Leading With Compassion in Turbulent Times: A THRM Perspective
- Edna Nakamoto
- Nov 17
- 4 min read
The holiday season often brings warmth, celebration, and connection—but for many employees, it can simultaneously be one of the most emotionally complex times of the year. As we close out 2025, workplaces are navigating unprecedented layers of uncertainty: job losses across industries, rising political tension, fear surrounding immigration enforcement, food insecurity, illness, depression, and the lingering grief of losing loved ones.
At THRM, we believe that true leadership requires showing compassion to all employees—regardless of popularity, seniority, job performance, attitude, or visibility. Employees may not disclose their hardships to HR or their supervisors, but selective compassion can backfire. When certain individuals receive empathy while others do not, teams may perceive this as favoritism or even discrimination. In reality, some of the most challenging or withdrawn employees may be the very ones carrying the heaviest personal burdens.
Compassionate leadership is not about choosing who “deserves” kindness. It’s about creating a workplace culture where every individual feels valued and supported.
Below are practical, thoughtful ways leaders can support their teams during these turbulent times and throughout the holiday season.
1. Lead With Genuine Curiosity and Care
Strong leadership begins with presence.
Create opportunities for real conversations—not performance check-ins, but humanity check-ins.
Ask open, compassionate questions: “How are you managing everything right now?”
Make time for one-on-one conversations, especially with employees who may be struggling with illness, depression, family loss, or financial pressure.
Listen attentively without rushing to provide solutions.
Sometimes, the most meaningful support is simply being there.
2. Acknowledge the Realities Employees Face
Employees are carrying heavy emotional loads—anxiety about ICE activity, political uncertainty, financial strain, illness, depression, and grief. Ignoring these realities can unintentionally intensify their stress.
A heartfelt acknowledgment helps people feel seen: “We know this year has brought significant hardship for many. You’re not alone, and we’re committed to supporting you.”
Authentic recognition fosters psychological safety.
3. Build Flexibility Into Workload and Expectations
Stress, illness, grief, and depression don’t follow a schedule.
Consider offering:
Adjusted or flexible schedules
Reduced meeting load during the holidays
Grace around deadlines
Remote or hybrid days for those needing time and space
Permission for mental health breaks
Flexibility communicates trust—and trust fuels performance.
4. Provide Tangible, Practical Support
Compassion is powerful, but pairing it with tangible help strengthens its impact.
Consider offering:
Quiet grocery or gas gift cards
Lists of food banks and community resources
Reminders about EAP and mental health benefits
Local holiday assistance programs
A confidential giving tree or internal support fund
A leave donation program allowing employees to donate annual leave to coworkers facing a personal or family medical emergency after exhausting their paid leave
Resource lists for employees coping with depression, caregiving responsibilities, or chronic illness
Simple actions can make a profound difference.
5. Equip Managers for Empathy-Centered Leadership
Managers are often the first point of disclosure. Equip them with tools to support staff effectively.
Provide guidance on:
Having difficult conversations about depression, health, anxiety, or immigration concerns
Using a trauma-informed, active-listening approach
When HR should step in
Modeling calm, compassionate behavior
A well-trained manager creates a safer workplace.
6. Create Inclusive, Low-Pressure Celebrations
Holidays can be painful for many—those dealing with illness, loss, depression, financial strain, or family conflict.
When planning celebrations:
Make participation optional
Avoid costly expectations or high-pressure gift exchanges
Focus on gratitude, connection, and well-being
Ensure events are culturally inclusive
And most importantly: remember that perception matters.
During times of economic strain or organizational uncertainty, an extravagant holiday party or lavish executive gifts can send the wrong message. Employees may interpret these gestures as insensitive, wasteful, or inequitable. Leaders should consider how their teams will receive each decision—and choose celebrations that reflect the moment with awareness and care.
7. Normalize the Need for Rest and Mental Health Support
Encourage employees to:
Use PTO without guilt
Take sick leave for physical or mental health
Step away for mental health days
Fully disconnect during time off
Leaders set the tone. When they model rest, employees follow.
8. Communicate Stability and Transparency Where Possible
Even when external events feel chaotic, internal clarity is grounding.
Share what you can about:
Organizational priorities
Staffing and financial outlooks
Anticipated changes
Your commitment to employee well-being
Transparency reduces fear.
9. Cultivate a Culture of Everyday Kindness
Small gestures build trust and connection.
Encourage:
Handwritten notes of appreciation
Recognition of small wins
Peer-to-peer gratitude
Opportunities for team bonding
Patience, grace, and thoughtful communication
Consistency in kindness creates a culture where employees feel safe and valued.
10. Remember: Compassion Is a Leadership Strategy
At THRM, we’ve seen firsthand that empathy, flexibility, and humanity strengthen organizational health. Compassion is not merely a soft skill—it is a strategic advantage.
In times marked by illness, depression, political tension, economic instability, and personal hardship, employees look to leaders for reassurance and humanity. By extending care to everyone, organizations reinforce a culture where people feel supported and able to thrive.
If you would like more information or support in building a compassionate leadership culture, your THRM consultant—or Edna Nakamoto directly—is always available to help.
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