The three stages that people go through in a time of crisis:

Cecile G. Tamura

Emergency, Regression, and Recovery.

In this chaotic year, many brands and businesses are relying on adrenaline only. Organizations can only run on those fumes for so long. Adrenaline-based speed can lead to burnout.

In the beginning, when the emergency becomes clear, team energy rises, and performance goes up. Almost all of us have unknown reserves. As the executives’ experiences reflect, this reaction feels full of purpose, and much gets done. Leaders tend to become the best version of themselves in this phase, and teams instinctively pull together and become highly productive. Few people question the leaders’ authority, and groups work in hectic but harmonious ways. The urgency created by the shock paves the way for rapid decision-making and turbocharges teams’ bias for action.

Then the second phase hits a regression phase, where people get tired, lose their sense of purpose, start fighting about the small stuff, and forget to do basic things like eat or drink — or they eat and drink too much.

The concept of regression comes from developmental psychology and describes how people roll back to a less mature stage when faced with pressure. Regression is one of the mind’s ways to defend itself from confusion and insecurity by retreating to an emotional comfort zone.

From combat psychology in particular, we know that regression is the most dangerous phase for teams. Soldiers' most stressful events don’t involve dangerous missions that require courage and action. They actually involve waiting: being in the middle of nowhere on a post, repairing equipment and handling administrative tasks, and being unable to use their particular skills. It turns out that boredom, lack of new experiences, and monotony can be much more stressful than combat.

For a leader, a crisis can be both the finest hour and the darkest day. Teams will remember their actions and decisions — good and bad — for years. So, as you navigate the waves of the crisis, remember that each phase requires a different approach. Sometimes the phases don’t come in a neat sequence, so think of them as currents and counter-currents speeding up or hindering your team’s progress.

Yes, you can succeed at first by leading from the front line. But after the first few weeks of emergency, take a step back and ensure your team gets through the inevitable regression phase. This phase is uncomfortable but also beneficial because the conflicts in the group can raise the most challenging questions, bring forth new answers, and reset expectations to more realistic levels. Only then can you start charting the road to recovery and emerge from the crisis as a stronger team and company.