Center for the Study of Traumatic Stress
CSTS | Department of Psychiatry | Uniformed Services University | 4301 Jones Bridge Road, Bethesda, MD 20814-4799 | www.CSTSonline.org

Leadership Communication:
Anticipating and Responding to Stressful Events
an even greater impact than what you
actually say or do.
How leaders behave and communicate■ Consider and craf messages
during stressful situations, such as thebeforehand. Te advantage goes
response to a disaster event, can maketo those who prepare.
Background■ In high stress situations, people
signifcant diferences in how people
How leaders behave andprocess information diferently
communicate during stressful
respond and react.
(e.g., inattentive, distractible);situations, such as the response to amessages need to be short,disaster event, can make signifcant
simple, and repeated.
diferences in how people respond and react. It may also
■ Under stress, people focus on negatives more thaninfuence whether leadership is strengthened or diminished.
positives, so positive messages should outnumber negative
Tis communication can take many forms, including
messages, ideally 3:1.
written messages, formal and informal talks, and ritualdevelopment and participation.
■ Don’t be afraid to say, “I don’t know.” Make sure to commit
to fnding out and following up.
The Leader■ A helpful and valuable model is Compassion, Conviction,
Strong leaders know and care about their people. Caring
Optimism (CCO): Compassion (statement demonstrating
is demonstrated in everyday activities and interactions andthat you care/empathize with the intended audience);
can be especially powerful at key times. Optimally, leaders
Conviction (statement demonstrating commitment
also know the characteristics of their people, what they haveto helping/supporting/solving); Optimism (statement
experienced, the nature of the work they do, and how they
indicating a positive view of the future).
best respond to leaders’ eforts. Efective leaders capitalize on■ People are most likely to remember things they have heard
this informed compassion during events when people may bein a specifc order, based on primacy and recency: frst,
especially vulnerable or needing of support and reassurance.
last, middle. Your most important message goes frst andnext most important goes last. Prioritize messages thisVulnerability
way to enhance understanding.
Vulnerability is a function of many internal and externalfactors. Strong leaders are continuously vigilant in identifying
Further Resources
factors that have the potential to negatively afect people (suchCovello VT. Best practices in public health risk and crisis
as places or events that remind people of loss or trauma). Teycommunication. J Health Commun. 2003;8(Suppl. 1); 5–8.
are also aware of those factors that can reduce vulnerability
Substance Abuse and Mental Health Services Administration(such as health status, peer and leadership support, and a(SAMHSA). Communicating in a Crisis: Risk
healthy organizational culture).
Communications Guidance for Public Ofcials.
Department of Health and Human Services Web site.
Message Development
https://store.samhsa.gov/product/communicating-crisisTere are many factors to consider in optimizing
risk-communication-guidelines-public-ofcials/pep19-01communications in times of increased or high stress. Many of01-005. Published 2019.
these principles, like the ones presented here, derive from theVineburgh N, Ursano R, Hamaoka D, Fullerton C. Publicfeld of risk and crisis communication.
health communication for disaster planning and response.
Additionally, how you deliver your message will ofen have
Int J Public Pol. 2008;3(5/6): 292–301.
“When people are stressed and upset,they want to know that you care before
they care what you know”— Will Rogers