Business leaders all across the country are struggling to retain employees due to the pandemic, among other reasons. This, coupled with increasing job and personal stressors, causes managers to become vulnerable to compassion fatigue.

Mental health in the wake of the pandemic has plummeted, and American adults are struggling to stabilize their well-being. 2020 brought us a global pandemic, isolation, political unrest, and the highest unemployment rate in recent history.

As we experience a political power shift and Presidential transition unlike one our country has ever seen, the recent events surrounding the insurrection at the Capitol have made it crystal clear that we have reached a boiling point in our political divide.

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Tumultuous circumstances are exacerbating an exceedingly stressful 2020. How can we maintain a sense of equilibrium? Here are 8 ways we can work on finding common ground.

Physicians, nurses, allied health therapists in hospitals, and also those who work in long-term care facilities and other community residences continue to be overworked and isolated, leaving them with the lack of support they need to recharge during this pandemic.

As plans for bringing people back from working remotely begin to roll out, we must examine the challenges and opportunities leaders face as they make decisions impacting both the future of their company and the future and health of their employees. Since business as usual— or rather as it was pre-pandemic— is not returning any time soon, employers are tasked with creating everything from new floor plans to new policies and procedures that will become the revised standards by which the business will operate

A crisis, like the COVID-19 pandemic we’re in the midst of now, is almost guaranteed to have a permanent impact on the fabric of any company. The before, during, and after will all look distinctly different — and leadership during these phases are pivotal in shaping what the permanent impact will look like once this ends. Below are a few dos and don’t for leading during times of uncertainty to help you steer yourself and your employees through this storm.

Children are sent home to be educated virtually. Adults of all ages in all industries are directed to set up their laptops and work from home. Suddenly, an overcrowded house, a dark cloud of neverending news streams, and the fog of uncertainty and fear create the perfect storm of anxiety.

Over one-third of the workforce is now made up of the Millennial generation, which is defined by individuals who were born roughly between the years 1980 and 1994. As Baby Boomers (those born roughly between 1944 and 1964) who own businesses prepare to retire, their children stand to inherit the wealth and the operations of these family-run companies. These two massive generations have beliefs and views that are distinctly different from one another, creating both an age and a philosophical gap between worldviews and work perspectives. These differences often lead to challenges with passing down the family business.