Every leader eventually faces the same uncomfortable reality: expectations stay high while resources shrink. Budgets are frozen, headcount reduced, projects still need delivery. In these moments, the temptation is to retreat behind closed doors, ration information, and “keep a poker face” so people don’t panic.
Yet this is precisely when your team most needs clarity, empathy, and a sense of shared purpose. Commitment under constraint isn’t a given; it’s built, deliberately, by how you lead.
Start with understanding, not demands
When people are asked to do more with less, their first questions are rarely about the work. They’re about fairness, safety, and whether leadership sees their effort. Before you talk deadlines, acknowledge the strain:
“I know the load feels heavy right now. We’re in this together, and your contribution matters.”
This isn’t “soft.” It’s the foundation for trust. People can accept tough circumstances if they feel respected and seen.
Share the reality - without spreading anxiety
Transparency beats rumour every time. Don’t play poker with your team, but calibrate your honesty:
- Explain the situation factually. What’s changing, why, and what you’re doing about it.
- Avoid speculative worst-case scenarios. Share what you know, not what you fear.
- Frame their role in the solution. Show how their work contributes to stabilising or improving the situation.
This balance, truthful but not alarming, reduces uncertainty and strengthens collective resolve.
Create micro-moments of connection
When resources are scarce, leaders often cancel the very rituals that sustain morale. Resist that urge. Small, low-cost touchpoints can have outsized impact:
- Short weekly huddles where people swap updates and jokes.
- Informal coffee sessions to surface concerns early.
- Quick “pulse checks” after milestones to celebrate wins, however small.
These moments remind people they’re part of a team, not just individual survivors.
Model “shoulder-to-shoulder” leadership
Nothing kills commitment faster than leaders shielding themselves from the pain they’re asking others to endure. In lean periods, visible solidarity matters:
- Share sacrifices (travel, perks, late nights) where possible.
- Step in on the front line occasionally to understand the real workload.
- Give credit publicly and own mistakes openly.
When people see you carrying weight alongside them, their discretionary effort increases.
Protect the core motivators
Research on motivation under stress (Deci & Ryan, 2000; Amabile, 2011) shows three elements matter most: purpose, progress, and autonomy. Even when resources are thin, you can:
- Re-articulate purpose. Remind the team why their work matters.
- Show progress. Track and celebrate small wins to sustain momentum.
- Preserve autonomy. Avoid micromanaging out of fear; give people as much control over their work as circumstances allow.
These cost nothing but return a lot.
Practical tips for the next 30 days
- Host a 30-minute team conversation to acknowledge the situation, clarify priorities, and invite input.
- Schedule one informal touchpoint per week (walk, coffee, huddle) purely for connection, not reporting.
- List three “quick wins” you can celebrate publicly in the next month.
- Audit your own behaviour. Are you sending mixed signals, like demanding balance but emailing at midnight?
- Communicate the plan and next review date so people know when they’ll hear updates.
Lean times are leadership times
Resources may be beyond your control; how you lead is not. By showing understanding, sharing reality with care, creating connection rituals, modelling solidarity, and protecting intrinsic motivators, you can keep commitment alive even in scarcity.
These are the moments your team will remember long after budgets recover.
Raido Kivikangur is an Executive Clarity Coach and former CTO (€3B+ infrastructure programmes) who helps tech and infrastructure leaders cut through decision fatigue and lead with calm authority.
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