Your team is mission-driven, creative, and often overextended, which means when times get tough (federal defunding, budget uncertainty, leadership changes, layoffs, reorgs, etc.), how you communicate and why really matters. Keeping morale up can feel impossible, but it’s absolutely doable. Here are some of the most effective strategies:

Reaffirm the mission

When funding feels fragile, people need to remember why they do this work.

  • Bring conversations back to impact: “We give a voice to our local community.”
  • Share listener feedback by playing voicemails and reading emails. Highlight social comments that show your work matters.
  • Remind your team that even in uncertainty, public media is trusted because of their credibility and integrity.

Communicate clearly and compassionately

Staff who don’t have information will fill in the blanks with fear. Be open about what’s happening with budgets, programming, or leadership decisions.

  • Acknowledge the stress and ambiguity; don’t sugarcoat it but do frame it with confidence.
  • Keep updates coming. Even “no new news” is better than silence.
  • A short weekly “State of the Station” email from leadership can go a long way.

Recognize effort, not just outcomes

In public media, wins can feel invisible, especially for the “behind the scenes” folks. (producers, engineers, editors, ops).

  • Share great “airchecks” that highlight good storytelling moments, thoughtful reporting, or audience engagement wins.
  • Call out a producer’s smart line of questioning or a board op’s flawless live hit.
  • Build a culture where craft is celebrated, not just ratings.

Keep creativity alive

When pressure’s on, creativity is the first thing to shrink. Fight that.

  • Hold low stakes brainstorming sessions like “Wild Idea Wednesdays.”
  • Invite cross-department collaboration (marketing meets programming meets membership meets underwriting).
  • Encourage experimentation: “Let’s test a shorter format,” “Try an Instagram reel version.”
  • Letting people play a little keeps burnout at bay.

Strengthen peer connection

  • Start daily informal coffee breaks, end-of-week hangouts or quarterly potluck lunches.
  • Start meetings with one personal “bright spot” or gratitude share.
  • Pair newer staff with veterans for mentorship. Reinforce belonging and shared purpose.

Be transparent about priorities

In lean times, clarity is kindness.

  • Let staff know that it is everyone’s job to create a sustainable operation.
  • Define what’s most essential: “We’re focusing on digital engagement this quarter.”
  • Show that leadership is also tightening focus and not just asking others to stretch thinner.

Lead with empathy (and a sense of humor)

  • A well-timed laugh or human moment can be the best tension release.
  • Recognize when your team’s running on fumes. Encourage breaks.
  • Share your own tough days. It normalizes humanity.
  • Small gestures matter: snacks in the breakroom, or a handwritten note of thanks.

“The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” – John C. Maxwell

More about Cheri.