Category: Coronavirus COVID-19 Blog

  • 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

  • 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.

  • KORN FERRY’S PERSPECTIVE ON EXECUTIVE PAY ACTIONS ARISING FROM COVID-19

    A New Compensation Committee Game Plan.

    INTRODUCTION

    “Not since the Great Depression of the 1930s has the global
    economy been under so much pressure. While there are echoes
    of the financial collapse of 2008, the economic pain from the
    current pandemic is far wider and deeper. Fissures have formed
    in entire industry sectors and millions of employees have been
    terminated or furloughed. And yet the biggest casualties of
    this crisis are the tens of thousands of people who have lost
    their lives, and the hundreds of thousands more who have
    been hospitalized.

    Given these unprecedented times,
    corporations around the world have
    acted in unprecedented ways. They have
    found ways to create new virtual work
    arrangements for large segments of their
    workforce. They have kept employee
    well-being at the top of their priority list.
    They have found new ways to stay
    connected to and interact with
    their customers.

    But the crisis has also taken its toll on the
    workforce beyond the obvious impact
    of the health crisis. Companies have been
    forced to shut down large portions of
    their operations, if not close their doors
    altogether. And, as a result, millions of
    people have been subject to furloughs,
    job cuts, or hefty pay reductions.
    Amid this turmoil, executive
    compensation has naturally come under
    an even brighter spotlight than usual.

    Many CEOs and senior executives in the
    companies hardest hit by the COVID-19
    crisis have announced significant pay
    reductions of their own, and others will
    likely follow suit. Cutting pay for
    executives is a visible and potentially
    necessary step in stabilizing some
    companies as they manage through the
    crisis. It sends a positive message to both
    employees and shareholders, and could
    enhance, or at least limit the tarnishing of,
    the company’s reputation. While some
    outside observers have heralded these
    early actions, others have opined that
    they are too few and too limited.”

    Summary

    Korn Ferry has organized a committee of executive leaders who have formulated an actionable Game Plan in the form of a visually stimulating and professional version of a whitepaper, ultimately highlighting useful suggestions for leadership behaviors during times of unprecedented crisis. Their guidance is not only sincere and genuine, but all information presented is undoubtedly provided by experienced professionals.

    To discover all their tips and advice, it is highly recommended to download and read the entire Korn Ferry whitepaper. See link below:

    View Here

    Authors:

    Don Lowman
    Global Leader Rewards & Benefits
    don.lowman@kornferry.com


    Irv Becker
    Vice Chairman, Executive Pay & Governance
    irv.becker@kornferry.com

    Todd McGovern
    Senior Client Partner, Executive Pay & Governance
    todd.mcgovern@kornferry.com

    Kurt Groeninger
    Senior Principal, Executive Pay & Governance
    kurt.groeninger@kornferry.com


    Korn Ferry is a global organizational consulting firm. We work with organizations to design their organizational structures, roles, and responsibilities. We help them hire the right people and advise them on how to reward, develop, and motivate their workforce. And, we help professionals navigate and advance their careers.

  • EMPLOYMENT ENGLISH LAW UPDATE – CORONA VIRUS

    Introduction

    The government has recently announced financial support for employers/employees and selfemployed individuals whose businesses are unable to operate during the coronavirus lockdown subject to certain conditions. This update sets out the main details of each scheme.

    Employers/Employees

    Corona Job Retention Scheme (CJRS) – furlough leave
    The CJRS provides support to employers whose employees are unable to work because the business is unable to operate due to the coronavirus lockdown. For example, restaurants, retail and leisure which were closed by government order.

    The CJRS enables employers to be reimbursed for 80% of employees’ wages subject to a
    maximum cap of £2,500 per month (plus employers’ national insurance and minimum auto enrolment pension contribution) provided employees were employed before 19 March 2020 (previously 1 March but changed on 15 April 2020).

    Employers can choose to pay the additional 20% of wages (which will not be reimbursed) but there is no obligation to do so

    How do Employers apply?

    To qualify, employers have to put employees on ‘furlough leave’, i.e leave of absence due to
    the (temporary) shutdown of the business. Employees cannot do any work for their employer while they are on furlough leave, so employees on reduced or shortened hours would not qualify.

