome of the crisis.
- Withdrawal, hopelessness and helplessness – Other individuals understand that the crisis is real and affecting them and others. However, they feel the crisis is so large and overwhelming that they withdraw and become hopeless.
So what can you do about these automatic crisis behaviours? According to Dr. Sandman, it appears that of all possible recommended leadership responses to large groups in crisis, giving people something to do is the most universally calming. He recommends giving people a three-part action prescription:
- You MUST to X.
- You SHOULD do Y.
- You CAN do Z.
This type of clarity helps re-order the confusion that arises from panic, and allows people’s nervous systems to start regulating themselves. Here is a simple household example.
When your stove top cooking oil catches fire:
- You MUST turn off the heat and cover the pot/pan with a lid.
- You SHOULD only move the pot/pan when it has cooled.
- You CAN sprinkle the fire with baking soda if it is near by and the fire is small.
Keeping this simple procedure in mind will help you communicate in ways that reassure people in crisis. This in turn assists their nervous systems to return to a more regulated state. Then through the effects of mirror neurons, they co-regulate as a group, and panic is replaced by calm and focus.
Let’s review
Generally, having workplace friendships helps reduce feelings of workplace loneliness. Human beings tend to look for similar humans to create friendships in and outside of work, but they are also attracted to those who are interesting and different.
There are many benefits to having friends with similar cultural norms and behaviours but there are significant downsides if people do not mix across cultures at work, the most obvious being the perpetration of stereotypes and prejudice between groups who do not know each other.
It is important to remember that job security concerns cause people from all cultures to want to protect their economic advantages. To promote sharing of information, employees need to be assured that they will not suffer economically from helping another colleague advance their career. Clear workplace expectations and norms need to be applied to everyone, and modeled by the leadership.
As employers become more intentional about creating an environment of clear expectations and workplace norms, the workplace feels fair and equitable.
When workers have both same-culture friendships and cross-cultural friendships, problems of loneliness and isolation diminish and feelings of belonging and inclusion increase. Common experiences are built. Hospitality and story sharing abound. Kindness and curiosity are evident.
Employees are happier and show better productivity and collaboration in a climate of friendship. The organization benefits from increased innovation and problem-solving, reduced stress and overall wellbeing.
We can all actively promote workplace friendships. Using any of the tips in this article ca be a great way to start!
FAQs (frequently asked questions) about managing psychological responses to crisis:
Why is emotional regulation important during a workplace crisis?
Emotional regulation helps leaders respond thoughtfully instead of reacting from fear, anger, or panic. During a crisis, employees often look to leaders for cues about how serious or manageable the situation is. By becoming aware of your own emotional state and slowing down before responding, you are better able to communicate clearly and make sound decisions.
How can leaders stay calm when everyone around them is anxious?
Leaders can begin by regulating their own breathing, slowing their movements and speech, and avoiding reactive communication. A calm presence can help create a sense of stability for others. It is also helpful to acknowledge that the situation is difficult rather than pretending that everything is fine. These practices can support a more emotionally safe workplace, even during challenging circumstances.
What should a manager say to employees during a crisis?
During a crisis, communication should be clear, direct, and actionable. Employees need to know what they must do, what they should do, and what they can do. Giving people specific next steps reduces uncertainty and gives them something constructive to focus on rather than allowing fear to take over.
Why do people react differently to the same crisis?
People respond to crisis based on their experiences, perceptions of risk, available support, and sense of control. One person may become anxious or avoidant, while another may deny the seriousness of the situation or feel overwhelmed and withdraw. Recognizing that different reactions are possible helps leaders respond with greater patience instead of assuming everyone should react in the same way.
What are common psychological responses to a crisis?
Common responses can include fear, avoidance, denial, withdrawal, hopelessness, helplessness, and mentally rehearsing what might happen. People may also experience strong physical reactions associated with stress. Understanding these responses can help leaders avoid interpreting normal crisis reactions as simply poor attitude, resistance, or lack of cooperation.
How can leaders calm an agitated team?
Leaders can help calm an agitated team by first regulating themselves, then slowing their speech and movements, allowing pauses, and acknowledging that people may be frightened or overwhelmed. Once the immediate emotional intensity begins to decrease, giving employees clear and manageable actions can help restore a sense of order and focus.
Why is giving people something to do helpful during a crisis?
A crisis can create confusion because people do not know what is happening or what they should do next. Providing specific actions gives people a sense of direction and restores some control. A simple sequence such as “You must… You should… You can…” can turn an overwhelming situation into a series of manageable steps.
How can leaders communicate bad news without increasing panic?
Leaders should communicate what is known, explain what employees need to do, and avoid unnecessary speculation. A calm tone, clear instructions, and appropriate pauses can help people process information. It is also important to acknowledge uncertainty honestly rather than filling information gaps with assumptions or overly reassuring statements.
What should a leader do when employees deny that a crisis is happening?
Rather than immediately arguing with employees, leaders can provide clear facts, explain why the situation matters, and give practical actions to take. Denial can sometimes arise when people struggle to make sense of a threatening situation. Clear information combined with specific next steps can help restore a sense of order and control.
How can leaders prevent fear from turning into blame or conflict?
Leaders can reduce blame by slowing down reactive conversations, focusing on facts, and directing attention toward what needs to happen next. During intense situations, criticism and judgment can escalate emotional reactions. A respectful leadership approach that combines accountability with emotional awareness can help teams move from reaction toward problem-solving.
For more guidance, see How to Communicate with Respect and Authority as a Leader.
How does emotional safety help employees respond to a crisis?
Emotional safety makes it easier for employees to ask questions, express concerns, admit when they are struggling, and share important information. When people are afraid of being judged or punished, they may hide problems or remain silent. Building emotional safety before a crisis occurs gives teams a stronger foundation for communicating and supporting one another when pressure increases.
For a practical framework, see The S.W.E.L. Approach to Workplace Emotional Safety.
How can organizations build better crisis readiness before a crisis happens?
Crisis readiness is not only about having an emergency plan. Organizations can also prepare by developing leaders who can regulate their own emotions, communicate clearly under pressure, create psychologically safe workplaces, and give employees clear expectations. Regular practice with communication, decision-making, and emotional regulation can make these responses more accessible when a real crisis occurs.
About the Author
Marie Gervais, PhD, CEO, Shift Management Inc. specializes training managers to lead, and coaching for emotionally regulated performance. She has a background in integrating and managing the diverse workforce and in creating culturally responsive curriculum courses and programs for industry. Marie’s book, “The Spirit of Work: Timeless Wisdom, Current Realities” to understand the deeper processes behind workplace issues and find inroads into creating healthy and vibrant organizations is available on Amazon and other online book stores.
If you want to gain new insights and release what is not serving you, and turn wishful thinking into a meaningful, well compensated career, book your career strategy call now!