6 Ways to Foster Connection & Reduce Isolation Amidst Crisis

Crises come in many forms, but one truth that applies to all crises is that, in the words of Dr. David Ballard, Vice President of One Mind at Work, “True readiness begins with humility, the willingness to question what we think we already know.” During a recent member webinar, Ballard explored crisis prevention, preparation, response, and recovery strategies with Ali Walker (Partner and Chief Talent Officer at FTV Capital) and Jeff Gorter (Vice President of Clinical Crisis Response at R3 Continuum). The webinar is replete with actionable recommendations, and today we want to share 6 ways to foster connection and reduce isolation amidst crisis.

1. Build a culture of psychological safety

Gorter believes that building a culture of psychological safety is the first and primary line of defense. “From a preventative, proactive standpoint, you’re only going to be as resilient as the well-being of your organization and the individuals that make up that organization,” Gorter notes. He urged that it is critical that all employees need to feel safe to raise issues, without fear of not being taken seriously or worry that using their voice will be detrimental to their career. “Being able to have the emotional reserves to adapt and respond to a crisis draws from the well-being that an organization invests in. A savvy business leader understands that well-being is not just a perk, it’s an imperative,” shared Gorter.

2. Communicate with transparency and empathy

A critical piece of building a culture of psychological safety is earning and solidifying trust. Walker shared that in addition to developing a crisis plan that articulates clear roles and decision authority, it’s crucial to establish two-way communication to solicit feedback and questions, and to always communicate with transparency and empathy.

3. Lean in to the power of presence

In times of crisis, Gorter notes that one thing people often miss is the power of presence; of simply being there and being seen. He shared that following the midtown Manhattan shootings, he was on site with an organization on the first day in which 4,000+ employees returned to work. Gorter noted how powerful it was that the organization’s CEO stood in the lobby for three hours engaging with employees. “He could not possibly talk with everyone and there were a lot of things calling for that CEO’s attention, but he was engaging and making eye contact. Even if people didn’t talk with him, they knew he was there, and that communicated volumes to people,” shared Gorter.

4. Communicate even if you don’t have all the answers

Walker shared that a common communication problem amidst crisis is that organizations delay their action, overedit their communication, or undercommunicate out of fear of being wrong. “Transparency, even in the face of uncertainty, is always a stronger move. You may not have all the information, but get it out there and show that you are taking action in a speedy way with authenticity and have your leaders out front in that process,” advised Walker. Gorter reinforced the importance of Walker’s recommendation: “If people don’t hear anything, it’s human nature that in the absence of information, we plug in our worst possible fears.”

5. Bring in support 

In response to the question, “What differentiates organizations that respond effectively from those who struggle and don’t handle it as well?” Gorter noted that reluctance to deploy trained crisis counselors is a stigma-based misstep. He notes that some leaders might think counseling conveys messages such as “we’re not tough enough,” “we’re not handling it right,” or “we have dropped the ball,” when in fact it is the opposite. “Having counselors in place is a visual representation of your culture,” shared Gorter. He notes that bringing in support communicates that the organization acknowledges the reality of what has happened, understands the challenges people might be facing, knows to bring in the right resources at the right time, and is responding with compassion. 

6. Understand generational patterns and normalize conversations

Walker urges leaders to normalize conversations about stress and trauma, with the lens that there are generational patterns in play. “We have four generations in our workforce. Some are taught to not share anything,” noted Walker. She recommends training many different people within an organization to identify signs within individuals who may be experiencing stress and not vocalizing it, or being very vocal to the point of creating stress for others.

In a recent letter from One Mind CEO Dr. Kathleen Pike, Dr Pike articulated the importance of fostering connection and reducing isolation; a lesson she has observed through tending the bee hives in her backyard apiary. “The hive is a living metaphor: when we feel connected, needed, and supported, our mental health strengthens. When isolation creeps in, well-being falters for both honeybees and people alike.”

To learn more about how we can support you and your team—and to gain access to the full webinar recording—fill out this form to connect with one of our team members.

In community,

Sarah Tol
Chief Strategy and Growth Officer
One Mind