    Employees have to agree to furlough leave but, as the alternative could be redundancy,
    employees will most likely agree. Under the CJRS, the furlough leave agreement must be in writing and also as the 20% wages reduction and absence leave is a variation to the employee’s contract. The minimum period of furlough leave is 3 weeks and it is possible to rotate staff if some work is available.

    Once the employees are on furlough leave then the employer pays their 80% wages in the
    normal payroll with the tax and NI deductions (on 80%) and then applies for reimbursement from the government through an online portal system due to be available by the end of April.

    The government has suggested that if employers cannot afford to pay the employees, they will be able to do so through the Government Loan Scheme.

    The online portal is administered by HMRC using existing PAYE records. Claims can be
    backdated to 1 March provided employees were unable to work during this period.
    © Grower Freeman 2020

    Does it apply to all employees?

    Yes, all employees are covered including full-time, part-time and zero hours workers provided they are on PAYE. Agency staff on PAYE can be furloughed by their agency. Employees who were made redundant in February 2020 and now before 19 March due to the corona virus can be reinstated and claims backdated to 1 March.

    From the latest HMRC guidance, employees on sick leave can be furloughed and vice versa. However, this should not be abused by using furlough pay to top up small amounts of SSP for short term absences

    Employees on maternity leave do not qualify but are still entitled to Statutory Maternity Pay.

    What happens at the end of the three-month scheme?

    Depending on the state of the business, employers can either retain the employees, putting them back on full wages or make them redundant. It is also possible to make employees redundant while on furlough leave. However, the furlough scheme is intended to avoid redundancies during the lockdown period and hopefully save jobs.

    Can employees do any other work whilst on Furlough Leave?

    Employees cannot do any paid work either for their employer or any other employer unless
    there is an existing agreement. They can do voluntary work (unpaid) and, if the employe
    requires them to do training during furlough leave, then they are entitled to be paid the
    national minimum/ living wage.

    Statutory Sick Pay For anyone suffering from Covid-19 or who are self-isolating or shielding others, SSP will be paid on the first day of absence rather than the fourth day. Small to medium sized employers will also be reimbursed for the full amount of SSP rather than having to pay it themselves.

    SSP is minimal – £95.85 per week from 6th April. There is, however, now the option to furlough staff instead, if appropriate

    SSP only applies to employees but self-employed people can also make a claim for universal credit or contributory employment and support allowance.

    Holiday Leave

    The Working Time Regulations have been amended to allow employees/ workers to carry over four weeks of holiday leave to the next two leave years if it was not reasonably practicable to use holiday leave due to the coronavirus pandemic.

    Self-employed

    The government rescue package for the self-employed (individuals and members of a
    partnership) comprises the following:

    • A new self-employed income support scheme will pay self-employed people a taxable grant worth 80% of average monthly income, capped at £2,500 per month © Grower Freeman 2020
    • Income will be calculated by taking the average of income over the last three years from HMRC records.
    • Self-employed people can claim these grants and continue to work in their business (so it is not the same as furlough leave where employees are unable to work for their employer).
    • The scheme is only open to those with trading profits of up to £50k and who make the majority of their income from self-employment.
    • It only applies to those who have submitted a Tax Return for 2019 (this is to minimise fraud).
    • However, those who have only just set up a business or who did not submit their Tax Return by 31.01.2020 can still submit a Tax Return for 2019 for a further four weeks from 26th March 2020.

    How do Self-Employed people apply for this?

    The scheme will not be up and running until the end of June. Unlike the CJRS no application is required. Instead, HMRC will contact eligible self-employed people directly inviting them to fill out an online form and, if approved, will then pay the grant direct into their bank account. Similar to the CJRS, the scheme will only be open for three months from 1st March to end of June but, as it will not be in operation until the end of June, it is not going to provide immediate support

    Other help for the self-employed

    Tax payments due on 31st July 2020 can be put back to 31st January 2021 and VAT Returns can be deferred to 31st March 2021.

