7 Ways Organizations Can Be Thoughtful Around DEI During the Pandemic

Dr. Nika White • May 12, 2020

With the state of the business world during the time of the global pandemic, it’s important that employers and organizations are thoughtful about navigating Diversity, Equity, and Inclusion (DEI).

As businesses make rapid changes and try to determine the new normal, an issue that’s arising is that they may not be allowing enough time for thoughtfulness in decision-making with a lens of DEI.

Speed can be one of the worst enablers of bias and have lasting effects. Fast decisions can hinder equitable spaces and inclusion.

We don’t want to move so fast in our business recovery efforts that we fail to implement positive outcomes from a DEI perspective.

So I ask organizations… Are you continuing to ask strategic DEI questions at every point?

Are you leveraging solid frameworks around every decision made to account for DEI implications?

In the same way that organizations are thinking about how their industries are changing and how they need to pivot to be relevant during this climate, DEI professionals are doing the same thing. To be a part of the solution, I invite you to reflect on the below reminders to keep an eye toward leading inclusively.

7 Best Practices for Being Thoughtful Around DEI During The Current Pandemic:

1. Encourage Leadership to Support and Relieve HR

There’s no doubt that HR has been inundated during these times. HR has been furloughing people, bringing people back on, and mitigating fast-moving changes that require their full attention.

In many organizations, HR actually does the work of DEI (in hiring, internal communication, and representation of the business). If HR is balancing a lot right now, it can cause the work of DEI to receive less attention or fall to the wayside. And right now, we actually need for DEI work to be amplified.

This might require organizations who value DEI to relieve their HR managers of their DEI responsibilities and shift or assign that work to other senior organizational leaders.

Organizational leaders, C-suite leaders, and managers can leverage this time to become more deeply involved in the work of DEI themselves.

They need to think, “How can we directly tell this story and narrative to amplify the value of DEI?”

It’s time to really shift and make the case for DEI in a new, relevant way. We need to be cognizant of the current HR professionals load and as leaders be willing to take on more.

2. Think of DEI Through a Remote Work Lens

Organizations are navigating work right now from a remote work perspective. And while some people will return to “business as usual” after this settles, this is now a time to consider entertaining new and different talents that haven’t been on our radar before.

The benefit is that remote work can actually open up work for underserved and underrepresented individuals.

Many individuals have now grown a comfort level to not having to be in the office. It could be from insecurities they have from invisible disabilities — maybe they don’t have comfort in face-to-face settings, but now they are proving to be more qualified and productive in a remote setting. Do we really need to change this for those individuals?

For workers who have been thriving in these current times, how can you continue to allow them to thrive if they have reached their stride in the remote working environment? Also, how can you cast the net even wider to attract talent that may be limited in their ability to commute?

For some companies, it might be valuable to hire remote workers who weren’t in the normal hiring pool before. They can access and utilize an additional pool of diverse talent.

There are some people who may live in rural areas and it might take them 1-1.5 hours to get to the next biggest city. Maybe they are caring for older parents or just never had the financial opportunity to leave their town. Companies can now be more thoughtful and flexible about remote work hiring.

On the other side, how can organizations be sure that their employees succeed post-turnover?

There are people losing their jobs because remote work is not an option for them or their company. This could be detrimental for people with a disadvantaged background. In these situations, businesses can provide services such as reskilling programs or severance packages.

Going forward, we will have to think of how to support remote work and how to insulate against any negative effects as well. The coming shifts with remote work will be extremely interesting in the business world, especially from a lens of DEI.

3. Over-Communicate with Empathy and Compassion

There’s no denying that empathy and compassion are both vital right now. Anytime we find ourselves in a period of time where there’s so much uncertainty — we need to over-communicate.

We must ensure that leaders and messengers on behalf of the company are thoughtful and considerate. There is value in those leaders demonstrating vulnerability and sharing how much they’re navigating and being impacted by this crisis. This allows others to know they are not alone and that moments of uncertainty abound.

