Leading teams through times of uncertainty and upheaval
summary
Panel reports concrete tactics: pick one team need like predictability, publish a clear cadence (weekly becomes three or four short check-ins during crisis), prefer one-way communication for facts plus scheduled Q&A, and be explicit when answers are unknown and when the next update arrives. Coach layoffs with HR guidance or performance-first criteria, let managers delay noncritical reviews, encourage regular micro-breaks (extra day every few weeks) and firm cutoffs (log off ~5:30–6pm). Sponsors: Honeycomb.io and CircleCI.com.
AI-written summary · about
chapters (13)
- 0:00Intro
- 2:05Core Needs
- 4:30Exercise
- 6:06Transparency
- 11:58Be honest
- 15:10Coaching a manager
- 21:26Dealing with survivor guilt
- 24:38Burnout and fatigue
- 25:28Flexibility
- 27:03Vacation
- 30:38Mental health
- 32:53Executive vulnerability
- 39:08Balancing commitments
related talks
43mPreparing your software engineering teams for times of financial uncertainty
36mMaintaining Morale and Engagement Through Hard Times
41mNavigating Agile Transformations in a Crisis: From Thunderstorm to Smooth Sailing
19mHow to Lead through Turbulence w/ Compassion & Confidence
42mLeading Tech Teams in Uncertain Times
56mLessons from Leading through Uncertain Times
33mBuilding Sustainable Teams to Handle Uncertainty
19mManaging Fires: Leadership Through Crisis