Amazingly, we find ourselves in the middle of a storm that started back in March and is unlikely to end by next March. Let’s call it a 500-day storm and acknowledge the extreme stress of dealing with an adversary with that much staying power.

To help you lead through this tumultuous time effectively, there are two related questions I invite you to consider:

1. What do you need to do to keep yourself grounded, positive, healthy and resilient?
2. What signals do your action send to the people around you: employees, colleagues, partners, investors and family members?

Personally, I balance my stress by lifting weights. For a time my local gym closed, and at the moment I don’t feel comfortable using it. Fortunately, I have been able to cobble together a hodge-podge of weights and equipment at home. It’s far from an ideal solution, but it does help.

My other solace is travel; I like the variety of experiences that come from being all over the country. I’m one of the few people who doesn’t mind getting up at four am to catch the seven o’clock flight to the West coast knowing that I might get to see the Pacific Ocean that day.

Since that option is also off the table for now, instead I’m devoting more time to learning new subjects and seeking knowledge through books and online. Again, it’s not ideal, but it does help me stay energized.

What do you need to stay grounded, positive and healthy?

Furthermore, while you might be capable of working 12+ hours a day for 500 days, that doesn’t mean you should.

For example, what are the implications of such a schedule on your family? What signal will it send to the people who work around you, many of whom may be trying to do their job, virtually school their children, check in on isolated friends and relatives, and cope with the emotional demands of having much of the world turned upside down.

If you never take time to exercise or recharge, will they feel comfortable doing so? If you don’t set aside enough time for family and friends, will they feel less important or neglected?

As a strong and resilient leader, it may be hard for you to see the toll our circumstances are taking on so many people. Mental health issues are highly prevalent. Even “balanced” professionals are noticing that they are unusually stressed, frustrated and/or depressed.

It’s up to each of us—leaders included—to recognize that these are extraordinarily challenging times and that it simply isn’t possible or advisable to work at our normal aggressive pace. We need a larger counterbalance in terms of stress reduction and room to recharge.

Perhaps most members of your team typically work 50 to 60 hours a week. It’s entirely possible that now all they can give right now is 45 good hours, because there are many other things taking up their time and those 45 hours are more demanding than before. Also, burnout happens differently in this environment, when so many of our habits and support systems—including just going out with friends on a Saturday night—have been disrupted.

Resiliency isn’t just about being tough. It also comes from making wise and balanced decisions and helping others do the same.

Ways you can help promote resiliency:

1. Identify your ballast. Mine is vigorous exercise, continuous learning and meaningful relationships. What is yours? For some, it’s sleep. For others meditation or prayer are important practices. I know one person who melts stress through community service and helping others.  What works for you?
2. Mandate vacation time. Too many employees feel unsafe to travel and/or guilty taking time off. At least make it an expectation that everyone take a break of some duration and set the example.
3. Learn new skills. Don’t let up on developing your people and providing opportunities to acquire new skills. We’re even working with several leadership teams who are seeking to raise their effectiveness in working with each other in light of the increased demands and incredible uncertainty they are facing. Growth in just about any form promotes feelings of progress and fosters hope of moving toward something better.