Author: ACEC

  • Your Leadership Legacy Is Now

    How will you be remembered for leading through these times? What will people say about the way you showed up? What will be your legacy?

    Today and tomorrow – into the foreseeable future – will be painful and destabilizing as we manage through this pandemic. Our days will also bring new ideas and plans, and the chance to relate differently to others and to the world. Everything has changed and is changing every day.

    Will they say you were centered, calm and present in an environment of fear and uncertainty? Will they recall how you focused everyone on what was most important? Will they think back and remember how you communicated every day about what you knew, didn’t know and couldn’t know about the Covid crisis and its impact?

    Will others look back at how you took charge of details to solve urgent problems and then included others in the plan for getting through the worst days? Will they say how inspired they were by your vision for what your organization could be post-pandemic, a vision that was realistic and bold and challenged them to bring their best?

    Will they recall feeling connected to you and cared about? Will they talk about how you checked in often to ask about their families’ safety and how they were handling the stress of working from home? Will they hold in their minds the thought, “he was going through this with us?” Will they talk about how you were present and grieved with a team member who lost her mother?

    Will they say you showed your humanity, your fear for your own family’s safety and your own concerns about the future of the organization and business. Will they remember you saying, “I don’t know?”

    The future is not some far-off time when others will settle back in their chairs to review how you showed up as a leader when the world changed. Your leadership today will be talked about tomorrow and for days to come, and it will carry more significance, or not.

    So, don’t wait for history to remember you. Your leadership legacy is now.

    Author: Ken Giglio

    Ken Giglio is a highly experienced Executive Coach, Consultant, and Coach Supervisor focused on Mindful Leadership, the courage to confront and shift the self-limiting mindsets and behaviors that undermine personal, team, and organizational effectiveness. As Principal, he leads a global team of highly experienced executive coaches and supervisors who link leadership to an organization’s strategic business objectives. www.mindful-leaders.com

  • 5 Steps to Stay Focused When Teaching Online

    Try Balancing High Intensity Activity with Periods of Recovery


    It’s only noon; you’re halfway through teaching your third virtual class of the day, and you just can’t take it anymore. Even with the air conditioning on full blast and slurping down your third cup of coffee, you can’t stare at the screen any longer. You feel increasingly distracted, increasingly frustrated, and you’re not even sure why. Worse yet, you know your students are feeling the same way. In your gut, you know there has to be a better way to keep focused and energized.

    In-person classes and meetings are challenging enough; after all, there’s a reason why Patrick Lencioni’s book Death by Meeting was such a hit. Then came COVID-19 and everything moved online, presenting a familiar yet even greater challenge for educators: how can I ensure my classes are efficient and engaging in a virtual setting?

    The good news is that, right now, as we think ahead to upcoming semesters, we have the opportunity to change how we approach and design virtual classrooms. With a few simple shifts, we can make virtual classrooms more efficient, productive, engaging, and collaborative, all while ensuring our sanity and focus as educators. It may surprise you that we can turn to the nearby (likely closed) gym for tips on how to optimize online teaching—and make it more enjoyable.

    High-Intensity Interval Training: Not Just for the Gym

    Maximizing results in a minimal amount of time is a mantra echoed in the fitness world with a concept known as high-intensity interval training, or HIIT. According to Medical News Today, HIIT is exercise that involves short bursts of challenging activity followed by rest or lower-intensity exercise. Studies have found that even a short HIIT workout, done a few times a week, maximizes health outcomes including reduced body fat, improved cardiovascular and metabolic health, and improved mental health.

    Imagine yourself in a workout class. The sweat is pouring from your face and arms as you push yourself to do just one more sit-up. You hear the voice in your head telling you that you just can’t do anymore.

    Tell yourself you can do this! There is no magic pill, yells the instructor. You surprise yourself by completing two more sit-ups. Your heart rate slows as you sip water, wipe down your station, walk to the treadmill, and give the instructor a beleaguered thumbs-up.

    While many gyms are quickly adopting this trending technique, the idea of maximizing results by balancing intervals of performance and rest is grounded in the basic theory of human well-being. In The Power of Full Engagement, authors Jim Loehr and Tony Schwartz talk about energy as a resource, a currency for performance. Loehr and Schwartz make the case that it is maximizing energy, not time, that will give you the edge you need to perform and renew.

    If balancing rest and movement supports healthier bodies, it can also help our mental focus and attention. Short intervals of a complex work or learning task followed by periodic breaks ensure that when we re-engage, we are cognitively ready to give our best effort to our work.

    5 Steps to Make Virtual Classes More Productive

    So how can educators apply the benefits of HIIT to their virtual classes? It’s a five-step process.

    Step 1: Get into the Right Mental Zone

    Virtual classes are different from in-person ones, but that doesn’t mean they have to be worse. Embracing a positive mindset is the first and most important step in changing how you approach virtual classes.

    For your students, you need to be a supportive coach. A positive outlook has a long-term impact on achieving learning goals. Reward students with a virtual high-five. Invite classmates to offer each other appreciative feedback.

    And for yourself, adjust your mindset about how much you can do in a class session. To be realistic, cut your expected outcomes and productivity goals by half. If you have four desired outcomes to achieve in an in-person class, plan to accomplish one or two virtually. In other words, retain the outcomes and activities that are most critical, so that you have the leanest, most essential program.

    Step 2: Hold Concise, Purposeful Class Sessions

    In a HIIT program, you might target arm strength on Monday and cardio and core on Tuesday. This ensures that you can work out consistently, building habits for success and not burning out any single muscle group. Apply this to your virtual teaching approach. Avoid squeezing a whole week’s worth of activity into one day. Remember that each activity takes longer online, while the attention span of your students shortens.