A great example is Brian Chesky, CEO of Airbnb. They recently had to lay off ~25% of their workforce due to Covid-19. He wrote an authentic, transparent, and detailed email to his entire staff, as well as stressing his “unwavering commitment to diversity.”

You can read it here.

You must ensure you have a voice of authenticity, transparency, and truth. Authentic updates will be helpful and comforting in these times of uncertainty.

Organizational leaders should think through and ask questions like:

  • Which different groups will be impacted by this decision and how?
  • Is there a way to create a more equitable division of the impact?
  • Am I communicating any changes or shifts in an empathetic and inclusive way?

Keep asking strategic DEI questions at every point and encourage other leaders to do the same.

Set clear expectations so people know when, where, and how you are communicating updates.

For example: “Every Thursday, at the start of the day, we will have a round-up to share how the business is moving forward and check in with everyone.” Sharing this can be supportive so everyone knows there is a constant time of communication.

Lastly, part of this communication needs to be encouraging to keep morale and connection up.

4. Find Ways To Boost Job Security and Communicate That Security

People need a stronger sense of connectivity and comfort, especially as it relates to job security.

Some organizations might be thinking that they can’t communicate a high level of security because *they* don’t even know the reality.

The response in that situation is… if we are continuing to see the economy as a downturn, and organizations have to think of downturn in their workforce, then we need for those leaders to be very thoughtful in how that information is shared.

Otherwise, it can lead to the organization suffering from bias that is directly related to performance ratings.

A good rule of thumb right now is that organizations should give LESS weight to performance ratings that may have been in place before Covid.

One great example is schools. Because of the drastic shift in stay-at-home schooling, teaching, and the new scholastic environment in general, many schools are giving more leniency to grades and performance. Some are doing more Pass/Fail grading versus standard F to A or 0 to 100 scale. This gives people more space to still do work but allows space for the trauma and difficult times in regard to concentration and performance.

With the trauma that’s attached to what’s happening right now, it’s not fair to expect the same level of productivity and performance necessarily. Organizations need to be mindful of that and not expect employees to operate consistently at 100%.

5. Be Thoughtful in the Demographic Factors of Hiring and Firing

Right now, women and POC are very high on the unemployment list and getting hit the hardest by coronavirus. This fact is all over publications such as Harvard Business Review , NPR , and Marketplace.org.

Organizational leaders should be asking questions like: “Which different groups will be most impacted by this decision and how? Is there a way to create a more equitable division of impact?”

This means that if we are considering DEI, it behooves organizations to make sure that they are making those terminations or reductions in staff decisions with thoughtfulness in the demographic factors.

We must be aware of what percentages are when you reduce part of those populations – especially when those communities have smaller networks.

This just magnifies what some could perceive as a lack of intentionality in recruiting and handling diverse candidates.

With an organization who wants to showcase leadership in DEI, optics are not everything, but they do create a narrative that people will gravitate to. If POC and women are the ones experiencing the most job loss, that will affect the optics of the company in the marketplace and public eye. Make sure you are thoughtful in the hiring and firing process through a strong lens of DEI.

6. Social Distancing Needs to be “Physical Distancing” and Not Cut Off Social Interaction

Social distancing is meant to be “physical” so the coronavirus can’t spread, but we don’t actually want to isolate ourselves from learning, interaction, and social connection.

I’m sure many studies will come out in the future of the effect on society and mental health in regards to social distancing.

I believe the language of “social distancing” has caused some people to perceive they need to cut off communication – but it’s really just communicating this physical distancing. We don’t want to encourage the negative effects of socially isolating people, and even though we are “physically distant” we must encourage ways to communicate and connect.

Organizations need to have established touchpoints with their employees, such as virtual social events, virtual check-ins, etc.

That means shifting all normal community events to virtual.

One way to do that is with Employee Resource Groups (ERGS).

I think ERGs are very important for creating community and network building. We can move these interactions virtually to Zoom or other online platforms. People with minority backgrounds often struggle with having to mask or “cover” in the workplace. Creating community can help people feel more connected and able to be authentic, which results in better performance in the workplace (and now the “remote” workplace).

