Collaboration tends to suffer when it’s most needed: in times of extreme pressure or crisis. Findings from the authors’ analyses of the 2008 financial crisis underscore that pressure on individuals and teams can threaten collaboration—which means that those businesses miss out on opportunities for innovation, joint problem solving, and other ways to tap into their employees’ collective brain.

A leader’s first job is to reduce the unnecessary pressures and unhealthy fears that tend to undermine collaboration. How can they do that? This article outlines the top eight actions they can take to counteract the feeling of pressure, whether it is day-to-day stress or a real disaster.