    You would never spend a whole workout watching your coach demonstrate the exercises. Participation—not presentations or lectures—is the most important part of a class session. Presentations are a one-way delivery, the equivalent of watching a YouTube video or the evening news. Reserve class time for participatory work that requires collaborative discussion.

    For long lectures, consider sending out a pre-recorded video or podcast. This enables students to engage with the content when they are ready to listen attentively. Then, when you do get together online, you can use your time discussing or working through the material.

    You might also consider creating a reverse classroom, where each small group learns a different part of the lesson and teaches it back to the entire class. In other words, think of your large class as several small group modules, and give students as much time as possible to get their hands (metaphorically) on the content.

    Step 3: Regulate Activity in Short-Burst Intervals

    Approach the design of your class session the same way you would design a HIIT program, in short-burst intervals like the ones shown in the figure below. Avoid presentations that run longer than 10 or 15 minutes before you have students engage in some way. Even a light activity, such as asking questions via the online platform’s chat function or taking a quick poll, is enough to hold focus.

    Favor small-group work and experiential learning whenever possible. If you have an hour of class time, think of ways to break it up into intervals of presentation, participation, reflection, and individual silent work and study, with the educator on hand to answer any questions that arise.

    Vary the activities you use to deliver content. Avoid too much frontal teaching or “talking heads.” Mix it up with engaging videos and breakout groups. Experiment with using an online shared workspace, such as a Google document or a MURAL board.

    You could splice up a long lecture into 15- to 20-minute chunks. Deliver a small chunk of content, then put the students into virtual breakout groups to discuss what they learned.

    Don’t forget to build in time to towel off and grab a sip of water. Ninety minutes is as long as a group can go without a break. A five- to 10-minute break every hour is recommended.

    Step 4: Set the Group Up for Success

    No one wants to do a workout they dread. Design your sessions to be ones people want to attend. Just as it takes time to transition from one workout circuit to the next, build in extra time for people to connect before diving into the next activity. Especially right now, people crave social connection. Build in five or 10 minutes for socializing in breakout sessions, if you can.

    And just like there is no one-size-fits-all workout, each person has different needs, attention spans, and energy for participation in an online class. Small-group breakouts give extroverts the space to talk through their ideas. Time for individual reflection gives introverts the space to think through what they would like to say.

    Step 5: Safety First—Warm Up, Cool Down, and Transition

    To work out without injury, we must warm up, know our equipment, cool down, and stretch. To lead a virtual class without “injury,” we must also take a few steps to ensure the well being of the class. This could mean incorporating agreements or ground rules up front to provide a safe space for collaboration. A few important agreements for virtual classes include the following:

    • Be present and eliminate distractions
    • Mute yourself when you’re not speaking
    • Use chat and virtual hand-raising when you want to speak

    The term “ice breaker” is often accompanied by eye rolls. Think of an ice breaker as a warm up, something that you do to help a group get ready for the hard work. You don’t run without walking first. You don’t lift weights without stretching first. A virtual ice breaker not only gets the group connected and ready to work, but also gives everyone a chance to play with the technology before beginning a session. Build in energizers (see sidebar) before each large content piece, as a way of warming up and maintaining a steady burn.

    Cooling down is just as important as warming up. In working with students online, this means three things:

    1. Summarize the learning objectives. Today, we learned about what led to the Great Depression.
    2. Clarify any remaining questions. Are there any parts of today’s lesson that were unclear?
    3. Announce the next topic and any upcoming assignments or examinations. Next time, we’ll look at what led to World War II, and your essay on life during the Great Depression is due Tuesday at 3 p.m. EST.

    Teaching and Learning at Our Best

    With the world in a constant state of uncertainty, it is hard to find things we can control. How we spend and share time in class is something that can be shaped. Applying the HIIT formula to virtual classes is one way of finding our balance, focusing, and performing at our best with the tools and resources we have.

    Original Content Courtesy of Harvard Business Publishing Education

    Written by: Rae Ringel, Brian Tarallo, and Lauren Green

  • Protecting Your Spirit During This Time

    Humans are naturally meaning-seeking, purpose-driven creatures — and these traits can help us stay resilient during challenging times.

    This marks the end of our three-part series on optimizing our mindbody and spirit during COVID. Today, we’ve delving into building resilience in the spirit. When we talk about spirit in this context, it’s totally secular and non-religious. What we’re talking about is at the heart of what resilience really is: fortitude, courage, and power. How can we spark these things within us in the midst of the pandemic? The answer lies in the wise Eastern saying: No mud, no lotus. Meaning, the challenge to cultivate these inner attributes is brought on by the challenge itself. 

    Humans are by definition meaning-seeking, purpose-driven creatures. 

    We thrive when we are leading purposeful, meaningful lives. And resiliency feeds off this energy. So to build a resilient spirit, we need to a find ways to create meaning and purpose during this pandemic. There have been so many examples of resiliency in spirit all around the world: on the balconies in Italy, the press briefings of New York’s Governor Cuomo, and in the relief efforts to get PPE to healthcare workers worldwide. The human spirit is the most resilient force on the planet!