    Comment

    The government’s financial support packages during the coronavirus lockdown and the speed with which they have been introduced is unprecedented but these are unprecedented times. It remains to be seen how the schemes will work in practice. Various legal issues have already been addressed in the government’s latest guidance updates and doubtless, more will follow

    Website links:

    https://www.gov.uk/guidance/claim-a-grant-through-the-coronavirus-covid-19-self-employment-income-support-scheme

    Contact details:

    This update was produced by Tessa Fry, Head of Employment at Grower Freeman. For further information or advice, please contact Tessa Fry at tessa@growerfreeman.co.uk -or- 020 7563 5477.

    Disclaimer – This update is intended to provide readers with information on recent legal developments. It should not be construed as legal advice or guidance on a particular matter.

    Publisher/Author Info:

    Grower Freeman
    Ivor House
    25-26 Ivor Place
    London NW1 6HR
    T: +44 (0)20 7723 30
    E: tessa@growerfreeman.co.uk
    W: www.growerfreeman.co.uk

    To View Original Published PDF by Tessa Fry of Grower Freeman, Click HERE

  • Tessa Fry On The Radio Again

    Tessa Fry, our employment law specialist was recently interviewed on Resonance FM discussing furlough leave and other government support for employers, employees and the self-employed due to the corona virus lockdown.  The interview starts 35 minutes in.

    Do tune in.

  • COVID-19 Crisis: How to help leaders and teams ‘decide how to decide’ their priorities

    We are thrilled to be supporting you with our guest bloggers.
    We’ve had many posts recently about working through the pandemic, check them out here.
    This week we learn how to decide priorities.

    This week’s guest blogger, Dr. Laura Hauser, MCC, helps us in the COVID -19 Crisis by helping leaders and teams ‘decide how to decide’ their priorities

    Here’s what she had to say…

    decide priorities

    When Luke Skywalker questions his ability to use the Force to lift his ship out of the swamp, Yoda tells him ”Do or do not. There is no try,” advising the young Jedi to use the power of giving something his all, not just a try.

    This is wise counsel during today’s novel coronavirus crisis where it may feel like you’ve been dropped into a swamp with no way out.

    Now, more than ever, it’s critical to quickly help leaders and their teams focus, assign resources, and take action.

    I continually hear concerns that some of the most visible and valuable casualties of this crisis are the cancellation of team development initiatives, strategic off-sites, and team meetings.

    They’re asking “Now, what?” How do we decide which team development interventions including off-sites and leadership coaching courses should we focus on now, later, or not at all?

    Jedi Triage – How To Decide How To Decide

    Think triage, like medical professionals during a time of crisis. They use degrees of urgency to decide how to treat large numbers of casualties. Quick assessment is critical to get the patient to the right resources at the right time and place.

    During the COVID-19 crisis, team leaders, coaches, and business partners (learning and development, human resources, talent managers) need to become triage experts.

    It’s a critical time for you to summon your Jedi superpowers to quickly assess and focus on your team’s work and development.

    Developing a simple, effective way to define criteria will help you decide how to decide while bringing your Jedi skills of timeliness, compassion, calmness, wisdom, and resources to bear.

    People want to focus on the right priorities, particularly during a time of crisis. They need compassion amid their personal circumstances and clarity about their work priorities.

    The Power of Urgency and Importance

    Like medical first-responders, your job is to help leaders and their teams quickly assess and prioritize using two core elements: Urgency and Importance.

    Urgent matters require immediate action

    Think customer or technology firestorms that could severely affect the business, NOW. They require us to stop what we are doing and attend to the current situation. Ask how critical is it to run the business? What is the level of impact on strategy, people, customers, etc.?

    Important matters require time for thoughtful planning and delivery

    These activities have the potential to profoundly affect the well-being and success of the business but don’t need to be done now. They require thoughtful time, energy and resources.

    Even though a team cannot meet f2f during this COVID-19 crisis, we can use technology like videoconferencing to bring us together and address urgent and important matters.

    Jedi Triage Matrix

    decide priorities

    To help you quickly decide how to decide priorities, I developed a simple matrix. Adapt it in any way that works best for you. The elements of urgency and importance to prioritize decisions originally came from Dwight D. Eisenhower during World War II, and later was popularized by Stephen Covey and others.

