“It’s a trying and challenging time,” Tina Veon, creative services director at KDKA added. “We’ve all had to maneuver our way around obstacles that a quarantine presents. However, this is also a time to innovate, think outside the box, and that’s exciting. I think what’s most important is to be open to roll with the changes, understand what viewers are feeling and act quickly.”

Political is bolstering a comeback for TV advertising, but as COVID-19’s uncertainties continue to loom, Fox Television Stations CEO Jack Abernethy says managing in a climate of fear continues to be challenging.

In this new era of remote work, your company’s values are more important than ever. Ensure they are practiced by all employees, not just when times are good but, especially, in times like these, fraught with uncertainty. Your company’s future depends on it.

The world has changed drastically over the last few months, but one thing remains certain: People are at the heart of everything we do. With that in mind, companies should deepen their commitment to their associates and shown them support through COVID-19.

One is struck by how important leadership is during these times. Group heads set the tone and define the values of their companies, but only local leaders set the vision for their stations. No company, no matter how good, can overcome visionless local leadership.

Linda Yaccarino, the chairman for advertising and partnerships at NBCUniversal, is calling for “radical transformation” of the marketing business in the face of cultural change around racism and the impact of COVID-19 on the economy.

There is a difference between caring deeply and moving recklessly, between facing up to dire problems and taking unwise risks. Amidst this big crisis, leaders should give themselves permission to focus on the power of small wins.

Crises demand quick, decisive reactions from business leaders, but the future can’t be put out of mind. Successful recoveries require a through-cycle mindset—that is, a long-term vision for and commitment to growth, backed by a proactive stance on achieving it.

What can we do to not just survive, but thrive in the next eighteen months? It’s focused, short term planning based on building the best next eighteen months possible assuming we’re going to be in a period of massive disruption for some time.

Emily Barr, president and CEO of Graham Media Group, is holding the line against layoffs, furloughs or salary cuts, but still sees a rocky second quarter unfolding. She says being communicative and honest with employees has been the most essential part of managing through an unprecedented crisis.