A misnomer is that ERGs are only for those who are part of that population, but this is a great time for allies to connect as well. By moving virtually, there might be a lower barrier for entry for allies to enter into conversation, listening, and being in community with people of different backgrounds. By moving ERGs virtual, we can increase inter-community connection and learning.

7. The Power of Intersectionality

Lastly, we can shape more inclusive conversations with intersectional thinking. See my intersectionality whitepaper for a deep dive.

We must be aware of those unifying (and often unseen) identities such as people who are caregivers, people who are struggling with mental health, or dealing with grief.

I like to see people normalize conversations of inequities. People need tools to have difficult conversations right now around inequities, but right now, people are walking on eggshells about the future.

If people have strong thoughts about equality being compromised, are they willing to have that conversation in the public? Maybe not.

Leaders need to think of ways to shape intersectional work and encourage people to have these conversations to create a culture of listening and support.

For example, I’ve created specific tools for my clients. One says RESET and one says TELL ME MORE (tools that everyone gets to place on their desk drawer or on their person). Anytime they encounter an issue with diversity or equity, they can pull that card out and that card is their safe space to say— “we can assume positive intent” and have a dialogue around it.

People are so protective over their job security right now and we need these types of tools to shape inclusive conversations and continual learning. Don’t really on assumptions. Right now, you need to make sure that you are relating back to the lived experience of those you’re working with and view experiences through an intersectional lens.

Moving Forward to the Future

Times right now are intense, fast, and uncertain. This can cause organizations to make speedy decisions at a detriment to those underserved communities.

We must still find time to pause and think of the long term implications on DEI as a result of covid. We must recognize that our space and our work is going to look different.

In the long run, I hope this covid situation is going to lead employers to be more flexible with their work situations that can offer up opportunities to people like primary caregivers, those with disabilities, those who can’t commute to work because of lack of transportations.

If organizations are really thoughtful, this can be seen as a huge opportunity with talent acquisition efforts.

We can see the silver lining, create more opportunities, and leverage this experience as a benefit to be more inclusive.

How are you navigating these times? Feel free to share in the comments below.

Inclusion Isn’t Exhausting — Disconnection Is

By Nika White • February 24, 2026
Inclusion Isn’t Exhausting—Disconnection Is: Why fatigue around inclusion often signals something deeper than disagreement When people say they’re tired of inclusion work, they are rarely describing values. They are describing an experience. Often it sounds like resistance on the surface. But beneath it, something more specific is happening: Disconnection from meaning. From impact. From each other. Sometimes from themselves. Inclusion becomes exhausting when it is treated as an initiative rather than an environment. When language expands but daily experience doesn’t change. When expectations increase faster than people’s capacity to understand or embody them. The effort then feels performative instead of relational. Earlier in The Human Shift, Culture Is What People Carry Home We explored how inclusion fatigue often emerges when people cannot locate inclusion in lived interactions—only in messaging. Without experience, even well-intended work begins to feel like compliance. The fatigue isn’t coming from caring too much. It’s coming from not knowing where caring actually lands. Reframe Fatigue is not a failure of values. It is a signal of misalignment. And misalignment does not ask for abandonment. It asks for reconnection. One Grounded Practice Instead of asking, “How do we do inclusion better?” ask: “Where are people most disconnected right now?” Listen specifically for: moments people feel unseen moments people feel cautious speaking moments effort does not match impact This shifts the conversation from strategy to experience—and experience is where inclusion either exists or does not. Closing Reflection If inclusion were measured by everyday interactions instead of organizational intention, what would you notice first? Contextual Depth Signal In my equity and leadership advisory work, organizations often regain momentum not by adding new initiatives but by reconnecting daily behavior with stated purpose. When inclusion becomes experiential rather than instructional, energy returns quickly. In the shift, Dr. Nika White P.S. Where in your environment right now does inclusion feel most like a requirement—and where does it feel like belonging?

