In times of crisis in business, the military, government those for whom you have responsibility will look to you for reassurance and guidance. It is part of the job. It is one of the most important parts of the job. You, amigo, are the reassurer.

Here is the big thing: Your people will only remember 5% of what you tell them, but they will remember 95% of how you told them and how it made them feel.

This is the part of the job that is called being the Reassurer-in-Chief.

As a CEO, it is important that you have a plan. If you do not yet have a plan, it is essential that you tell your folks exactly where you are in the planning process and when you will have a plan.

Present the plan, take questions, understand that they will only get a small portion of it up front, but your demeanor will be the most instructive element of the discussion.

You may have to remind them of the plan several times — spaced repetition training, communication.

There is a tendency to spend a lot of time discussing transparency, honesty — but the big thing is the plan itself and the reassuring sense that you project.

Allow me to discuss a specific example.

Back in the day, when I was running a public company, it was clear to me that hard times were ahead. I wasn’t a soothsayer; there was a lot of evidence indicating that was what the future held. I had lived through similar situations before. I could smell it.

I made a presentation as to the nature of the risk facing the company, the actions the company would have to take, and let the folks stew on that. It was all in a PowerPoint presentation that I went through like Ned in the Third Grade.

I then laid out a plan whereby we cut expenses, there would be no new hires, no promotions, no raises — maybe for years. In return, I promised that I would not conduct a layoff. I let everybody stew on that.

I answered questions. When everybody was finished I used to say, “The meeting will not end until I get three more good questions.” That was always when the toughest questions came. Several times I said, “I just don’t know, but when I do, I’ll let you know.”

I had been running companies for a quarter century by then, knew my audience, was sure of myself — but I took the same painstaking care as if it were the first time ever.

A few days later, I had another meeting to get their feedback. Everybody bought in. The tough times lasted for about 3 years and then the market changed.

Years later, I had people tell me that they were reassured because I was confident in the outcome. That is what leaders do.

The big thing? I wasn’t really all that confident in the outcome, but I projected that.

In these turbulent times, it is hard to know how the economy, the market is going to be impacted, but you cannot wait to make a plan. You may need to make three plans contemplating different outcomes.

Brief your people, take questions, be reassuring. Get your reassuring game face on. This is where the words, “We are going to make it through this” become the coin of the realm. And, yes, you are going to make it through this.

Am I suggesting that you “punk” them, mislead them? No, but I am suggesting that part of leadership is embracing the mantle of leadership and leading from the front with confidence even when you do not have full confidence.

Never, ever, ever let them see you sweat. Sweat in private, but be calm, cool, collected in public.

Your people will remember 5% of what you tell them, but they will remember 95% of how you told them and how it made them feel.

This is not some pie-in-the-sky baloney. I have done this more times than I care to recall. You can do this. You will feel better yourself, Reassurer-in-Chief.

But, hey, what the Hell do I really know anyway? I’m just a Big Red Car. Maintain your social distance. Wash your hands. Think positive thoughts. Be reassuring. You got this.