The wildfires in Los Angeles didn’t just scorch thousands of acres—they disrupted countless lives, displacing families and leaving entire communities in chaos. For employees caught in the aftermath, the lines between work and life blurred like never before.
And when work and life collide, life will always win.
The role of organizations in a crisis is to avoid creating that collision.
As the Los Angeles wildfires continue to leave a trail of destruction, organizations across the U.S. must consider how to support employees not only in the short term but throughout the years it will take for them to regain a sense of normalcy. Disasters—whether natural or man-made—upend life in ways few can predict. Companies are often quick to respond with emergency stipends, housing assistance, or fundraisers for disaster relief. These efforts are vital in addressing urgent needs.
But the effects of disasters linger far beyond the immediate aftermath. Communities take time to rebuild, and the emotional and logistical toll on employees can last for months or even years. A report from the U.S. Department of Housing and Urban Development shows that rebuilding after a disaster can take anywhere from 18 months to several years.
During this time, the world—and perhaps even the organization—may have moved on. But many employees remain caught in the ongoing collision between life and work. This is when they need leaders and organizations to show flexibility—not just to keep operations running but to acknowledge and address their personal challenges.
In these moments, the principles already shaping the future of work—flexibility, personalization, and task-based approaches—become immediate necessities. The silver lining? As organizations balance business continuity with employee support, they strengthen the skills and strategies that will define the workplace of the future.
Flexibility That Goes Beyond the Office
Crises remind us that flexibility isn’t just about debating how many days employees should come into the office. It’s about asking, “What do you need to make this work?” and then creating space for employees to manage both their personal and professional lives.
For someone evacuated from their home, flexibility might mean working remotely or shifting hours to handle family responsibilities. Another employee may need to temporarily step back from work altogether. Companies that embrace this kind of flexibility show their employees they value well-being, trust, and loyalty.
From Crisis to Resilience: Flexibility during crises reveals how organizations can create systems that work for employees, not just during emergencies but in everyday operations. By focusing on outcomes rather than rigid schedules, organizations empower employees to balance their lives with their work, fostering long-term engagement and loyalty.
Personalizing Support for Long-Term Impact
Flexibility is critical, but it’s not the whole solution. Supporting employees during a crisis also means personalizing responses to meet individual needs. Psychological safety is at the heart of this. Employees need to feel safe enough to share their challenges and ask for help without fear of judgment.
Kind leadership plays a crucial role here. A simple question like, “How are you doing?” can open the door to meaningful conversations. An employee who seemed fine last week might be struggling today, while someone who initially needed support may now be ready to lead. Adapting to these changes strengthens trust and keeps teams connected.
But listening isn’t enough. Managers must also have the authority to act on what they hear. One employee might need to reduce responsibilities to manage stress, while another might ask for more work to stay engaged. Breaking work into smaller, manageable tasks allows employees who can’t fully engage to still contribute meaningfully.
From Crisis to Resilience: Tailoring support teaches organizations to move beyond one-size-fits-all approaches. Whether during a crisis or in normal operations, empowering managers to adjust workloads, tailor how people work, and adapt benefits to meet employees’ unique needs builds trust, engagement, and resilience across teams. It also encourages leaders to see employees as individuals with unique strengths and needs.
Defining “Enough” to Sustain Productivity
One of the most important lessons from a crisis is helping employees understand what “enough” looks like. This means being clear about priorities—what work is essential and what can wait.
When employees know what’s critical, they can step up and deliver on what matters most even during challenging times. At the same time, they’ll feel empowered to step away when necessary to focus on personal needs and return without feeling overwhelmed.
From Crisis to Resilience: Establishing clear priorities during a crisis creates a culture of focus and intention. Teaching employees to concentrate on meaningful work while letting go of less urgent tasks builds a more sustainable and productive workplace—one that can weather both crises and everyday challenges.
The wildfires in Los Angeles remind us that disasters don’t just test physical infrastructure—they challenge workplace systems too. They highlight the importance of flexibility, personalization, psychological safety, and clear communication. These aren’t just strategies for managing crises—they’re the foundation of a resilient, future-ready organization.
When organizations embrace these lessons, they don’t just help employees navigate tough times—they create workplaces that are adaptable, human-centered, and built to thrive in a world where the only constant is change.