    Do Now = Emergencies

    Important and urgent (top left): Critical to do now. Unexpected hard-to-plan-for emergencies, like consequences of the COVID-19 virus:

    • employees need computers at home to do their work and stay connected
    • customer complaints, unanticipated bottlenecks in customer supply chain and fulfillment processes
    • team members contracting the virus and families need help

    Jedi tip: Too much time in this quadrant can lead to burn-out when stress levels are already off the charts. Minimize time spent here by ensuring that the issue at hand truly belongs in Q1–not just being reactive. Plan ahead–don’t wait until the last minute to address issues so that they won’t become a Q1 issue.

    Do Soon = Essential

    Important but not urgent (top right): These are critical activities that are not as time-sensitive and requires more time for collaboration compared to Emergencies:

    • expand team member’s capabilities to contribute to current and future business needs by learning how to coach each other, and coach their teams through crisis
    • innovate strategic initiatives for growth of the company, teams, and individuals
    • solve problems and innovate new opportunities such as how to shore up our supply chain or cybersecurity during and subsequent crisis

    Jedi tip: Don’t assume that projects and tasks before the COVID-19 crisis retain the same level of importance. Help your leaders and teams assess what’s critical amidst the wicked challenges posed by the crisis. Ask what previous projects can we move to other quadrants? What new projects and tasks do we need to add?

    Wait = Distractions

    Low importance and urgent (bottom left): Not critical but appear important.
    These activities are productivity killers that interrupt a team member’s performance:

    • non-time sensitive requests for information
    • checking emails frequently to see if a teammate needs your help but then gets distracted clearing out unnecessary emails, checking social media posts, newsfeeds, etc.

    These types of interruptions take attention away from Emergency and Essential actions and cause missed deadlines and poor quality work. Minimize time spent on distractions as much as possible.

    Jedi Tip: Intentionally reduce unnecessary interruptions and distractions. Calendar specific time slots during each day for team members to check and respond to emails, texts, and phone calls so that members can concentrate on important and critical items for longer periods of time. Delegate tasks when appropriate.

    Eliminate or Hold = Time Wasters

    Low importance and not urgent (bottom right): don’t require focus right now, and potential long-term risks and opportunities at some future point.

    • activities and meetings no longer relevant to the team’s goals and new work environment
    • long-term future tasks, but not needed in the near future

    Jedi tip: For activities still on your list, help your team assess if it’s still a priority. If it doesn’t fit into one of the other three boxes, or if it isn’t an idea to capture for future opportunities, let it go!

    Stay Focused

    During this time of crisis use your Jedi superpowers to triage and help yourself and others focus and decide on the right level of learning and development for the right people at the right time. Help leaders and their teams use some method of prioritization. When coaching, ask:

    • how urgent and important is this (project, task, opportunity, challenge)?
    • where can we best spend precious time and energy to support the development of individuals, leaders, and their teams that fosters enterprise-wide success?

    This will help you create a reality that’s manageable and moves you and your team forward in this time of crisis.

    And most importantly, remember to breathe. May the Force be with you.


    Tell us what you’ve learned about how to decide priorities or what you can add to the conversation by commenting on this blog or by connecting with your colleagues on our Facebook page.


    Here is some information about the author:

    laura hauser

    Dr. Laura Hauser, MCC, MCEC, works with corporate leaders (and professionals who develop leaders and teams), to help them build their capacity and courage to build healthy workplace cultures. She is an internationally-recognized thought leader and researcher in the highly specialized space of team coaching. Using the art of science, she teaches, coaches, supervises and consults in a way that expands people’s mindsets needed to excel during complex times. Laura is the developer of the Team Coaching Operating System®, an ACSTH coaching school accredited by the International Coach Federation. Contact Laura at engage@leadership-strategies.com or via her LinkedIn profile

  • Productivity Is Not Working

    My generation learned that relentless self-optimization was a way to cope—but in this crisis, everything looks different.

    SOME QUESTIONS ARE infinitely more interesting than their answers. One such question started to echo around the internet in the early days of the Covid-19 lockdowns and has become increasingly frantic in the febrile weeks that have followed. The question was this: How shall we stay productive when the world is going to hell?

    Productivity, or the lack of it, has become the individual metric of choice for coping with the international econo-pathological clusterfuck of the Corona Crisis. How should we self-optimize when we’re suddenly having to meet our deadlines with our roommates, kids, and inner critics screaming in the background? If we’re lucky enough to be able to shelter in place and we’re not using that time to launch podcasts and personal projects and life-hack our way to some cargo-cult pastiche of normality, are we somehow letting the side down?