    So today, I want to focus on three specific ways you can start building a resilient spirit by creating a sense of meaning and purpose in your own lives during this time:

    1. Step into a growth mindset, not a scarcity mindset.

    The stress caused by a pandemic creates a scarcity mindset. It’s our self-preservation mechanism in overdrive. Pandemics on the whole breed the scarcity mindset because it’s a survival tactic we as humans have evolutionarily developed. We are biologically primed to scan our environment for danger and act accordingly. It is inherently protective because it keeps us safe. But at the individual level, we have great power in outsmarting our biology to turn off our scarcity mindset and turn on our growth mindset. 

    At the core of the growth mindset is the belief that challenges can make us stronger, wiser and more able than we were before. The mere fact that you are reading this is proof that you are stepping into your growth mindset, because you believe you have the power to change and grow. 

    We can take concrete steps to cultivate a growth mindset by first managing our stress response using many of the tools we learned in prior weeks.  When we build resilience in our mind and body through the ways we’ve talked about before, we can step out of the fear zone and into the growth zone even in the midst of a pandemic (see below).  

    2. Watch the movie of your life

    Another way to build our spirit during this crisis is to become the observer.  Mindfulness experts talk a lot about this concept, but let me break it down into very Hollywood terms: Start watching the movie of your life. We’re not talking about an action-packed blockbuster here, we’re talking about our quiet inner ability to watch ourselves and really pay attention to how we’re living in the day to day during this pandemic. 

    Think of your life right now as a movie and you as the hero or heroine of this tale. Are you the lead character you want to be? Are you stepping into your power and intentionally working on your potential for calmness, peace of mind and inner strength? Are you making intentional choices to read and watch uplifting things, to spend time (virtually, of course) with people who make you laugh and bring you joy? Are you working on creating a calm, safe haven within yourself amidst the chaos of the outside world?

    We’ve talked a lot in the past two modules of how when we do better, we feel better. And with this doing, resilience has a chance to grow. It’s time to channel your Hollywood starlet and cultivate that Oscar-worthy, resilient performance. 

    3. Live a lifetime in a day

    As an integrative medicine doctor, living a lifetime in a day is a mantra I repeat often to patients. It’s a way to incorporate all the elements that make up an arc of a long, purposeful and meaningful life — work, family, solitude, vacation, and retirement — and building each of those into one single day

    For example, engaging in work could mean any project that brings you a feeling of productivity or achievement. Spending time in family life (whether you have a family or not) could mean connecting virtually with your tribe to feel a sense of belonging. Taking a vacation could mean doing something that brings you joy and levity and gets you into a state of flow.  And retirement could mean taking a pause in the day to reflect and take stock of your blessings. 

    By living a lifetime in a day, we learn to take the long view and zoom out.  And when we zoom out, we can paradoxically learn to zoom in on what matters most: people, love, connection, health and ultimately happiness, the most universally resilient life force of all.

    The spirit of resilience in a poem

    Here’s one of my most favorite poems about the spirit of resilience. Charles Bukowski wrote this in 1993, long before the COVID pandemic. If there’s one piece of literary genius that summarizes the resiliency of the human spirit, I think this might be it:

    Author: Dr. Aditi Nerurkar, Mind-Body Medicine Doctor at Harvard Medical School

  • Four Strategic Priorities for the Post-COVID-19 World

    To build resilience going forward, the first question to answer is not, “What’s in it for me?” but “What if?”

    By now, everyone knows that the shattering impact of COVID-19 has brought on a business crisis without precedent in recent memory. On one level, though, the pandemic represents nothing new. For years, we have been hearing and talking about the impending “VUCA” (volatility, uncertainty, complexity and ambiguity) world. Over and over again, we were told to prepare for seismic change that was sure to arrive, to boost agility in anticipation of abrupt, profound disruption. COVID-19 was a misfortune long foreseen; only the dates and other specific details were missing.

    Regardless, the pandemic will fundamentally reshape how we do business from now on. Even if lockdowns end soon and the virus is staunchly suppressed never to return, its effect will linger. Now that the whole world has experienced the VUCA that only emerging markets used to face, it can never again be treated as an abstraction.

    So when business leaders share with me how their business strategies will likely change in the post-virus period, many say they’ll continue with initiatives they’ve already started, such as digitalisation or social responsibility, but faster and with higher intensity. I have to point out to them that this might not be enough. Some of their key strategic priorities will have to be modified in a radical way.

    To start, the basic purpose of business strategy is to steer companies towards sustainable sources of growth and profit. There are many tried-and-true frameworks for guiding strategy, e.g. Michael Porter’s five forces, which allows firms to orient their competitive position according to coordinates of threat and power. For decades, this classic way of thinking has provided a useful lens for analysing strategic moves of players within an industry. It no doubt remains relevant today. However, Porter’s neat chessboard does not account for whipping winds (think pandemics, political revolutions, climate change events such as the Australian bushfires) that may kick up suddenly and blow away the pieces. Anticipating the disruptive events that live outside Porter’s framework will be a major part of business strategy going forward.

    I see four new priorities that strategists will need to put on their radar for the years to come.

    1. Aim for survivability and resilience before economic efficiency

    It would seem meaningless to talk about an efficient dead organisation. In the post-COVID-19 world, contingency planning should be built into every link of the value chain to ensure survival. Instead of structuring partnerships on the basis of leverage and getting the better end of the deal whenever possible, firms will have to be much more strategic in choosing which alliances are essential, and which are transactional. Rather than “What’s in it for me?”, the first question ought to be “What if?” It may be necessary to forego some of the most lucrative partnerships in favour of those that can withstand a missed shipment or delayed payment here or there when fate intervenes.

