Navigating Anxiety in a Volatile Economic Climate
For Tribal nations and their entities, economic uncertainty often presents unique challenges. Aside from the instabilities faced by all organizations, Tribal governments and enterprises must weigh the risks associated with the federal administration’s proposed cutbacks in grant funding, and the potential impact of tariffs that threaten core business activities and community resources.
Are Tribal Entities Right to Be Worried?
Leadership within Tribal organizations must first acknowledge that anxiety across their workforce and membership is valid—especially in environments where federal promises may change and external policy decisions can have immediate local impact. Tribal citizens and employees may have heightened stress, wondering whether reductions in federal funding could endanger programs essential to social services, healthcare, education, and economic development. Furthermore, looming tariffs can threaten the operations of revenue-generating enterprises, such as casinos, construction, manufacturing, and agriculture.
It’s important to recognize that reactions to this uncertainty will vary:
- Some may remember past funding shortfalls or legislative shifts and feel more acutely at risk.
- Others, especially those dependent on Tribal programs or employment, may consider alternatives or worry about community services.
- Generational differences, job satisfaction, financial situations, and past experiences with Tribal-state-federal relations will all shape perceptions.
Transparency in uncertain times is essential—employees and members of Tribal nations can sense insincerity or evasiveness, which can amplify worry and rumor. Leaders who communicate openly about the realities of federal grant cutbacks or tariff threats help foster trust and psychological safety.
Exploring Alternatives to Cutbacks
While it may seem as though reducing jobs or cutting programs is the primary lever for rapid cost reduction, Tribal entities benefit from examining every avenue first. Consider:
- Offering early retirement options,
- Consolidating duplicative roles or streamlining operational expenses,
- Reviewing incentive-based pay structures,
- Seeking additional grant opportunities and diversifying revenue streams, and
- Advocating collectively for policy changes at the federal level.
Signaling to your workforce and Tribal members that every possible step is being taken before considering painful cuts not only builds organizational resilience—it demonstrates respect for community values and shared history.
The Leadership Imperative
Sometimes, despite best efforts, it is not possible to avoid difficult changes. In these environments, leaders of Tribal entities must equip employees and citizens with tools to process uncertainty and regain a sense of agency.
Models like Stephen Covey’s “Worry Wheel”—focusing on the Circle of Concern (what we worry about), the Circle of Influence (where we can make a difference), and the Circle of Control (what we directly manage)—can be introduced through workshops or community meetings. This framework helps Tribal members distinguish between informational awareness and actionable response:
- Many concerns, like federal funding or tariffs, reside in the outer Circle of Concern.
- In the Circle of Influence, Tribal entities can lobby for funding, build internal skills, foster coalitions, or stimulate economic diversification.
- The Circle of Control reminds individuals that their own habits, work output, and positive engagement with community initiatives are within their direct management.
Focusing energy on the latter two circles supports resilience and confidence, even amidst external threats.
How the Worry Wheel Helps with Tribal-Specific Concerns
When Tribal employees and citizens dwell on uncontrollable threats, stress and disengagement grow. But by channeling their energy into skill-building, advocacy, and maintaining strong community relationships, both individual and collective confidence strengthens.
Tribal leadership should encourage ongoing professional development, wellness activities, clear communication about operational changes, and citizen involvement in decision-making processes. Facilitating forums to discuss federal funding, anticipated tariffs, and other looming issues can also build solidarity and creative problem-solving.
Sam Bolen, SHRM-SCP, THRP, is the director of human resources consulting at REDW Advisors & CPAs. In her role, Bolen guides clients in all functional areas of human resources, including talent acquisition, compliance, policy administration, employee relations, investigations, performance management, training and ongoing support. Her deep experience spans industries, employee cultures and organizational complexity, from startups to large, well-established organizations.
