Leadership during the Coronavirus

Advice on leadership, communication and action during the coronavirus outbreak. Critical resources for TVB members on advising advertisers available here.



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.
Based on SpenceStuart’s research and interviews, they encourage leaders to take a step back, embrace authenticity and agility, and consider this crisis as not only a time for big goals and aligning with your organization’s purpose, but also as a time to embrace your own creative and tactical mechanisms to help your employees get to the core of what needs to be done.
While it may seem odd to think about employee retention during this crisis, there’s never been a more important time to focus on how you are supporting your employees—and the future of your business.
The coronavirus is rattling markets and whipping communities into a frenzy. In times like these, it’s important for leaders to stay cool under pressure, make the right decisions for all stakeholders, and then execute those decisions effectively.
Applying techniques we gain from others, coupled with our own inner resolve, will enable us to manage stress more effectively and, in turn, lead more capably and humanely.
Public relations and advertising professionals will play a key role in supporting consumers in the short-term, while also building long-term customer relationships that will last well beyond the present emergency.
If companies are to survive the coronavirus, corporate boards need to exercise collaborative, proactive leadership.
The crisis will past, of course, but our experience of it and our success in solving it depends on how we respond to it and manage the fear.
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