Leading Through the Unthinkable: Building Resilience in a Remote Team During Uncertain Times

“We’re in the middle of a hostile government takeover…”

It’s a catchy little ditty. If you haven’t had a chance to watch the video (and the various remixes, which are fire), the next lines are:

“I’d like to talk about it but I’ll be late for work…”

Every morning, I sit down at my desk with a cup of coffee and a growing sense of dread. As I scan headlines that seem to worsen by the hour, I’m struck by an uncomfortable truth: I have no idea what to tell my team anymore.

As a leader of a small remote team, I’ve always prided myself on figuring out the answers, on providing direction, and on being the steady hand when things get rough. But these aren’t ordinary times, and pretending otherwise feels dishonest.

My team members are scared. They’re discouraged. They’re watching their savings evaporate while basic expenses skyrocket. They’re trying to maintain focus on design deadlines and client meetings while processing news that feels increasingly apocalyptic. They’re attempting to update software while simultaneously checking on elderly parents, canceling planned surgeries, and wondering if their children’s special education plans will remain intact.

And in their moments of quiet desperation, they look to me. And IDKWTF to do.

We’re All Struggling

First, let me acknowledge something important: you’re not alone, and you’re not losing your mind.

The cognitive dissonance of trying to maintain “business as usual” while the world seems to be crumbling is a shared experience. It’s hard to care about quarterly projections when you’re worried about fundamental securities.

My team is experiencing the same jarring disconnect that millions are feeling right now:

• They’re designing marketing materials while checking if their green cards are secure
• They’re writing white papers while watching protests turn into mass arrests
• They’re attending staff meetings while calculating if they can still afford their child’s medication
• They’re smiling through client calls while wondering if they’ll be able to purchase a home—ever

This dissonance isn’t something we talk about enough. The expectation to compartmentalize existential concerns while maintaining productivity isn’t just difficult—it’s nearly impossible.

I Don’t Have All the Answers

Here’s my uncomfortable confession as a leader: I don’t know how to fix this. I can’t increase salaries to match inflation. I can’t offer unlimited time off. I can’t guarantee anyone’s security—I’m struggling with my own.

What I do know is that pretending to have all the answers would be the worst approach I could take. Instead, I’m learning that authentic leadership during a (neverending) crisis means embracing vulnerability and creating space for collective resilience.

Building Bridges Over Troubled Waters

While I can’t offer grand solutions, I’ve been noodling on small practices that could help our remote team navigate these troubled waters together. Maybe they can help you too:

Acknowledge Reality in Safe Spaces

We’ve created space for discussing anxieties, fears, and uncertainties. We’re humans first, employees second. We freely acknowledge that some things will take longer, some things will feel tougher, and in a group of creatives, we might struggle mightily to produce beautiful things when there’s a whole lotta ugly out there.

Implement “No Apology” Policies

We’ve explicitly banned apologies for having human reactions to inhuman circumstances. No one needs to apologize for:

• Having their child appear during a video call
• Needing a mental health day
• Processing grief or anxiety during work hours
• Being distracted by breaking news

Create Micro-Communities

You could establish small support clusters—groups of 3-4 employees who check in with each other daily. These aren’t work-focused but human-focused: “How are you really doing today?” These micro-communities create accountability for wellbeing rather than just productivity.

Share Resources Collectively

Create a living document where team members anonymously share resources that help them cope—from meditation apps to financial planning tools to local mutual aid organizations. This crowdsourced support system spreads the burden of “figuring it out” across many minds rather than leaving each person to struggle alone.

Embrace Radical Flexibility

Relax rigid expectations about when and how work happens. Some team members may need to work in fragmented blocks throughout 24 hours rather than traditional 9-5. Others may need to shift to outcome-based evaluation rather than time-based measurement. The only non-negotiable is transparent communication.

Celebrate Small Victories Aggressively

In times when big wins are scarce, become evangelical about celebrating tiny ones. Completed a basic task despite overwhelming anxiety? That gets recognition. Helped a colleague troubleshoot a minor issue? Highlight that. These micro-celebrations create essential dopamine hits in otherwise depleting times.

Create Distance Between Urgency and Importance

Build a system where every request must be categorized as:

• Genuinely urgent (deadline-driven with external consequences)
• Important but flexible (needs doing but timing can shift)
• Standard priority (business as usual)

This categorization has dramatically reduced the “everything is on fire” sensation that compounds existing stress.

The Power of “I Don’t Know”

Perhaps the most powerful leadership tool I’ve found is the honest admission of “I don’t know.” When team members ask me how long this uncertainty will last, if things will improve, or what new challenges tomorrow will bring, I tell them the truth: I don’t know.

But I follow that with what I do know:

• I know we can navigate this day
• I know we’re stronger together than apart
• I know that empathy multiplies resilience
• I know that small actions accumulate into significant impact

An Invitation, Not a Conclusion

This isn’t an article with neat conclusions or five-step plans to magically transform crisis into opportunity (supes helpful right?) Instead, it’s an invitation to fellow leaders struggling under the weight of unprecedented challenges.

How are you supporting your teams through this? What small practices have made a difference? What resources have you found helpful?

I don’t have all the answers, but perhaps collectively, we can build a patchwork of approaches that help us all lead with empathy, authenticity, and hope—even when the path forward seems impossibly dark.

Because while I may not know how to fix the world, I do know this: the most powerful thing we can do right now is remind each other we’re not alone in the struggle.

[Author’s note: This article is a starting point for discussion, not a definitive guide. I welcome feedback, additional ideas, and honest reflections from fellow leaders navigating these troubled waters.]

1. Talk openly. Let’s set aside dedicated time in meetings to share our real-life struggles, however personal they may feel. Empathy is cultivated by honesty, and we must extend and accept vulnerability.
2. Provide resources. If there’s a strategy, tool, or service you’re aware of—even something small—that’s helping you cope, share it. Whether it’s budgeting tools, mental health resources, or simply productivity hacks to manage the overwhelm, let’s crowdsource our strength.
3. Focus on community. Let’s prioritize creating spaces where we feel safe expressing our fears and sharing our burdens. Whether it’s virtual coffee breaks, group chats, or dedicated meeting times, these small touchpoints remind us we’re not alone.
4. Celebrate small wins. In a world that feels out of control, celebrating small victories—professional milestones, personal achievements, even tiny moments of gratitude—can significantly bolster morale.
5. Be gentle and flexible. Remember that none of us is operating at full capacity. It’s okay to acknowledge when we need breaks, extensions, or extra support. Let’s commit to compassion—toward ourselves and each other.
6. Share your ideas. If you have thoughts, strategies, or even just questions, I invite you to bring them forward. None of us have done this before, and innovation often blooms from unexpected places.

Yes, this is hard, and yes, it feels endless. But the reality is, our strength as a team—and as a community—has always been tested most profoundly when times are hardest. Let’s lean into empathy and mutual support.

Above all, remember this: You’re not alone, and your feelings are valid. Let’s find our way through, together.

Maren Hogan

Maren Hogan is CEO of Red Branch and general Bad@$$

Maren Hogan is a seasoned marketer and community builder in the HR and Recruiting industry. Maren started Red Branch Media and, before she hired all the smiling faces you see below, she ran it on her own. In marketing for over 15 years, she has deep experience in strategic campaigns and a long-term, results-based operational approach.