Anton Guinea
Entrepreneur, Speaker, bestselling author, and founder of The Guinea Group of Companies. For over 15 years, Anton has helped leaders move their teams to become psychologically safe, physically safe and overall better versions of themselves.
Are you ready to lead with care when everything around you feels out of control?
When a crisis hits, many leaders instinctively move into a control mode: quick decisions, tighter reins, rigid protocols. I’ve been there. After my own near-fatal workplace incident I realised that while control has its place, it isn’t enough. What matters more is how you lead with care, especially when people are hurting, uncertain or knocked off balance.
Why care makes the difference in tough times
When our team is under pressure, it’s easy for a leader to default to commands. But I learned that what people need most is to be seen, heard and supported. For example, research on compassionate leadership in crisis environments shows that empathy and connection reduce fear and build trust.
In fact, one study pointed out five key processes for crisis leadership: sense-making, decision-making, communication, teamwork and learning. Here’s another article that walks through those five.
It’s not just about what we do. It’s about how our people feel when we act. A leader who stays rigid and aloof during pressure will lose heart and momentum. But a leader who stays calm, shows genuine care and communicates clearly? That person brings the team with them.
Four actions I commit to when leading through uncertainty
Here are four things I embed into my leadership when things get rough. I encourage you to do the same.
1. I stay physically and emotionally present
When a crisis happens, teams pay attention to where you are, what you say and what you don’t say. One practical tip: I make time to walk the floor (or hop on a video call if remote), and I ask questions like, “What’s worrying you? What do you need right now?” That level of visibility builds subconscious trust.
Research on crisis leadership emphasises accessibility. It says leaders must be visible and available to foster confidence. Here’s a good resource.
2. I use emotionally intelligent language and tone
Leading under pressure isn’t the time to pretend everything’s fine. It’s the time to lean into realism and care. I’ve found that saying things like, “I don’t have all the answers yet, but I’m here and we’ll work through it” goes further than a bravado statement. It invites honesty.
I’ve seen firsthand that the worst thing a leader can do when things explode is ignore emotions and hope logic will save the day. If you don’t honour the human side, you’ll lose the human behind the task.
And when you do this, you lay the foundation for true psychological safety. That becomes especially important when you’re guiding through a storm. You might want to link to our article on the power of listening 5 key listening skills every leader must master because being present requires listening just as much as speaking.
3. I keep the team updated and involved
One of the most damaging things in a crisis is silence or half communication. Think about a time you felt blindsided. It breeds resentment and fear. What you can control is how and what you communicate.
According to one article, maintaining clear, frequent communication builds trust and helps people feel less unmoored. Here’s a piece that emphasises empathy plus clarity in crisis messaging.
So I share what I know, what I don’t know, what we’re working on and how people can contribute. I turn “Here’s what we’ll do” into “Here’s how we’ll do it together.” And if you’d like more on how to build resilient teams, you might link into our article on building resilient leaders how to navigate challenges in 2025.
4. I prioritise care over command when it counts most
Control is necessary. You must make decisions, set direction and be clear. But if you lead just with control, you risk alienating your people. In crisis, I pivot to care. That means asking, “What do you need from me? What do you need from the organisation?”
External research backs this up. One guide says: “Prioritise the wellbeing of people. Treat everyone with empathy and genuine concern.” Here’s a relevant article.
Beyond that, you might want to interlink to our piece on how to cope with pressure when things go boom because care often means helping your people deal with pressure too.
Here’s how we can help you lead with care
At The Guinea Group, we provide leadership development programs that focus on composure under pressure and fostering teams where safety and performance exist side by side. You can book a leadership session with me via book Anton, or reach out via our contact page to start a conversation.
Your next step
Start by choosing one of the four actions above. Pick the one that feels most urgent in your context and commit to delivering it this week. Ask yourself: What will my people need most from me right now? Let that guide your word and your action.
When the pressure is on, you don’t have to lead just with control. You can lead with care. And that difference will be remembered long after the crisis has passed.
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If you would like to learn more about Anton or The Guinea Group, please click here to book into Anton’s calendar, to:
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