The Stories We Tell Under Pressure

By Nika White • February 16, 2026
Under pressure, leaders tell stories quickly. About intent. About risk. About who can be trusted. About what’s possible. These stories shape behavior long before policies or plans do. Often, they go unexamined solidifying into assumptions that guide decisions and culture quietly. Reframe Stories don’t just explain reality. They create it. Especially in moments of uncertainty. One Grounded Practice The next time tension rises, ask: “What story am I telling myself right now—and what story might someone else be telling?” This question opens space for curiosity instead of certainty. Closing Reflection What story is guiding your leadership right now—and does it still serve? Contextual Depth Signal Working with leadership narratives (especially under pressure) is a core part of my coaching and facilitation work. When stories shift, behavior often follows. In the shift, Dr. Nika White

Accountability Without Shame

By Nika White • February 9, 2026
Many leaders associate accountability with discomfort—and assume that discomfort is necessary for change. But there’s a difference between discomfort that leads to growth and shame that leads to withdrawal. Shame narrows attention. It triggers defensiveness. It interrupts learning. And yet, many accountability practices rely on it—often unintentionally. True accountability doesn’t require humiliation or fear. It requires clarity, dignity, and repair. Reframe Accountability is not about control. It’s about alignment. And alignment happens best when people feel safe enough to stay present. One Grounded Practice Before offering feedback, pause and ask: “Is my goal correction, or connection that allows correction to land?” This shift often changes: Tone Timing Impact Accountability rooted in dignity sustains trust rather than eroding it. Closing Reflection Where might accountability become more effective if shame were removed from the equation? Contextual Depth Signal This distinction is foundational in how I support leaders navigating performance and culture. Accountability without shame strengthens trust and resilience—especially in moments that matter most. In the shift, Dr. Nika White

Culture Is What People Carry Home

By Nika White • February 2, 2026
Culture doesn’t end when the meeting does. It lingers in the body long after the workday is over showing up in dinner conversations, sleep patterns, patience levels, and the quiet exhaustion people struggle to name. We often talk about culture in abstract terms: values, engagement, and belonging. But culture is experienced somatically. It’s how it feels to speak up. How it feels to make a mistake. How it feels to be seen—or overlooked. When work consistently requires people to brace, perform, or self-monitor, the cost doesn’t stay at work. It travels home with them. Reframe Culture is not what organizations intend. It’s what people absorb. And what people absorb shapes how they show up everywhere else. One Grounded Practice Ask yourself: “How do people likely feel at the end of a typical workday with me?” Not how you hope they feel. Not what the values statement says. What their nervous system might carry. This question alone can shift how leaders present themselves in small but meaningful ways. Closing Reflection What might change if culture was measured by what people carry home, not what’s written on the wall? Contextual Depth Signal This lens (culture as lived experience) is central to my work with organizations. When leaders begin here, culture change becomes less performative and far more honest. In the shift, Dr. Nika White

The Body Knows Before the Mind Does

By Nika White • January 26, 2026
Before leaders articulate misalignment, the body often registers it first. Sleep disruptions. Tightness before meetings. A low-grade fatigue that doesn’t resolve with rest. These are not failures of resilience. They are signals of adaptation. The nervous system is constantly scanning for safety, threat, and load. When demands exceed capacity, the body adjusts—sometimes through tension, sometimes through withdrawal, sometimes through control. Leadership cultures that reward composure often train people to override these signals. But ignoring the body doesn’t eliminate its intelligence. It just delays the cost. Reframe The body is not an obstacle to leadership. It’s an early warning system. Leaders who learn to listen sooner tend to retain more choices later. One Grounded Practice Once a day, pause and ask: “What sensation is most present in my body right now?” No analysis. No fixing. Just notice. This simple practice builds the muscle of attunement, allowing leaders to respond to strain before it hardens into burnout or reactivity. Closing Reflection What has your body been signaling that your mind has been negotiating with? Contextual Depth Signal This work (helping leaders recognize and respond to bodily signals) is central to how I support sustainable leadership. When leaders trust this form of intelligence, decision-making becomes clearer and cultures become more humane. In the shift, Dr. Nika White

