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

Sustaining Operations and Preventing
Burnout During COVID-19:
How Leaders Can Help
principles during a prolonged
The COVID-19 pandemic has
What leaders do and say during times
crisis include ongoing and effective
caused prolonged uncertainty
communication, modeling selffor organizations and workers,of crisis can significantly strengthen ancare, addressing issues of grief,
leading to stress and burnout.
organization, motivate personnel, andand restoring a sense of purpose.
What leaders do and say during
improve
recovery.
Below are crisis leadership actions
times of crisis can significantly
to prevent burnout and sustain
strengthen an organization, enhance
operations during COVID-19.
operations, and improve recovery. Important leadership
Communication
What leaders say, how and when they say it, areimportant for building trust and motivating behaviors.
Using established principles of crisis communication canstrengthen team cohesion and protect health.
■ Be truthful. Say what you know and what you don’tknow. Commit to getting answers to questions and thenfollow up and provide them.
■ Avoid being overly reassuring. This builds trust andstrengthens the team.
■ Identify and utilize trusted messengers. People are
more reassured and motivated to action by those whomthey most trust within the organization.
Self-Care
Taking care of yourself encourages others to do the sameand enhances your ability to lead.
■ Take breaks. Stepping away from work briefly andshifting focus reduces stress and enhances problemsolving.
■ Get sleep. Regular and scheduled is best. Take brief
naps or rest if needed. Remind others to get sleep.
■ Exercise. Even if you cannot do your ideal routine, abrief walk or climbing stairs are helpful.
■ Avoid potentially harmful substances. Using alcohol,
tobacco, prescriptions or other substances to manage
difficult emotions impairs performance and creates
health risks.

■ Have a buddy. Find a trusted peer or friend who will

listen and offer helpful feedback.

Grief
This is often overlooked in crisis, but can cause distressand dysfunction when not acknowledged nor addressed.
People are grieving loss of routines, a sense of certainty,
feelings of safety in their community and place of work, thelives of people around them, and being connected to others.
Addressing grief fosters recovery.
■ Be visible and communicate regularly. Speak calmly toothers even when they are upset.
■ Acknowledge grief. This let’s people know it’s okay tofeel the way they do.
■ Allow yourself to show feelings. This reminds others
that you are a person too and gives them permission tohave feelings as well.
■ Honor losses. Recognize and memorialize thedifficulties and what has been lost. Involve personnel inthis process to enhance self-efficacy and team cohesion.
■ Attend memorials or other services. Being present
conveys the value of these events and promotes healing.
■ Make meaning of the event. Use what has been learned
to improve things for others.
■ Focus on future-oriented growth. Set achievable goals
and recognize with the group when these are met.
■ Remember recovery from grief takes time. Take care ofyourself in the process.
Continued

PurposeWork and home imbalance and workplace transitions
can challenge the ability for workers to maintain a senseof purpose. Actions that foster a sense of purpose sustain
operations and protect health.
■ Recognize challenges. Acknowledging personnelstruggles at home and work can reduce stress.
■ Learn your personnel’s values. Assign roles and tasks
that specifically motivate them.
■ Encourage personnel to clarify personal values.
Knowing values helps with task assignments andoptimizes workplace decision-making.
■ Make decisions consistent with organizational values.
During the prolonged uncertainty and concerns about
the pandemic, adhering to values at work makes
employees feel safe.

■ Seek opportunities for face-to-face interactions. This

creates space for sustaining connections and sharing
among personnel that may not happen virtually.
■ Involve personnel in problem-solving. This reminds
people of their capabilities and builds trust.
■ Find creative activities for personnel. When traditional
work tasks are not possible, other engaging activities
help maintain a sense of meaning and value.
■ Recognize hard work. Also remind people of theimportance of the work they are doing.

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