    These are not practical questions. They are moral and philosophical questions. Yes, there are plenty of practical reasons why so many people are panicking about work. If we’ve been furloughed or lost our jobs, we’re scrambling to make up the shortfall. If we’re still employed, we’re worried about the long term, and if we’re relatively secure, we’re wrestling with survivor’s guilt. But the drive to stay productive is about so much more than making rent. It is a moral discipline. When I check in with friends and family far away, I usually get an update on how productive they have or have not managed to be since we last spoke. “Productivity” is not a synonym for health, or for safety, or for sanity. But as a precarious millennial who for the past 10 years has answered every cautious inquiry about my well-being with a rundown of how much work I got done that day, I do understand the confusion.

    It’s hardly surprising that so many of us are processing this immense, unknowable collective catastrophe by escaping into smaller, everyday emergencies. A crisis you create for yourself, after all, is a crisis you might be able to control. Frantic productivity is a fear response. It’s a fear response for 21st-century humans in general and millennial humans in particular, as we’ve collectively awoken from the American dream with a strange headache and a stacks of bills to pay. My whole generation learned relentless work was the way to cope with the rolling crisis, with the mood of imminent collapse and economic insecurity that was the elevator music of our entire youth—the relentless tension between trying to save yourself and trying to save the world, between desperate aspiration and actual hope.

    Right through the white-knuckle ride of my twenties and beyond, I clung to work as a way of protecting myself when I was scared, when I was hurt, when the future seemed to collapse on itself like a stack of marked cards. No matter how many marches I go to, there is some part of me that believes that if I can only self-optimize a bit harder then the world will right itself, no one I love will suffer, and death will have no dominion. So when the coronavirus crisis began, I started writing myself ambitious to-do lists on giant sticky notes—because when every cultural certainty starts collapsing in my hands like wet cake, writing ambitious to-do lists is how I calm down.

    I would exercise in the mornings and write in the evenings. I would cook. I would sort out my finances. By week three, I would finally finish my book. I would organize my time so I had no time to feel any emotion other than manageable, everyday anxiety about my workload, with occasional breaks for feeling appropriately grateful that I still have a job I can do from home. Unfortunately, somewhere between writing those to-do lists and watching overpromoted incompetents invite their voters to kindly die to keep the economy going in the manner to which it has become accustomed, the entire concept of linear time seemed to disintegrate, which really played havoc with my calendar.Most Popular

    These days, I have a new, surprisingly packed schedule of cooking, washing up, video-conferencing with everyone I’ve ever met, and hiding in bed hoping that history can’t hear me breathing. The giant sticky notes are proliferating around the house, and my roommates tolerate them so long as I don’t start linking them together with red thread and pictures of my enemies. Despite being various flavors of neurotic workaholic, my roommates and I have discovered that right now, while our personal productivity matters, what matters more immediately is that we all manage to live in the same house without killing each other. The human race as a whole seems to be coming to a similar realization.

    There has always been something a little obscene about the cult of the hustle, the treadmill of alienated insecurity that tells you that if you stop running for even an instant, you’ll be flung flat on your face—but the treadmill is familiar. The treadmill feels normal. And right now, when the world economy has jerked to a sudden, shuddering stop, most of us are desperate to feel normal. This column is happening because I lost one of my three jobs to the Covid-19 crisis right around the time when I realized I had no idea when I was going to see my mum again, and after a few hours of crying and tidying, I emailed my kind editor in a panic and told him to please give me deadlines, I don’t know who I am without them. Why don’t I know?

    The way most of us have been conditioned to think about work in the modern economy has all the hallmarks of hypervigilance. It’s what happens to people when they are trapped in abusive circumstances they cannot escape. Psychologist Judith Herman observed that “the ultimate effect of [psychological domination] is to convince the victim that the perpetrator is omnipotent, that resistance is futile, and that her life depends upon winning his indulgence through absolute compliance.” The body responds to relentless insecurity and threat with agitated alertness, looking for ways to protect itself from harm. This is how most of my peers have experienced the modern economy. We were told that if we worked hard, we would be safe, and well, and looked after, and the less this was true, the harder we worked.