Capacity Is Not Infinite

By Nika White • January 20, 2026
High-capacity leaders are often rewarded for stretching. Carrying more responsibility. Absorbing more tension. Operating as the stabilizer when systems feel strained. Over time, this becomes identity: I ’m the one who can handle it. But capacity is not limitless and treating it as such eventually erodes judgment, creativity, and relational presence. Honoring capacity is not about doing less; it's about doing more. It’s about leading sustainably. When leaders ignore capacity signals, they don’t just risk burnout; they lose access to discernment. Decisions become reactive. Boundaries blur. The work begins to feel heavier than it should. Reframe Capacity is not a measure of worth. It’s information. And leaders who listen to it lead longer and better. One Grounded Practice This week, experiment with this question: “If I were stewarding my capacity—not spending it—what would change here?” Notice: • Where you’re saying yes by default • Where rest is postponed rather than planned • Where responsibility has quietly become self-abandonment Stewardship is a leadership practice, not a personal failure. Closing Reflection What is your capacity asking of you right now? Contextual Depth Signal In my leadership programs and advisory work, capacity stewardship is treated as a strategic skill—not a personal preference. Leaders who learn to work with capacity create more resilient teams and more humane outcomes. In the shift, Dr. Nika White

The Shift from Bracing to Grounding

By Nika White • January 12, 2026
Bracing is one of the most common and least discussed leadership patterns I see. It shows up quietly: A tightening in the chest before a meeting... A subtle urgency in decision-making... A readiness to withstand rather than to engage... Most leaders don’t recognize bracing as something they’re doing. They experience it as who they need to be in order to perform. Bracing becomes synonymous with responsibility, strength, and composure. And yet, bracing is not a leadership trait. It’s a nervous system response. Bracing is what happens when the body senses pressure and prepares to endure it. It’s adaptive. Intelligent. Protective. Especially for leaders who operate in high-stakes environments where mistakes feel costly and steadiness is expected. The problem isn’t bracing itself. The problem is living there. Grounding is the shift that allows leaders to remain connected to themselves while meeting the moment. It doesn’t reduce standards or urgency. It changes how those standards are held. When leaders are grounded: Authority feels embodied, not force Decisions include more discernment and less reactivity Others experience safety without the leader having to perform calm Reframe Bracing narrows leadership capacity. Grounding expands it. This isn’t about eliminating stress. It’s about not allowing stress to hijack presence. One Grounded Practice This week, notice when you brace—not why. Pay attention to: The moment just before a difficult interaction The impulse to speed up or tighten control Physical cues like shallow breath or jaw tension Instead of correcting it, try this: Place one hand on your body (chest, stomach, or thigh) and slow your exhale by two counts. That’s it. Grounding often begins with the body, not the mind.  Closing Reflection Where might grounding serve you better than bracing right now? Contextual Depth Signal This shift—from bracing to grounding—is foundational in my coaching and leadership work. It’s where leaders begin learning how to stay present and authoritative under real pressure, rather than relying on endurance alone. In the shift, Dr. Nika White

The Human Shift: Humanizing how we work and live, one intentional shift at a time.

