Usually, January at work is a time to set goals, revisit priorities and implement strategic plans for the year. But many employees are feeling overwhelmed already by the news that 2026 has brought in. Our communities are contending with state violence in their neighborhoods, threats to their families’ safety abroad and seismic U.S. foreign policy decisions, to name just a few world events that may impact someone’s ability to carry out business as usual.
I asked some media leaders for their advice on how managers can navigate and lead their teams through the current moment. Here’s what they told me:
Prioritize humanity and clarity
“To truly balance professional needs with the impact of local and world events, leaders – especially those who want the best for both their people and their organization – have to recognize that our teams don’t stop being human when they log in or walk through the door,” said Natalie Piner, a senior people and culture executive who most recently served as Sr. Director of News Talent, Culture and Training at McClatchy. “That means being clear about what truly matters right now, adjusting expectations where possible, and giving people permission to bring their full selves to work without fear of negative consequences such as being labeled disengaged, uncommitted, distracted, or ‘not a team player’ for needing flexibility, asking questions, or acknowledging the emotional weight they’re carrying.”The combination of support and clear, realistic expectations can help teams achieve what they need to at work during uncertain times, Natalie said.
In newsrooms especially, it is vital for leaders to both acknowledge the burdens our communities face, and to balance them “with a sense of hope and purpose,” said Sara Lomax, President and Co-Founder of URL Media and President and CEO of WURD Media.
“There’s a term called ‘weathering.’ When there’s so much wearing on you, it literally begins to break you down. Operating a news organization right now when the media is under attack, our communities are under attack, basic human rights are under threat, is a heavy burden,” Sara said. “While our work is hard, it’s also absolutely critical. We are the front line workers that are dedicated to educating and empowering our communities. Teams should find inspiration and solace in that purpose.”
Acknowledge the realities around us
“Leaders should acknowledge global events that may be impacting their teams – not to analyze or debate them, but to recognize their potential impact,” Natalie said. “Often, this doesn’t require a formal statement or deep explanation. Sometimes it’s as simple as acknowledging that people may be carrying more than usual, expressing care, creating space for people to ‘exhale’ and reminding them of available support and company resources, such as employee assistance programs.”
Your approach may be different depending on your team.
One option is to “start by taking a pulse check. Reach out to team members individually and create space for open conversations about what is happening and how it is showing up for them at work,” said URL Media’s Chief of Recruitment and Workforce Development, Leonor Ayala Polley. “These individual check-ins should inform whether broader team conversations are needed—and, if so, how to frame them in a way that is solutions-oriented and focused on productive, forward-looking outcomes.”
Sometimes world issues need to be addressed in team meetings; other times, direct reports need a more personal or less direct form of support or outreach. It helps to be a leader who checks on their employees even when there aren’t newsmaking events at play.
“Test. Learn. Repeat. Call people randomly to see how they are doing — don’t wait for a Zoom or formal meeting. Send gift cards for lunch, dinner, nourishment. Ask if they are in a place to receive feedback before giving it,” said S. Mitra Kalita, CEO and co-founder of URL Media and CEO and Publisher of Epicenter NYC.
Model a healthy life/work balance
Managers need to take care of themselves if they’re going to lead a successful team, Sara said. “You will not be able to lead if you are broken down and falling apart.”
“Leading a multicultural media outlet in this climate is extremely stressful. Finding time for some type of mindfulness practice — meditation, yoga, walking — whatever quiets your mind is essential,” Sara said. “I start every day with at least 20 minutes of meditation — that’s my non-negotiable. And make sure to balance the intensity of this work with things that feed mind, body and heart — music, art, great food, friends, family.”
Natalie’s advice is similar.
“Teams/People need clarity, consistency, and trust,” she said. “That means setting clear priorities, communicating regularly, being transparent, and having leaders who model healthy life/work balance – notice life comes first – and who respect boundaries themselves.
That also means making sure people know they can take time off, Leonor said.
“Clear and transparent communication around leave-of-absence policies is critical. Leaders should actively encourage team members to use available time off when they need support during particularly difficult periods,” Leonor said. “Aligning closely with human resources on what support the organization can offer—and communicating that information clearly and transparently—helps ensure employees feel supported and informed.”
And when team members do succeed, celebrate them, Sara said.
“Cultivate balance. Remember to breathe. Celebrate the wins (even if they’re few and far between),” she said. Be kind and give grace to yourself and your team members. Practice gratitude — it’s the antidote to bitterness.”