    The idea that hustling can save you from calamity is an article of faith, not fact—and the Covid-19 pandemic is starting to shake the collective faith in individual striving. The doctrine of “workism” places the blame for global catastrophe squarely on the individual: If you can’t get a job because jobs aren’t there, you must be lazy, or not hustling hard enough. That’s the story that young and young-ish people tell themselves, even as we’ve spent the whole of our brief, broke working lives paying for the mistakes of the old, rich, and stupid. We internalized the collective failures of the ruling class as personal failings that could be fixed by working smarter, or harder, or both—because that, at least, meant that we might be able to fix them ourselves.

    The cult of productivity doesn’t have an answer for this crisis. Self-optimizing will not save us this time, although saying so feels surprisingly blasphemous. This isn’t happening because you didn’t work hard enough, and it won’t be fixed by optimizing your morning routines and adopting a can-do attitude. After the quarantine, after we count the lives lost or ruined, recession is coming. A big one. For millennials, it’s the second devastating economic calamity in our short working lives, and we’re still carrying the trauma of the first. This time, though, we know it’s not our fault. This time it’s abundantly clear that we didn’t deserve it. And this is exactly the sort of crisis that gives people ideas about overturning the social order.Most Popular

    The Great Plagues of the 14th century famously shattered the feudal system by wiping out half of Europe and giving the few remaining workers a lot more bargaining power—but the Black Death also undermined the power of religion. As broken communities surveyed the mounds of corpses, wondering what sins could possibly be proportional to this sort of punishment, they started to lose faith in God—and the Medieval Church began to lose power as an organizing force in everyday life. If the economic dogma of work under modern capitalism fulfills the same functions as the church of the 1400s—defining human value and justifying our place in society—the emotions of watching that dogma fail are akin to a loss of faith. If frantic productivity is a fear response, the opposite urge—to tear it all up and declare deadline bankruptcy—feels like blasphemy. Laziness is the only sin out of the seven big ones that seems to count in the moral metric of the modern economy, and what other word is there for that edge-panic impulse to simply delete your email address and spend time doing small, gentle things that make being alive hurt a little less?

    “When we have no memory or little imagination of an alternative to a life centered on work,” writes theorist Kathi Weeks, “there are few incentives to reflect on why we work as we do and what we might wish to do instead.” In fact, as Europe and America remain in enforced lockdown, many people are working harder than ever—but the work they’re doing more of is not “productive” in the traditional sense. That does not mean it isn’t work. Childcare is work, as anyone who is suddenly having to do twice as much of it on top of their normal job can tell you. Cooking, cleaning, emotional and community management, all of which most of us are doing more intensely as we’re living together in lockdown, are work—they just don’t count on the ledger of human worth because the economy refuses to value them in its reckoning of what does, because most of it has been done in private, by women, for free. Making breakfast, making the beds, making sure your friends and family aren’t losing their absolute minds is work that matters more than ever and will continue to matter in the coming decades as crisis follows crisis. It is not “productive,” in the way that most of us have learned to understand what that word means, but it is work, and it is worthwhile.

    There is nothing counterrevolutionary about keeping busy. But right now, we have a finite opportunity to rethink how we value ourselves, to re-examine our metric for measuring the worth of human lives. Right now, the entire species is trying to work out how to live in the same house without killing each other—and that may well turn out to be the work that matters most.

  • Business as “Unusual”

    “Would you tell me, please, which way I ought to go from here?” [Alice asked.]
    “That depends a good deal on where you want to get to,” said the Cat.
    “I don’t much care where—” said Alice.
    “Then it doesn’t matter which way you go,” said the Cat.
    – from Alice’s Adventures in Wonderland, Lewis Carroll

    Nobody signed up for this. On New Year’s Eve, no one held up a glass and sang “Auld Lang Syne,” accompanied by resolutions around pay cuts, furloughs, airplanes without passengers, and hotels without guests…

    But these are the times we find ourselves in. It’s natural to reminisce about history, even if that’s five months ago, but we can’t stay there. The world has changed.