By Nika White • January 6, 2026
Introductory Issue: A New Chapter (Formerly Inclusion Insider) For several years, Inclusion Insider held space for conversations that needed to happen—about equity, access, belonging, and accountability at work. That work mattered.
 And the world kept moving. What I’ve observed—across boardrooms, leadership teams, workplaces, and communities—is that the challenges leaders are facing now require more than language, policies, or frameworks alone. They require presence. Regulation. Discernment. A deeper understanding of what it means to remain human amidst accelerating change and frequent disruption. The Human Shift reflects the work I’m committed to now. This is not a departure from inclusion.
It is an evolution of it. What This Shift Is About We are living through an era of relentless technological acceleration, heightened expectations, increased pace, and mounting pressure. Strategy is abundant. Information is endless. What’s often missing is the capacity to move through change without bracing, numbing, or losing ourselves. The Human Shift exists to slow the moment just enough to ask better questions. Here, we explore: Leadership through the nervous system Culture through lived experience, not slogans Storytelling as a force for meaning, trust, and change The future of work through a human—not extractive—lens This is a space for sense-making, not soundbites.
 For integration, not urgency.
 For intentional shifts that actually endure. The Human Shift: A Manifesto We are not short on ambition.
 We are short on regulation. We are not lacking tools.
 We are lacking the capacity to use them wisely under pressure. The Human Shift is for leaders who understand that performance without presence is unsustainable. That culture without connection is brittle. That progress without humanity costs more than it gives. Here, emotional regulation is treated as leadership capacity.
Storytelling is treated as infrastructure.
Humanity is treated as a strategic advantage—not a soft add-on. This work honors the truth that the future will not be shaped by those who move the fastest. It will be shaped by those who can remain human while everything moves. That is the shift. What to Expect Here Each issue will offer: A grounded reflection on leadership, culture, or change Insight rooted in lived experience, not performance Language for what many feel but haven’t named Space to reflect—without pressure to “fix” or optimize Some weeks will feel reflective. Others will feel challenging. All are intended to support intentional movement rather than reactive motion. A Closing Reflection If you’ve felt the tension between who you’re expected to be and who you actually are at work…
If you’ve sensed that the next level of leadership requires less force and more presence…
If you’re curious about what becomes possible when we stop bracing and start grounding— You’re in the right place. This shift doesn’t happen all at once.
It happens one intentional shift at a time. In the shift,
 Dr. Nika White

When the Holidays Feel Heavy: Reclaiming Your Nervous System in a Season of Burnout

By Nika White • December 29, 2025
The holidays are often marketed as a time of joy, connection, and celebration. But for many women—especially Black women—this season can feel emotionally demanding, overstimulating, and quietly exhausting. Between workplace pressure, family expectations, financial stress, and the unspoken responsibility to “hold it all together,” the nervous system rarely gets a moment to rest. What we often call holiday stress is actually something deeper: emotional fatigue, chronic activation, and burnout layered on top of an already full year. At Nika White + Company, we believe the holidays don’t have to drain you. They can become a season of intentional softness, regulation, and repair. Why Holiday Stress Hits the Nervous System So Hard Burnout doesn’t start in December, but it often shows up more loudly then. As explored in our Boundless™ Holiday Nervous System Glow-Up guide , the end of the year intensifies triggers already present throughout the year: over-giving, people-pleasing, emotional labor, and survival-mode leadership . When the nervous system stays activated for too long, the body and mind respond with irritability, exhaustion, brain fog, and emotional shutdown. This isn’t weakness. It’s biology. The nervous system is designed to protect us, but it also needs signals of safety, rest, and regulation to function well. Burnout Is Not a Personal Failure—It’s a Signal One of the most harmful myths about burnout is that it’s an individual problem. In reality, burnout is often a response to prolonged pressure without adequate support, boundaries, or recovery. During the holidays, this can show up as: Feeling resentful while still saying “yes” Guilt around resting or spending less Emotional overload in family spaces The pressure to be the “strong one” at work and at home Our work reminds women that strength does not require self-abandonment. Regulation is not indulgent—it’s essential. Micro-Practices That Create Real Relief Sustainable healing doesn’t require a retreat or a complete lifestyle overhaul. Often, it starts with small, intentional nervous system practices that signal safety and choice. From the Boundless™ Holiday Nervous System Glow-Up Guide , a few foundational practices include: Boundary scripts that protect your energy without explanation Leaving early as an act of emotional self-respect Joy-first mornings, even if they last only seven minutes Embodied “no” check-ins, trusting the body’s cues before the mind overexplains Return-to-self breathing, grounding the body when overwhelm rises These practices aren’t about perfection. They’re about permission—permission to choose yourself without apology. This Is What a “Soft Season” Really Means Softness is often misunderstood as weakness. In reality, softness is a regulated nervous system, clear boundaries, and leadership that doesn’t cost you your health. A soft season means: Releasing the need to perform wellness Letting rest be restorative, not earned Choosing aligned generosity instead of guilt-driven overgiving Allowing joy without shrinking yourself to make others comfortable As our guide affirms: Softness is power. Regulation is liberation. How Nika White + Company Supports Healing Beyond the Holidays At NWC, we don’t just talk about burnout; we help individuals, leaders, and organizations address it at the nervous-system level. Through keynote experiences, coaching, and the Boundless™ ecosystem, we support: Burnout recovery and emotional regulation Sustainable leadership and workplace well-being Identity-safe spaces for Black women to rest, heal, and lead differently Long-term nervous system resilience, not just seasonal coping The holidays are often the moment people realize something needs to change. We help ensure that change lasts well into the new year. If this season has left you tired instead of fulfilled, overwhelmed instead of grounded, consider this your invitation to do things differently. This can be your soft season. And you don’t have to navigate it alone.

