As a former local government manager in Florida, I’ve dealt with my share of devastation from hurricanes and the long recovery process, including the years it can take to recover FEMA funds. The initial adrenaline during an emergency eventually gives way to exhaustion and psychological stress when we turn our focus to recovery that could last years.

One of the first things I learned when training for disasters is that you and your team must be safe before helping others. In the aftermath of Hurricane Helene, one of the deadliest hurricanes since 2000, leaders like you are responsible for overseeing community recovery. How can you stay resilient in the face of such a daunting effort? In this article, we explore leadership strategies, resilience research, and stress management techniques using the five archetypes to help you through this process.

1. Acknowledge the Shift: From Rescue to Recovery
After the immediate danger has passed, there’s a shift from reactive emergency management to long-term recovery. As the adrenaline fades, leaders become vulnerable to burnout or depression (Maslach & Leiter, 2016). Studies show that prolonged high-stress environments can lower performance (Kuntz, Näswall, & Malinen, 2016). Accept that stress is normal and prioritize your health to maintain effective leadership.

2. Physical and Psychological Safety: Prioritizing Yourself as a Leader
Your safety isn’t just physical—it’s psychological too. Prolonged leadership during disaster recovery can lead to anxiety, depression, and burnout (Haus et al., 2016). Research shows that resilience-building strategies are essential, with personal well-being at the center (Hobfoll, 1989). Whether through mindfulness, counseling, or self-reflection, your mental health matters. You can’t help others if you aren’t safe yourself.

3. The Five Archetypes: Finding Your Stress Management Strategy
People approach leadership and stress management in different ways. Based on the five leadership archetypes, here’s how each type might approach stress relief during disaster recovery: 

• The Trailblazer: Trailblazers are action-oriented and thrive on forward movement. In disaster recovery, trailblazers can easily become frustrated by obstacles. To de-stress, focus on physical activity like running or yoga to release tension. Set small, achievable goals to maintain a sense of progress and consider appropriate humor to balance seriousness, including laughing at yourself if you get too serious. 
• The Optimist: Optimists are enthusiastic, energetic, and charismatic. They lead with passion and can inspire others, but their emotional intensity can leave them feeling burned out during long-term recovery efforts. The optimist should use social activities and laughter to recharge. Eat well and maintain strong social connections for emotional support. 
• The Caregiver: Caregivers excel at bringing people together and ensuring that everyone feels supported, but they may struggle with the emotional toll of recovery as they try to manage the needs of others. To de-stress, they should prioritize self-care by taking time for themselves, whether through breathing exercises, organizing, or cleaning. 
• The Architect: “Architects” thrive on organization and clarity, which makes them great at managing complex logistics during recovery. However, they can become overwhelmed when faced with uncertainty or chaos. To de-stress, architects should seek nature, listen to calming music, reflect on achievements, and stay hydrated. They can also organize thoughts through journaling or relax with breathing exercises. 
• The Philosopher: “Philosophers” are deep thinkers who value reflection and introspection, but they may withdraw when faced with the emotional intensity of disaster recovery. Philosophers should prioritize quiet reflection through meditation, reading, or spending time near water. They should also find a balance between solitude and social connection. It doesn’t matter what type of a leader you are. After reading through the stress relieving activities above, pick one that works for you.

4. Connect with Your Support Network
Recovery efforts are a team endeavor, and as a leader, it’s essential to tap into your professional and personal support networks. Studies show that leaders who maintain strong networks of peers and mentors are more resilient in the face of adversity (Kuntz et al., 2016). Schedule time for regular check-ins with colleagues, friends, or family members who can offer advice, empathy, and encouragement.

This was especially important during the early days of the COVID-19 response and significantly destructive hurricanes along Florida’s East coast. In Volusia County, all the city managers and the county manager would confer weekly on recovery and emergency efforts. It made us feel like we weren’t alone and that the decisions we were making for our community made sense in relation to what others were doing.

5. Delegate Wisely: Trust in Your Team
Leadership in disaster recovery often involves carrying a heavy load, but it’s essential to trust your team and delegate responsibilities. Research on resilience and leadership has shown that leaders who share the burden of recovery with their teams experience reduced stress and can maintain better oversight of the process (Heifetz, Grashow, & Linsky, 2009). Trust your team’s capabilities and focus on strategic oversight rather than micromanaging. This is easier to accomplish if you have a team that has established vulnerability-based trust. However, you can also rely on prepositioned contracts for debris management, debris monitoring, and FEMA public assistance consultants.

6. Mindful Communication: Managing Expectations
Effective communication shifts during recovery from rescue coordination to public updates and engagement. Be transparent and realistic while maintaining hope (Heifetz et al., 2009). This approach helps manage expectations and keeps the community grounded and focused on recovery.

7. Celebrate Small Wins: Fueling Ongoing Motivation
Disaster recovery is a marathon, not a sprint. Celebrating small wins, such as completing infrastructure repairs or obtaining FEMA funding, boosts morale and motivation (Maslach & Leiter, 2016). Acknowledge milestones with your team to sustain energy and momentum throughout the recovery process. 

Conclusion: Sustaining Leadership During Long-Term Recovery
Hurricane Helene has left behind significant devastation, and as city and county managers, you are now tasked with leading long-term recovery efforts. This journey requires not only strategic decision-making but also resilience in the face of prolonged stress. By prioritizing your physical and psychological well-being, leaning on your archetype’s strengths, supporting and being supported by your peers, and embracing mindful communication, you can maintain your effectiveness as a leader and guide your community toward recovery.

Remember, self-care is not a luxury—it’s a necessity. If you aren’t safe and well, you can’t help anyone else. Keep yourself grounded, stay connected with your support network, and take pride in the essential role you’re playing in your community’s recovery.

References:

1. Haus, M., Adler, C., Hagl, M., Maragkos, M., & Duschek, S. (2016). Stress and stress management in European crisis managers. International Journal of Emergency Services, 5(1), 66–81. https://doi.org/10.1108/IJES-12-2015-0026 
2. Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard Business Review, 87(7-8), 62-69. 
3. Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513. 
4. Kuntz, J. R., Näswall, K., & Malinen, S. (2016). Employee Resilience & Leadership Styles: The moderating role of proactive personality and optimism. New Zealand Journal of Psychology, 45(2), 13-21. 
5. Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.

About the Author:
Alan Rosen, MPA, ICMA-CM, is a former local government manager from Central Florida. He has served as incident commander and lead for FEMA public assistance during and after several hurricanes in Port Orange, Florida. He is also the founder and CEO of Local Government Solutions, LLC.