    We’re here now and, unlike Alice lost in Wonderland, we must decide where we are going to go. And it does matter what we choose: We can get up—or give up. 

    What was business as usual just a couple of months ago has radically changed—now it’s business as “unusual.” Leaders around the globe and in every industry are facing gut-wrenching decisions. As one executive confided in me recently, “They’re all bad decisions. I’m just trying to pick the least worst decisions.”

    Yes, ambiguity abounds, but we can’t wait for the clouds to clear. Here are a few thoughts:

    • Take control: Here’s a cautionary tale for leaders at this time. A group of settlers in a remote location were gathering firewood to prepare for winter. The group’s leader thought it was going to be a cold winter but wanted to check with the experts. He went to the next town and called the National Weather Service (NWS), which confirmed his thinking. So, more firewood was collected. A week later, the leader checked in with NWS again, and the forecast had changed: a very cold winter. That meant even more firewood. This went on three or four times, with increasingly dire forecasts from NWS that meant getting even more firewood. Finally, the leader asked NWS: “Why do you think the winter is going to be so very, very cold?” The answer: “Because those settlers are gathering a boatload of firewood.” The moral of this story: Don’t let herd mentality take you down. Take control.
    • Get up or give up: I’m reminded of the late John McKissick, America’s “winningest” coach in football, who guided high school players for more than 60 years. He motivated them with his own father’s advice: “As my daddy used to say, ‘Son, if you don’t put something in the bucket, how are you going to get anything out of it?’ Winning takes hard work, particularly when the opponent is a virus—invisible but, we have to believe, not invincible. In these times of business as unusual, people have to believe to achieve. You can’t teach hustle, but you can motivate it!
    • Failing to fail: The mantra these days is “we will get through this.” Of course we will—the alternative is impossible and unthinkable. The way back to normal will come in waves, with victories and setbacks. But it will be hard, and there will be failures along the way. In times like these, though, the only real failure is failing to fail. As Michael Jordan said, “I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” Fail fast, learn faster.
    • It’s one day at a time: Cash, biology, or psychology? Which one is the real secret weapon for getting through this crisis? Cash helps, but not everybody has this luxury; and, besides, it’s not a durable commodity. Fiscal stimulus will only get us so far. Biology will eventually prevail, with the science to produce a treatment and a vaccine. But even with the best minds on the task, it will take time. Psychology, along with sociology, will get us through this crisis. We can’t let ourselves get lulled into paralysis. If we’re not careful, tomorrow can look like today. To break this pattern, the other day I intentionally got dressed up as if I were going to a meeting, even though I didn’t leave my driveway. My wife and my daughter even cut my hair—it took three tries, but I wanted to break the monotony. All of us must go out of our way to make tomorrow different than today.
    • Remember empathy: Although we’re isolated, we don’t walk alone. This is not the time to feel sorry for ourselves. More empowering is to empathize with others. And that’s what I’m finding everywhere. One colleague shared his stresses of overcoming a heart attack and cancer, which left him “severely immune compromised,” and worrying about his aging parents who are thousands of miles away. “Hard times,” he told me. “But still grateful that they are not as hard…as for so many others. I am actually fortunate, grateful, and blessed.”
    • To the real heroes: In this crisis, one group more than any embodies the spirit of taking control in the most challenging circumstances: our healthcare professionals. Every day, these warriors put their own health and well-being on the line in service of others. As a chief nursing officer told me, “I can’t tell you how many times, both personally and professionally, I’ve assured someone, ‘It’s going to be OK.’” Indeed, everything will be OK.

    As the week comes to an end, I have been reflecting, which brought my thoughts back to Kansas where I grew up. I can remember being in my grandmother’s house on a cold day, and trying to get warm by standing with one foot on either side of the floor register that blew hot air from the furnace. My grandmother was singing her favorite song: “You’ll Never Walk Alone.”

    So appropriate and so timeless:

    When you walk through a storm
    Hold your head up high
    And don’t be afraid of the dark

    At the end of a storm
    There’s a golden sky
    And the sweet silver song of a lark

    Walk on through the wind
    Walk on through the rain
    Though your dreams be tossed and blown

    Walk on, walk on
    With hope in your heart
    And you’ll never walk alone… 

    Author Gary Burnison
    Korn Ferry CEO