These are emotional times for everyone and leaders are not always comfortable expressing emotion as part of our leadership. That may be because we are not very well in tune with our own emotions. It may be because we have accepted a myth that leadership is a stoic exercise where feelings are a sign of unwelcome weakness. Or it may be because we have seen too many poor and suspect examples of leaders misusing emotion in ways that erode trust and credibility.

So, what is the place of expressing emotion in leadership?

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.

Doc had a spotlight installed in the practice gym, not to illuminate the many championship banners hanging on the walls, but to shine on the empty space at the end of the row. The place where the next banner would hang.

For those who find themselves among the faithful remnant to a cause there is a nobility in fighting to the bitter end. They become increasingly distinct from the surrounding culture, increasingly distrusting of outsiders, increasingly certain of their own righteousness. At some point there is no longer an option to exit.

Our leadership eyes are finely tuned to see things like Strategy, Execution, Skills, and Effort; but not so good at focusing in on Culture and Identity. Maybe we need a set of lenses to help us see and pay attention to these often overlooked areas.

Your cause is too important to be diminished by your lack of trust in your team. Make a commitment to not letting it continue. Either do what it takes to build trust, remove those that can't be trusted, or depart yourself if you can't (or won't) do the hard work required.

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.

Exploring creative ways to involve your team, donors, beneficiaries, and community in celebrating in these days when we long for good news is a powerful opportunity. The culture of your organization is being shaped by everything that is happening. Wise leaders aren't just letting that happen. Are you intentionally making yours a culture that celebrates meaningfully?

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?

"May, you're too intense! You need to lighten up a little and help people find some freedom so they can do their best under demanding circumstances." Jay said.

"Jay, you're too casual! You need to be more focussed and help people find some structure so they can do their best under demanding circumstances." May said.

There are no guarantees in leadership. That is more clear than ever these days. Being the one who points out the elephant or challenges the value of the cow may be a career limiting move. Some leaders and organizations aren't willing or able to even consider that these things are actually problems that drag against the good you are trying to do. That sucks, but it is occasionally the case.

Some experts estimate that as many as half of Canadian charities may face permanent closure by the end of this year. Others are forecasting that a dramatic drop in donation revenue will hit hardest in early 2021 and last for a year or more from then.

A lot of good organizations may not survive.

So what can we do to better our chances?