At the beginning of 2020, a global pandemic had left leadership at the large, aerospace conglomerate Raytheon Technologies with a drastic reduction in sales, creating conflicting desires between dissatisfied employees and investors. Unique challenges, such as a pandemic, have been shown to be effectively addressed by leaders using the “reframing” technique. This thesis demonstrates the process of reframing and its ability to reveal additional solutions that Raytheon Technologies leadership should have implemented when there was a drastic drop in company profit. The process of reframing is changing the perspective of a situation, using four different frames: structural, symbolic, human resource, and political. The reframing method uncovers how Raytheon Technologies could have most effectively addressed the needs of the employee, as well as the company, in the context of the COVID pandemic. The well-being of the employees would have been better supported financially and emotionally if Raytheon had used the four framing techniques to approach the company's financial health and better communicated to improve the emotional welfare of the employees. This thesis analyzes the situation of leadership fighting for a company’s survival, while thousands of employees were scared for their job security through each frame to reveal the additional solutions. After analyzing the situation through each frame, the human resource and political frames would be the most impactful for improving employee morale, while reducing overhead. From the human resource frame, increasing the content and frequency of communication between leadership and employees would reduce anxiety caused by uncertainty. The political frame offers ideas for reallocation of resources while avoiding layoffs. The reframing technique is an adaptable model that can be applied by leadership to assess any problem. Each frame has its assumptions and limitations, and leadership’s success is dependent on their ability to choose the proper frames.