In periods of regional instability, business leaders have a responsibility that extends beyond operational continuity. During uncertain times, the psychological climate is prone to shifts and anxiety can spread as a result; therefore, managing this effectively is important.
To read the full article in English, visit IncArabia, article written by Dr Jane Halsall, chartered counselling psychologist at Cornerstone Clinic
لقراءة المقال كاملاً باللغة العربية، تفضل بزيارة موقع IncArabia، وهو
مقال كتبته الدكتورة جين هالسال، أخصائية علم النفس الاستشاري المعتمدة
في عيادة كورنستون.
In times of geopolitical uncertainty, employees look to leadership as a regulatory anchor. Your tone, body language, and communication style directly influence collective anxiety levels. Neuroscience tells us that human beings coregulate and people subconsciously look to authority figures for cues of threat or safety. Therefore, be mindful of the tone of your facial expressions and how you express yourself.
Uncertainty fuels anxiety more than bad news does. The brain is wired to fill information gaps with worst-case scenarios, which can quickly be internalised into beliefs. In times of crisis, silence from key figures can be misinterpreted as instability or concealment. Therefore, to reassure your employees, provide regular updates, even if the message is “there is no new information at this time.” Anchor communications in verified sources and avoid speculation.
Hypervigilance, disrupted sleep, irritability, and reduced concentration are normal stress responses during regional tension. Leaders should expect their staff to experience these feelings and normalise them without labelling them as weakness. A simple acknowledgement to their staff, such as “It’s understandable if this feels unsettling”, helps to validate their experience and builds psychological safety. When people feel seen rather than judged, performance stabilises more quickly. It is also important to acknowledge that having a diverse workforce will mean that people will have different lived experiences of conflict. For some, it will be totally new, and for others who may have fled a conflict zone, it could reactivate earlier trauma.
In terms of cognitive bandwidth, evidence has shown that it is reduced under stress. If the nervous system is constantly on alert, memory and decision-making capacities are compromised. To navigate this, where possible, offer flexible working arrangements, hybrid options, or adjusted deadlines. Many employees are balancing concerns about extended family abroad or homeschooling while maintaining professional responsibilities. Small operational adjustments can significantly reduce cognitive load.
One of the most destabilising elements of a crisis is the perceived loss of control. Leaders can counter this by ensuring that their teams focus on controllable actions and shared goals. Clarify immediate priorities, celebrate small wins, and emphasise contribution over fear. A strong sense of purpose restores agency, which is one of the most protective psychological factors during uncertainty. Through emphasising shared values, professionalism, and stability, it reminds teams that there is some internal locus of control, even if no one has any power over external threats. Leadership doesn’t have to have all the answers, but they can regulate the emotional climate of the organisation, and that has to be the priority at this time.