Leading When the Lights Go Out: Steady Teams, Smart Choices, and Clear Communication in a Shutdown
Here’s the thing about “the lights going out”—they usually don’t. The fluorescents still hum, the G-chat or Slack pings still ping, and the coffee still tastes suspiciously like last Tuesday. But when funding wobbles and timelines turn to Jell-O, it sure feels dark. I remember the 2018 shutdown-it was over 30 days. I was stationed at F.E. Warren AFB at the time. What sticks with me isn’t the headlines—it’s how my leaders showed up. When paychecks were in question and information was thin, the best leaders did a few simple things relentlessly well. They didn’t flinch, they didn’t bluff, and they didn’t overtalk. They set a cadence, told the truth (including the parts they didn’t know yet), protected the core of our mission, and took care of people.
Those behaviors lowered the temperature, gave us traction, and turned drift into forward motion. As we navigate fresh uncertainty again, here’s what I believe leaders should do—and why it matters.
1) Tell people what you know—and what you don’t
Do this:
Set a predictable cadence: a 15-minute daily huddle and one weekly written update.
Use plain-English buckets: What we know / What we don’t / What we’re doing next / How you can help.
Time-box Q&A. If you don’t know, say so—and commit to when you’ll circle back.
Why it matters: Uncertainty is unavoidable; ambiguity is optional. Rhythm reduces anxiety and keeps energy aimed at real work, not rumor control.
Starter script:
“Here’s what we know today. Here’s what we don’t know yet. Here’s what we’ll do for the next 7 days. If X changes, I’ll update you by 4 PM. If you’re stuck, bring it to tomorrow’s huddle.”
2) Triage cash like an operator
Do this:
Sort expenses into A (must-pay), B (delay if needed), C (pause).
Model 2-, 4-, and 8-week scenarios so you’re not making day-by-day panic calls.
Pre-draft calm messages to vendors and funders with your plan and checkpoints.
Why it matters: Transparent trade-offs build trust and keep execution clean.
Line you can use:
“We’re prioritizing payroll, essential services, and safety first. Everything else moves to B or C until our next checkpoint on [date].”
3) Protect the mission core
Do this:
Name your non-negotiables (the services you will not compromise).
Shift talent toward mission-critical work; pause nice-to-haves—no guilt, no drama.
Define the minimum viable service for the next 14 days, then staff to that reality.
Why it matters: When resources wobble, dilution is deadly. Focus keeps your promise to the people who rely on you—and prevents burnout.
4) Put humans first (and mean it)
Do this:
Normalize stress: “It’s reasonable to feel anxious right now.”
Offer flexibility where you can (shifts, remote options, quiet hours).
Rotate high-stress roles weekly; no one should sit on the pressure valve indefinitely.
Re-surface benefits and resources (EAP, emergency leave options, community partners).
Why it matters: Caring for people is a performance strategy, not a perk.
5) Map your stakeholders on one page
Do this:
List the top 10 stakeholders (staff, clients, volunteers, funders, partners, vendors, board, regulators, media, community leaders).
For each: what they need, when they need it, and the channel (email, phone, SMS, social).
Assign owners and a check-in cadence.
Why it matters: In a blackout, your relationships are backup power.
Your 14-Day Leadership Plan
Daily: 15-minute stand-up. Block 30 minutes for leader “remove roadblocks” time.
Twice weekly: Cash review against A/B/C; adjust the throttle, not the mission.
Weekly: Written update to all stakeholders using the Know/Don’t Know/Next/Help format.
Day 1–2: Publish the stakeholder map; pre-draft vendor/funder notes.
Day 3–5: Reassign staff to the mission core; pause non-essentials.
Day 7 & 14: Decision checkpoints—extend, pivot, or resume.
What to watch for (leader tells)
Overpromising. “We’ll be fine” without numbers erodes trust.
Under-communicating. Long gaps create more work later.
Hero mode. If you’re the bottleneck, the system fails when you need sleep.
What your team should feel
Not certainty—that’s unrealistic. They should feel calm momentum: someone is driving, priorities are clear, and tomorrow won’t be invented from scratch.
If I learned anything in 2018 (and earlier shutdowns), it’s that the best leaders don’t eliminate uncertainty—they contain it. They offer a steady drumbeat, a clear set of priorities, and humane guardrails that keep people whole. Calm, cadence, and clarity beat panic every time.
Lead On!
—Mike
The Potential² Performance Lens — a leadership perspective you can apply today.