    To increase reliability, therefore, redundancy will trump efficiency with regard to critical resources. Investing too much in one partner, supplier or market can be as bad an idea as betting your life savings on one horse. For example, many major multinationals may be regretting their decision to rely so heavily on China as the pandemic exposes fissures in the nation’s prosperous façade. Apple and Foxconn’s joined-at-the-hip relationship is causing trouble for both companies, amid a vicious cycle of COVID-19 factory shutdowns and declining demand for premium smartphones. The uncertainty will only intensify as the rivalry between the US and China continues to escalate. (More about politics below.)

    IKEA is an example of how a major company can balance long-term loyalty with diversification in the supply chain. The company deliberately maintains a large number of moderate-size suppliers worldwide, helping them improve production quality. It engages in nurturing, long-term relationships rather than squeezing every last cent.

    2. Quantify and plan for ecological and environmental threats rather than just describe them

    Today, many executives and analysts talk about various types of threats in a descriptive way, with very little in-depth forethought about how to deal with them should they arise. The good old concept of scenario planning is still with us, but very few businesses seem to practise it in a systematic and thorough way. Moreover, conventional risk assessment typically omits threats with no known probability distribution function, such as environmental devastation and sudden increases in refugee flows. And today’s businesses, already overwhelmed with “clear and present” business challenges, are hard-pressed to devote attention to what they consider low-probability events.

    But recent history shows that extreme upheavals are far from rare. In the last century, the world has experienced at least five dangerous virus attacks, from the pandemic of 1918 that infected about one-third of the global population to COVID-19 in the present. There were also at least two devastating nuclear reactor meltdowns, two world wars and several near-misses, numerous earthquakes and tsunamis, countless regional armed conflicts that threatened supply of essential goods. Climate change, overpopulation and rising worldwide inequality have only increased the likelihood of these threats occurring again in the future.

    Businesses should thus dedicate more resources to quantify various types of threats although there is no broad consensus on the best way to do this. The main goal is not to be accurate, but to train the organisation to plan for various “unimaginable” events. What does not get measured does not get done, as many business executives often claim. Thus, deep qualitative analysis and scenario planning should be complemented with a number of computer-assisted algorithms providing data and various simulation models. Leaders will have to learn their way around AI and machine-learning tools – such as heat mapping algorithms that can quantify political risks based on social-media sentiment analysis – in the course of strategic decision making.

    3. Build a strong organisational immune system rather than maximise short-term profits

    When it comes to measuring and anticipating threats, technology is an important part of the package, but it can’t overcome a deep-seated antipathy to hard truths. In the business world to come, advantage will belong to firms that convey bad news upwards quickly rather than flinching from it.

    Companies that can spot problems when they look small, learn from them and build preventive measures rapidly possess what I would call a strong organisational immune system. Just as our white blood cells identify and destroy invader cells early before they wreak havoc in our bodies, companies need long, sensitive feelers and hyper-responsive capability at all levels of the organisation to stay in the pink of health.

    The downfall of Nokia’s smartphone business is a perfect example of how immune-compromised organisations collapse from within. Well before the iPhone came along, a “culture of fear” had set in at the Finnish firm. Senior and middle managers had developed a poisonous habit of sugarcoating and avoiding the serious problems with their devices and proprietary OS. Nokia had ample time and resources to develop a competitive response to the iPhone, but those advantages were squandered as toxic internal politics left management spinning its wheels.

    It should be said that some top managers believe that using fear will lead to higher economic performance by reducing organisational complacency and inertia. This might have worked reasonably well in a fully controllable and predictable environment in which it is impossible for people to report good news only and hide bad news as long as they can. In today’s volatile context, however, it will result in priceless early warning signs going unheeded.

    According to some observers, a Nokia-like scenario may have been behind China’s delayed response to COVID-19, stemming from long-standing misalignment between the central Communist Party authorities in Beijing and local officials, who knew of the virus in its early stages but lacked incentive to report it quickly. The result – massive human and economic harm – speaks to the high costs of complacency in this new world. Under the revived Nokia, the new board sought to build an organisational culture based on the following motto: “No news is bad news; bad news is good news; good news is no news.”

    4. Integrate government politics rather than focusing only on business economics

    Globalisation had a good run. The notion that the world is flat – unencumbered travels, international business deals, outsourcing to the lowest-cost countries, trade deals, etc. – had few high-powered detractors for several decades leading up to the 2008 financial crisis. Ever since the advent of Brexit and the Trump presidency, however, the idea of business without borders has been on the retreat. As I write this, international air travel is all but frozen entirely, and global supply chains have been chopped to bits. Nation-states, already making a comeback before COVID-19, will likely increase their leverage over multinational businesses in the months and years to come.

    Beyond national security, firms in sectors deemed “essential” to national public welfare – covering a wide range of sectors from food to medical supply, machinery and electronics equipment, transportation and energy – will be the first to feel the pressure to localise. Governments have learned the hard way that it can be dangerous to depend on foreign trade for items that make or break crisis response, such as the reactive agents that are key to COVID-19 testing or even low-tech medical gowns and face masks. They will be keen to maintain or rebuild these precious supply chains on their own soil. This could carry significant implications for businesses that seek overseas expansion. Firms should expect even more severe and close governmental scrutiny and rejection of their proposed joint ventures, mergers and acquisitions, R&D collaborations, even in non-defence related sectors.

    This seeming adversity could create big opportunity for some firms that integrate government politics into their business strategies. For one, homegrown innovation capability will be valued by national governments and benefit from higher economic and regulatory support. Additionally, rising patriotism – creating “good” jobs for your own people – could benefit these firms in their own countries, much like Alibaba and Tencent and Baidu have profited in part from relatively low foreign competition in China.

