In typical years we can manage our energy with varying amounts of effort. We can seamlessly shift from a comfortable, sustainable pace to something just a little more intense for a limited time to accomplish a particular goal and then ease off a little. We usually have all kinds of range between just getting by and going full out. But that's not the case right now.

Under the pressures we are facing this year there are many temptations to address problems in ways that prioritize something different than the values we promote. When we take those options we reveal that we aren't truly committed to the cost of our values. We also set a precedent for future compromises.

Leaders are champing at the bit to start preparing for that emergence. We are eager to put plans in place, make adjustments, and get moving on all the many old and new initiatives that will mark whatever the new normal becomes. Our followers are looking to us for both assurance that the light at the end of the tunnel is getting closer and that we will be ready when we get there.

But many people have no capacity to invest in that future right now and may even push back against plans that they will eventually happily support.

There are decisions you can make in a time of crisis that won't fly when things are more stable. The New Kid card and the Crisis card allow you to understand and expose things that are often avoided and have people accept the changes you need to make even if they are costly. Don't make change for change's sake to try to prove to the staff or board that you deserve your new job; but when you are convinced that something needs to be done, do it decisively.

Some moments are high leverage, and this is certainly one of them. Physical separation from our teams doesn't prevent us from deepening our connections and affirming our shared commitments. In some cases the change of situation becomes an excellent opportunity to make impactful adjustments.

So, how can leaders improve their culture in the midst of great challenges?