Leadership Behaviors During High-Stress Seasons: Why Emotional Regulation Matters More Than Ever

By Nika White • December 29, 2025
High-stress seasons are inevitable. End-of-year deadlines, staffing shortages, organizational change, economic pressure — at some point, every team enters a “crunch time.” What separates great leaders from overwhelmed ones isn’t the absence of stress, but how they respond to it. In moments of pressure, teams don’t just look to leaders for direction — they look to them for regulation. Your nervous system becomes the reference point for everyone else. Stress Is Contagious — So Is Calm When stress is high, emotional states spread quickly. A reactive email, a tense meeting, or a visibly overwhelmed leader can ripple through an entire organization. On the flip side, a grounded, regulated leader can stabilize a team even when circumstances are challenging. Great leaders understand this: How they show up emotionally matters just as much as what they say or do. Emotional regulation isn’t about suppressing feelings or pretending everything is fine. It’s about recognizing internal stress responses and choosing intentional, values-aligned behaviors — especially when pressure is high. What Emotionally Regulated Leadership Looks Like During Crunch Time During high-demand periods, strong leaders consistently demonstrate a few key behaviors: They pause before reacting Instead of responding impulsively, regulated leaders take a breath, assess the situation, and respond thoughtfully. This creates psychological safety and prevents unnecessary escalation. They communicate with clarity and calm Stress often leads to rushed, unclear, or emotionally charged communication. Great leaders slow down, set clear expectations, and speak in ways that reduce confusion rather than amplify it. They normalize stress without normalizing burnout Acknowledging that things are hard builds trust — but regulated leaders also model boundaries, encourage rest, and avoid glorifying exhaustion as a measure of commitment. They stay connected to their values Pressure can pull leaders into fear-based decision-making. Emotionally regulated leaders stay anchored in their values, even when outcomes feel uncertain. They support the nervous systems of their teams This might look like flexibility, realistic timelines, space for check-ins, or simply consistent leadership presence. These small actions signal safety and stability. Why Emotional Regulation Is a Leadership Skill — Not a Personality Trait Many leaders believe emotional regulation is something you either have or you don’t. In reality, it’s a skill that can be learned, strengthened, and practiced. When leaders develop emotional regulation: Decision-making improves Conflict decreases Trust increases Burnout risk lowers Teams feel safer, more engaged, and more resilient Especially during high-stress seasons, this skill becomes essential — not optional. How Nika White + Company Supports Leaders During High-Stress Seasons At Nika White + Company, we help leaders and organizations move beyond survival mode. Our work focuses on building emotional intelligence, nervous system awareness, and sustainable leadership practices that support both performance and well-being. Through workshops, coaching, and strategic consulting, we help leaders: Recognize stress patterns before they escalate Build emotional regulation skills that last beyond “crunch time” Lead with clarity, compassion, and confidence — even under pressure Create healthier, more resilient team cultures High-stress seasons don’t have to result in burnout, disengagement, or breakdowns. With the right support, they can become moments of growth, trust-building, and stronger leadership. Because how you lead during the hardest moments is what your team will remember most.