    What’s bigger than Big Business?

    You may have already noticed some interrelationships between these four priorities. Indeed, in the post-COVID-19 world, these four levers typically operate in combination, rather than in isolation.

    Broadly speaking, strategy after COVID-19 will be less about beating your economic competitors, and more about how businesses can contribute to combating a larger, shared enemy, like climate change, pandemics or perhaps socio-political woes such as inequality. There’s nothing new about this. The US in World War II, for example, saw tremendous cooperative effort between businesses, as well as between the private and public sectors. The COVID-19 “new normal” may actually be a return to an older equilibrium between business and society, and wide stakeholder collaboration.

    It will hopefully serve as a meaningful wake-up call for societies and businesses to take bold, radical actions that could propel humanity to a superior quality of life.

    Author: Quy Nguyen Huy is the Solvay Chaired Professor of Technological Innovation and a Professor of Strategic Management at INSEAD. He is also a director of the Strategy Execution Programme, part of INSEAD’s suite of Executive Education programmes.

    Acknowledgment: I am grateful for feedback from INSEAD Knowledge managing editor Benjamin Kessler, as well as strategy professors Guoli Chen, Felipe Monteiro, Daniel Simonovich, Phebo Wibbens and Christoph Zott.

  • From Loss Of Smell To ‘COVID Toes’: What Experts Are Learning About Symptoms

    Fever, cough and shortness of breath were early on identified as symptoms of COVID-19, but additional symptoms are emerging.

    When the coronavirus pandemic first emerged, public health officials told the world to watch out for its telltale symptoms: fever, dry cough and shortness of breath. But as the virus has spread across the globe, researchers have developed a more nuanced picture of how symptoms of infection can manifest themselves, especially in milder cases.

    We’re getting a “better understanding of how these symptoms express in the general population and not necessarily in hospitalized patients,” which is whom most of the earlier studies from China looked at. “So it’s a bit of a bigger picture,” says Charitini Stavropoulou, an associate professor in health services research at City, University of London in the U.K., who led an analysis of known symptoms in milder cases as part of a collaboration with Oxford University.

    Some of these symptoms, such as loss of smell or taste, are highly distinctive and a strong indicator of infection. Others, like headaches, chills or sore throat, are common to lots of illnesses. So how do you know when a symptom is cause to seek medical advice or testing? We asked doctors and public health and infectious disease researchers for their insights.

    THE STANDARD 3

    Fever: Some patients can experience fevers that last for days, while others might see their temperature go up and down, with peaks often occurring in the evening, says Dr. David Aronoff, chief of the Division of Infectious Diseases at Vanderbilt University Medical Center. “I think if someone has a fever, regardless of how long it’s lasting, unless they can clearly attribute it to something else, that’s a very reasonable symptom to seek an evaluation for,” he says.

    Stavropoulou’s systematic review of the medical literature found that fever was reported in 82% to 87% of mild to moderate cases.

    Dry cough: Cough was the second most common symptom after fever, though “coughing was not always there,” Stavropoulou notes. “So while we think it’s a main symptom, it appears only two out of three times for patients with COVID-19.”

    That said, cough remains a “very, very common symptom of the pneumonia that the virus can cause,” says Aronoff. Given this fact, “if someone has a new cough or a new shortness of breath that’s cropped up in the last three days or so, they should definitely get tested.”

    Shortness of breath: Stavropoulou’s review found that this symptom occurs more frequently in severe cases “and indeed, in some studies, was a marker of severe disease.” The two largest studies she looked at found that shortness of breath occurred in fewer than 8% of milder cases.

    THE NEW 6 FROM THE CDC:

    Chills/repeated shaking with chills: The chills generally precede a fever, though people don’t always perceive when their temperature has spiked, Aronoff says. Sometimes, those chills can be accompanied by shaking, since shivering is our bodies’ way of generating heat and raising our temperature, he says.

    Muscle pain: Nearly 15% of COVID-19 patients experience muscle pain, according to a report published by the World Health Organization in February that analyzed nearly 56,000 confirmed cases in China. But that’s hardly unique to this disease: Lots of viral infections can cause muscle aches and pains, which can result from an inflammatory response to a virus.

    “I think all of us who have had the winter cold or flu have had experience with muscle pain, headache, sore throat,” notes Aronoff. Given that we’re no longer in the typical cold and flu season, if you’re experiencing muscle pains and other flu-like symptoms, “we know that those can be associated with COVID-19,” he says. “And it is very reasonable to get people thinking, you know, maybe I should get tested.”

    He added: “I would also include new-onset fatigue, out of proportion to what a patient would expect to be experiencing under whatever circumstances they are [in],” as a symptom.

    However, fatigue on its own is not very predictive of disease, because it is also frequently reported by people who don’t test positive, says Claire Steves, a geriatrician and senior lecturer at King’s College London. She’s one of the lead researchers on the COVID Symptom Tracker, an app-based project that has so far recruited 3 million people across the U.K. to log any symptoms — even if they are not feeling sick. Researchers can use data from those who are eventually diagnosed with COVID-19 as an early radar on how symptoms develop in the population. (The COVID Symptom Tracker is now recruiting people in the U.S. to sign up as well.)

    Steves’ research is finding that certain symptoms tend to cluster together in people who test positive. For instance, fitter people in the 20-70 age range who experience loss of smell often also experience fatigue, and they tend to have a milder course of the disease, she says.

    Headache: Headaches are a common experience for many adults. On its own, a headache should probably not be cause for alarm, especially if it behaves like other headaches you’ve experienced, says Aronoff.

