02.12.2025 Ifenna Ekezie 2811

Leading in a crisis: How to strengthen your teams

What do teams and managers need to stay healthy, motivated, and productive in the long term in a turbulent working world full of change, digitalization, and AI? 

In an interview, executive coach Darina Doubravová explains how companies can address fears and resistance and prepare employees for the future, and why targeted support and genuine participation are more important today than ever before. 

What strikes you when you look at the current world of work? 

Darina Doubravová: At themoment, I perceive a great deal of uncertainty. And uncertainty is stressful. If we look at it from a health perspective, we see an increasing trend of mental stress among employees. This trend is likely to continue. 

What companies and, above all, employees need is a working environment in which mental illness is accepted as a "normal" illness and is not stigmatized. The decisive factor is how companies organize health prevention—for example, through mental health first responders or targeted management training to raise awareness of the specific challenges. Programs that strengthen mental health are a central pillar for sustainable companies. 

🎧 Listen to our podcast on "Recognizing and addressing mental stress" with Dr. Udo Wortelboer, specialist in psychiatry and psychotherapy.

How can managers deal with uncertainty and fears within their team?

The fear of losing one's job, but also the fear of no longer being able to keep up, is growing in many areas, not least because of AI. This calls for managers who can lead, i.e. , who can take responsibility, take fears seriously, and convey confidence. And they need to do so with professional humility and psychological security . 

How can employees be specifically supported during the introduction of AI? 

There are significant and, in some cases, justified concerns about AI. But honestly, no one who is not retiring in the next few years can afford to ignore it. AI is here to stay, which is why it is important to use it consciously.  

To achieve this, HR managers and executives need to give some thought to the matter; a concept is required:  

Education is also important in this regard: 

Training formats such as group coaching and discussions about uncertainties can be extremely helpful here. 

What is psychological safety—and why is it so important right now? 

Psychological safety is incredibly important, and I am surprised when there are companies or managers who don't know how important psychological safety is for the future. But it's not enough to know about it—it has to be lived.

Everyone must be given the opportunity to express opinions that may differ from the norm or seem strange, without fear of being ridiculed or stigmatized. At the same time, it is not enough to simply ask for opinions as a formality.  

Managers need to listen attentively and create a safe space where team members feel comfortable saying, "I see it differently," and where this is viewed as an asset.  

How is psychological safety in your team? Read "Psychological Safety in Teams: 10 Tips"now. 

What is meant by change competence, and how can it be promoted? 

In my understanding, change competence has three components: 

1. Skills (knowing how new things work) 

Employees first need the necessary knowledge and skills to be able to use new tools such as ChatGPT. They need to be shown how it works in practice. Often, this is precisely where things fall down: people don't feel properly included and are afraid to use something new because they simply don't know how.  

2. Wanting (recognizing one's own benefit)

It must be clear what personal benefits a change will bring. Only when employees recognize what the innovation will do for them will they be motivated to get involved. It is usually not enough to emphasize the general advantages for the company; everyone must recognize the added value for themselves. 

3. Being allowed to (receiving support from managers) 

Managers must be role models; they must be early adopters and help drive change forward, otherwise they will deprive their team of opportunities for development—and create obstacles themselves. 

Are the concepts of VUCA and BANI still relevant today? 

The models are more relevant than ever. Whether VUCA (volatility, uncertainty, complexity, ambiguity) or BANI, it all boils down to the same thing: causes and consequences are no longer so easy to classify. Nothing is set in stone anymore; everything is changing, complex, nonlinear, and sometimes incomprehensible. This is precisely what frightens many people, because what was proven yesterday is often no longer valid today —and the feeling of security is lost.

That is precisely why it is crucial to shorten feedback loops, evaluate regularly, and promote resilience. It does not help to deny or dramatize uncertainty. The way forward lies in acceptance and action, despite or precisely because of the uncertainties.

What do you recommend HR managers do to support their employees in times like these?

Precisely because the pressure on employees and their concerns are growing, support services that strengthen mental health are more important than ever. 

This can include resilience training, stress management programs, positive psychology, but also traditional sports activities. It also includes access to coaching and personal counseling sessions.  

In short, it requires: 

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