The COVID-19 pandemic is transforming how we work – and live. More than ever, it is important that we come together to help and to support each other.
We’ve put together a collection of resources that you may find helpful when leading and through crisis and uncertain times.
Crises are most often over-managed and under-led. The best leaders navigate rough waters deftly, saving lives, energizing organizations, and inspiring communities.
Six resources for preparing for change–particularly change that is ever in flux and unknowable at the same time.
Adil Najam, dean of the Frederick S. Pardee School of Global Studies at Boston University and a scholar of international negotiation, outlines strategies leaders can use to make decision and negociate during times of crisis.
During times of crisis — such as those we are living through now — the tendency to get stuck on negative thoughts is exacerbated, and the mind can become even more hooked by obsessive thinking, as well as feelings of fear and helplessness. Here’s how you can get unstuck and build your resilience.
Eric J. McNulty, associate director of the National Preparedness Leadership Initiative, a joint program of Harvard’s T.H. Chan School of Public Health and Kennedy School of Government, discusses how to leaders can help foster high performance by their teams and enterprise during crisis.
Why it is important for leaders to create an environment of certainty during uncertain times, and five things leaders can do to cultivate an environment of certainty.
The companies and employees at ground zero of the COVID-19 outbreak provide insight into what works in a time of crisis — and what doesn’t.
Communicating Through the Coronavirus Crisis
Paul Argenti, Professor of Corporate Communication at the Tuck School of Business at Dartmouth College, discusses why it is important to for leaders to communicate early and often with constituents.
Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, shares why instead of hiding bad news in times of crisis, leaders should speak up early and truthfully.
Tactical tips for staying connected and remaining supportive of your team, even when you’re not in the same location.
Leading Remote Teams | Virtual Meetings
Andy Molinsky, Professor of Organizational Behavior at the Brandeis International Business School, offers tips for embracing virtual meetings and making the most of a format you might not yet be comfortable with.
Liz Fosslien and Mollie West-Duffy, authors of the book No Hard Feelings: The Secret Power of Embracing Emotions at Work, provide practical steps managers and colleagues can take to make their remote employees feel valuable and ingrained in company culture.
Research-based steps that managers can take without great effort to improve the engagement and productivity of remote employees
Research-backed strategies that will improve communication in virtual teams.
How to Get People to Actually Participate in Virtual Meetings
How to avoid “I’m not sure I followed you” which might as well mean: “I was shampooing my cat and didn’t realize I would be called on” and instead keep people’s attention.
Drawing on neuroscience research, David Rock shares how to make virtual meetings effective.
When uncertainty increases, top performers stay ahead by knowing where to look for warning signs and how to explore their environment.
While we continue to grasp the scale of this pandemic, the new challenges we face point to more permanent changes we must make in our lives and how we do business.