    “If somebody is only going to use headache as a trigger to go get tested for COVID[-19], that headache should be something that either is a headache that’s new for them or that is sticking around a bit longer than they are used to,” he says. “Or it’s associated with another symptom that may also be subtle, like fatigue or feeling kind of worn out” — especially if there’s no good reason for the tiredness.

    In fact, Steves says research out of the COVID Symptom Tracker suggests that headache “is an important symptom” seen early on in the course of the disease and it commonly occurs alongside other symptoms.

    Sore throat: “We’re seeing sore throat in COVID-19 patients,” says Aronoff. “But it’s what I would say [is] a minor symptom” — one that’s common to lots of other ailments.

    Loss of taste or smell: This symptom has emerged as a strong indicator of infection — one distinctive enough that it alone should be cause to seek testing, says Dr. Carol Yan, an otolaryngologist and head and neck surgeon at UC San Diego Health.

    If someone is experiencing this symptom, “I would tell them that they should consider self-quarantining themselves and contacting their health care providers,” says Yan. Most people who experience loss of smell or taste also have other symptoms, commonly fever, fatigue and malaise, she says. “But there’s certainly a subset of people that we know have only smell and taste loss and no other symptoms” who ultimately test positive.

    Yan’s research has found that about 7 out of 10 patients reported an acute loss of sense of smell or taste at the time of their diagnosis.

    Similar findings have emerged from the COVID Symptom Tracker. Among fit and healthy people ages 20 to 70, “the loss of sense of smell is a really good marker” of infection, Steves says.

    In fact, this symptom is seen as such a strong indicator of infection that patients at UC San Diego Health are now routinely asked not just if they have a cough or fever but also if they’re experiencing a loss of smell or taste, says Yan. “It’s really being used as a good screening question and in helping triage patients.”

    The good news is that both Yan and Steves have found that people who lose their sense of smell or taste tend to experience a milder course of the disease. Yan says patients generally recover these senses in two to four weeks on average.

    OTHER POTENTIAL RED FLAGS

    Confusion and gastrointestinal issues: Stavropoulou’s review of the medical literature found that, in most studies, gastrointestinal issues were reported in fewer than 10% of mild cases of COVID-19.

    But Steves says emerging data from the COVID Symptom Tracker suggest that problems like diarrhea, nausea and abdominal pain tend to be more prominent in the frail elderly — people who are over 70 and need help to get around. Acute confusion also seems to be an important symptom in this group, she says.

    “Older and frailer and more co-morbid people” — those with underlying conditions such as heart disease, diabetes or obesity — “tend to be getting this cluster of abdominal symptoms and delirium symptoms and headache as well,” Steves says.

    She says it’s important for caregivers to recognize that these symptoms in the frail elderly could be indicative of COVID-19, particularly in situations like nursing homes, “because that’s where spread could occur.”

    AND THEN THERE’S THIS

    “COVID toes” and other skin manifestations: Dermatologists are now reporting that certain skin conditions appear to be emerging as symptoms of infection in milder cases. Among the most common — and striking — is “COVID toes,” a condition resembling chilblains, or pernio, on the feet or toes, says Dr. Esther Freeman, director of global health dermatology at Massachusetts General Hospital and director of the international Dermatology COVID-19 Registry. The registry has received more than 400 reports from dermatologists in 21 countries, and a little under half are cases of COVID toes, she says.

    Normally with chilblains, “you would see pink, red or purple lesions on the toes or sometimes on the hands,” Freeman says. “That’s often accompanied by swelling and can also be accompanied by a burning, itching or tender sensation,” she says.

    Chilblains are caused by inflammation in the small blood vessels of the skin, usually in reaction to colder temperatures or damp weather, Freeman says. “So, for example, spending a lot of time outside in wet socks could do it.”

    What’s unusual is that during the coronavirus pandemic, “we’re seeing patients who are living in warm climates or patients who have been sheltering inside and staying warm developing these lesions for the first time,” she says.

    “I have seen more toe consults in the past two weeks than I have in my entire prior career combined,” Freeman says.

    She says some patients develop COVID toes early on, along with other symptoms such as fever or cough. Others develop the condition well after their other symptoms have passed, almost like a post-viral response. And a third category of patients seems to develop COVID toes as the sole symptom.

    Other skin conditions reported include hives and morbilliform, a measles-like rash on the chest, back, arms or legs. Freeman notes that viruses — for example, those that cause measles or chickenpox — often cause rashes, so dermatologists were expecting that with the coronavirus. But the toe manifestations were surprising.

    While data are still emerging, Freeman says that in her opinion, dermatologic symptoms, such as COVID toes, should be considered as criteria for testing. But if you’re having these symptoms, she says, “Please don’t panic. Most of our patients who are developing these COVID toes are doing extremely well and are able to recover fully at home.”

    “I think it’s also important to know that the purple lesions will go away on their own,” she adds.

    Author: Maria Goody

    The information from this article appears on NPR

  • Do Great Leaders Work Hard or Work Smart?

    The answer is – Yes.

    As leaders we invest a tremendous amount in our work, and there are two ways that we can approach it. We can work harder than everyone else, and we can work just as smart as we work hard. Both are equally important. 

    Those who are in a position to assess other leaders will usually take note of a leader who is putting in 30% or 40% more hours than their colleagues, while showing the same results.  These leaders are typically the subject of conversations that call into question exactly what they are doing with all those hours.  

    Working hard without working smart does you no favors.  So, do both.      

    Let’s examine what it looks like to work smart.  When you work smart you are continually looking for efficiencies and the kind of simplicities that help you get things done effectively and efficiently.  It means you are building a vast and varied network of resources and people that you can call on to help you accomplish the three or four dozen things you need to achieve each day.  And to reciprocate as you find as many ways as you can to help these good people accomplish what they need to in return. 

    Smart means understanding the nuances that help leaders in your organization and your industry be successful.  The leadership competencies that we call organizational savvy and leadership agility go a long way toward describing this leadership quality.  I lean on these two competencies most often, as I coach leaders to be their most productive.  Within our organizations, we spend our time determining which levers to pull, who we can lean on, which approach works best in the culture, and those that don’t.  

    How We Achieve is as Important as What We Achieve  

    When we’re presented with challenges to resolve, we have two things that we need to focus on.  We are expected to deliver on what it is we need to deliver.  And, just as important, we are responsible for cultivating relationships with those we partner with along the way.  The reason the relationships are so meaningful is that the people we get to work with are the ones that help us get things done. Pretty simple.  The other reason they’re important is that we are going to be working with those same people tomorrow, and next week and next year.  It helps if we enjoy working with each other.   

    So the relationships we establish and enhance are as much of a commodity as the deliverables we achieve.  As we go about delivering on our goals, it’s vital to demonstrate our organizational savvy and focus on both what we deliver and how we deliver.  We need to be constantly aware of how we build relationships, sharpen our leadership intelligence, and cultivate our leadership brand.

    John Wooden
    “It isn’t what you do, but how you do it.”

    Author: Scott F. Burns

    Visit his website:  leadership-scottfburns.com

  • Is Your Business Ready for the Post-Shutdown ‘New Normal’?

    If you lived through the trauma of 9-11, you know that the way we do some things –such as travel – changed forever. The reality of doing business post-COVID-19 will be no different, and its reach will be far more impactful.

    Unlike the sudden shutdown, reopening may happen gradually and with various caveats, such as wearing masks, moving work spaces further apart and checking employee temperatures at the beginning of the work day. Regardless of what government and health guidelines require or suggest, now is the time to prepare for doing business in the new world of coronavirus, which likely will be with us for many months – or perhaps years – to come.

    As you plan for re-entry, evaluate your current practices during the shutdown and consider which are applicable when you re-open. Create workflows that consider the following questions:

    Questions to Ask Yourself and Team

    1) What changes have the virus forced upon you?
    2) What processes are you doing differently? Which are working? Why? Which are not working? Why not?
    3) How is the virus and shutdown affecting each product or service? Are there special considerations for some and not others?
    4) How are you communicating with employees? Is it the same? Different? Better? Worse?
    5) How are you keeping your team engaged and motivated?
    6) What is causing your and your team’s stress? How are you handling it?
    7) What innovations has your team developed during the crisis that could be implemented post-shutdown?
    8) How well have you – and team members – handled change? Have new “stars” emerged who showed greater leadership?
    9) Has remote working been a positive experience? Should you continue it at some level in
    the future?
    10) Has providing flex-time hours been a positive experience? Should you continue it?

    Working through these questions and developing new “rules” for each scenario will help you anticipate your business life in the future. Depending on the size and type of business, you may need to consider different procedures for each division, department or individual employees.

    Once you have evaluated your situation and developed your plan for the various scenarios, you may want to consider reopening your business in phases on a priority basis. Here is one possible re-entry schedule:

    3 Phases to Work Through

     Phase One: Return employees onsite who aren’t able to effectively or efficiently work remotely because they don’t have all the necessary tools or need to be more
    closely managed.

     Phase Two: Employees working well from home are returned onsite as needed and work on a flexible schedule.

     Phase Three: Employees working extremely well at home can continue working remotely longer, or they may never need to come into the office daily.

    While this unplanned shutdown has been painful and will require us to work differently, it is providing an opportunity to reassess business practices and make changes that will create a more positive company culture. With the right changes, your team can become more productive, and your business can become more profitable.

    For More Information

    About the Author: Shelley Smith is a company culture curator, author and president of Premier Rapport www.premierrapport.com. Culture isn’t built in a day; it’s built every day.

  • How To Survive A Toxic Workplace And Shift The Company Culture Before It’s Too Late

    Executives often understand the importance of goals and solid business strategies. However, many fall short in understanding, embracing and shifting the culture to meet or exceed those goals.

    In the following white paper and the accompanying book, How To Shift Your Company Culture, I address and layout the methods I designed through my years of working in corporate America and in my business with clients.

    The white paper includes all my methods, processes, survey explanation and client results. For most businesses, employees are the largest line item in the budget and the number one differentiator in the business over competitors. The company culture can make or break the overall success (profitability) of an organization. The culture is made up of its people, those people are the culture.

    I hope leaders use this white paper to help teams shift their companies’ culture in the direction they envision to achieve their goals. As my tagline says, Culture Matters.

    Shelley D. Smith is the CEO of Premier Rapport, Inc. and also a best-selling author, consultant and highly sought-after speaker.

    Her experiences over the past 35+ years have earned her a reputation as “The Culture Curator.”

    Forward thinking organizations use her I.M.P.A.C.T. Leadership Model to help them shape the culture they’ve envisioned, increase profitability, decrease employee turnover and retain top talent.

    If you’re like other business leaders who still believe in the people and the mission of your organization, I’m sure you’ll find all the information written by Shelley D. Smith to be helpful.

    To access this comprehensive overview of how to remove the contaminants that pollute peace of mind, productivity and profits, visit the title below:

    How To Survive A Toxic Workplace And Shift The Company Culture Before It’s Too Late.

    Shelley D. Smith encourages everyone that she can answer any questions that arise while reading the book.

    Shelley can be reached at shelley@premierrapport.com.

  • Why are “they” acting this way? Psychological Tips in the “New Normal”

    The future isn’t predictable right now. We are living in a time of transition and many of us are reeling from the rapid changes occurring. In the roundtable forums I facilitate for business owners and executives, the participants talk about the various responses they observe from employees – some are in denial, others angry, still others depressed and some happy to be working virtually. 

    One CEO of a manufacturing operation expressed concern last week in our meeting because his once engaged workforce seems to be going through the motions and making “mindless” mistakes along the way. “They don’t want to be accountable,” he added. His view is that employees should feel fortunate they have a job when so many people don’t. When he asks some of his key managers what the pulse of the organization is, they report that some of the employees think he’s fortunate because they are showing up.

    Some things aren’t predictable. Human behavior often is. What is the psychology of people’s responses to the pandemic and its effects? How can understanding it help you be a better leader? Dr. Elizabeth Kubler-Ross’ Stages of Grief offers us a good model to help better understand some of the internal changes that we and others may be experiencing. 

    Kubler-Ross was a Swiss psychiatrist that worked with many dying patients. She based her model on her observations of how the patients and their families responded to grief; she outlines five stages in her now classic book, On Death and Dying. These are:

    Stage 1: Denial of the situation – can involve avoidance, confusion, shock or fear

    Stage 2: Anger with what’s happening or those seen as responsible – can involve frustration, irritation, anxiety or insubordination

    Stage 3: Bargaining or struggling to find the meaning of what is occurring – can involve an urgency to make a deal to resolve things, regret, or guilt

    Stage 4: Depression – can involve feeling overwhelmed, helpless, hostility or isolated

    Stage 5: Acceptance – can involve calmness or feeling at peace, exploring options, curiosity about what might come next or increased comfort with the unknown.

    Although the stages appear linear, people don’t necessarily go through all of them or in the same order. Productivity tends to remain high when a person is in denial and begins to dip if anger sets in. In the bargaining stage, productivity goes down as the person attempts to make deals or exchanges to resolve things and get back to normal. Many organizations furloughing employees may witness the bargaining stage as employees plead to do x, y, and z in order to keep working. Depression is tough to address as it can range from mild and situational to severe and long-term. Depressed people aren’t productive and have a hard time concentrating. At the acceptance stage, people are more willing to accept the “new normal” and even participate in visioning the future.

    Take some time to be aware of your own internal response to the crisis. Is it clouding how you communicate and engage with others? If you identified the stage you are in and you are working with someone in a different one, how will you communicate differently? In my next blog, I will discuss some communication strategies to help you enhance your communication during this potentially stressful time.

    Written by Mary Key, Ph.D.

  • Parents Who Lead in Pandemic Times

    As April, the cruelest month, comes to a close in this terribly disruptive pandemic time, I want to express my heartfelt appreciation for all the support given to me and my co-author Alyssa Westring in last month’s launch of our book, Parents Who Lead.  

    We are deeply gratified to see how this book has been of use to so many working families at a time when they urgently need the help it offers. We never imagined the book would arrive at a moment when the physical boundaries that used to separate work and family life have been obliterated, when working parents are struggling to guide their children’s schooling at home, and when everyone is anxious about the profound uncertainties of our new world order. 

    Parents Who Lead has relevance these days in ways we could not foresee. Our evidence-based guidance – for how to take practical steps to focus on what matters most, on who matters most, and on experimenting with new ways to live and work that are sustainable because they serve both personal and collective interests – is resonating with working parents and their employers in this strange episode of our history.

    There are lots of practical articles, fascinating podcasts, and media coverage about the book here. One of my favorites is this special edition of my SiriusXM Wharton Business Radio show, featuring the Wharton alumni who were subjects for the book. Below are a few of the pieces that draw on Parents Who Lead and directly address our newly-upended world:

    Read

    • Harvard Business Review– How Working Parents Can Support One Another.
    • Bloomberg – Be the Coronavirus Boss Working Parents Need.
    • Business Insider – To Raise Children Who Are Resilient and Optimistic, Parents Can Use Discussing Coronavirus as an Opportunity. Here’s How to Get Started.

    Listen

    More Free Resources

    Our book helps people gain a greater sense of purpose, control, and connection. Here’s the first chapter, a study guide to ignite conversation about the big ideas, and a 1-pager composed in response to inquiries about how to use the book for teams and organizations.

    Since the pandemic, my Wharton classes, book talks, and speaking engagements have migrated to the virtual realm, making it in some ways easier for people to be part of the conversation. My online courses on Coursera and LinkedIn Learning (free for premium subscribers) are more popular now because of a newly-urgent interest in leading with values. While our SiriusXM studio on the Penn campus has been shuttered, my weekly show, Work and Life, on air since 2014, had been on hiatus, but we’re back now, recording from home, with fresh episodes that bring expertise to help us face the work and life challenges of a changed world. Free podcast versions are here.

    Question Everything

    I’m exploring potential research avenues on creating harmony between work and the rest of life as we move toward recovery from the pandemic and want to know what’s on your mind. So, what’s the most important question you would want me to address? Write to me with your ideas: friedman@wharton.upenn.edu

    Let’s stay socially connected, while we ache for the end of physical separation, 

    Written By:
    Stew Friedman
    TotalLeadership.org