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Commentary
How To Lead Through A Pandemic
These are times that none of us have seen before.
Amid the radical uncertainty of the coronavirus pandemic, fear has reared its ugly head medically, economically, politically and socially. We all want to know when life will return to “normal” even if it is a different normal than what we have previously experienced.
Many companies are publishing ads or issuing CEO messages that say: “We are in this together.” But perhaps a more important message to convey is, “I’m here for you.”
The point may seem trivial but it reflects an important distinction. We each should do our best to keep our relationships reliable and predictable, to be someone on whom others can count during the incredible uncertainty and anxiety we all are experiencing.
To get through this, professionally and personally, here are a few suggestions for things we should do and some we shouldn’t do.
First, we have to acknowledge how complicated the problem is. Dr. Anthony Fauci tells us, “The virus will give us the answers.” But we have to be patient – there is still so much we don’t know: Will contracting the disease provide immunity? When will a vaccine be widely available? How fast will the virus mutate? Other questions depend on the answers to the medical questions. Will government assistance be sustainable? What will happen to inflation? How will we educate our children?
Many companies are publishing ads or issuing CEO messages that say: “We are in this together.” But perhaps a more important message to convey is, “I’m here for you.”
The things we know and the things we don’t will become more apparent with the passage of time. We must be honest about this — especially when communicating with those who depend on us for advice and leadership. We must be willing to explain why we don’t have the answers people are looking for. Credibility is a critical commodity in a crisis, and it must not be wasted.
We don’t yet have the data to answer most coronavirus questions with certainty. We won’t know for five years, for example, if immunity lasts five years. We can’t understand mutation without history. No one knows what level of risk society is willing to bear to reopen the economy. No one can predict with any certainty how shopping patterns and consumer tastes will change. No one can be sure when people will feel safe enough to travel so that the hotels, airlines, restaurants and ski resorts will become economically viable again.
Now is not the time to make long-term bets. In budgeting for operations, for example, lots of effort is wasted by thinking that we can project with any accuracy the timing for getting the answers to the important questions we face. Complete confidence about the future has never been possible. Process planning and scenario planning make more sense than fixed projections because they focus on answerable questions. What is required to remain solvent per month? What start-up costs will be required to return to “normal?” What can we afford?
On an individual basis, there are things we can do to mitigate the volatility in our current environment. The first imperative is to resist the temptation, which radical uncertainty exacerbates, to panic. While hoarding paper products may seem like a “safe” option for us, it is likely an overreaction.
The second imperative is not to overestimate your knowledge. Factor the possibility of “unknowables” into your decision-making, but at the same time, do not wait for perfect information to make decisions. Paralysis is as bad as overconfidence. Remember French philosopher Henri-Louis Bergson’s injunction: “Think like a man of action, act like a man of thought.”
“How do I spend my time and my money?” is a question that requires rethinking during a time of crisis. Thus, the third thing to do is to be more reflective about our routine activities. These days, we need to plan more carefully because small decisions can have dire consequences for ourselves and for others. Consider the newly stressful task of grocery shopping. Should I order groceries online for home delivery or go to the store? If I do venture out, which store and when? We have to consider how our actions and communications can help overcome the effects on our critical relationships during social distancing. Many of us also are eager to help address the urgent needs and deep-rooted problems presented by coronavirus – both personally (financial donations, hands-on volunteering) and professionally (commitment of company resources) – but we also need to consider what we can realistically and meaningfully do.
The challenge during times of radical uncertainty is to find a pragmatic middle ground between acting thoughtlessly and not acting at all.
Another “should do” in these trying times is to cultivate empathy. Understanding our impact on others is not the same as agreeing with them or even being sympathetic. Empathy involves considering a serious question: “How can I act without increasing the uncertainty in the lives of others?” Wearing a mask won’t guarantee your safety but it will make the people that you encounter less nervous and may even reduce the spread of infection. Visiting your elderly parents in-person may increase your sense of comfort but are you helping or endangering others to reduce your own uncertainty?
The challenge during times of radical uncertainty is to find a pragmatic middle ground between acting thoughtlessly and not acting at all. Hopefully, the suggestions offered here will increase the predictability of our actions and those of others, and help all of us to navigate the coronavirus crisis by conveying to employees, colleagues, friends and family, “I’m here for you.”
Howard Stevenson is Sarofim-Rock professor emeritus of Harvard Business School (HBS) where his 40-year career included the establishment of the entrepreneurial management unit and numerous leadership positions. He is actively engaged in investment management and serves on several nonprofit boards — including WBUR's. Eugene B. Kogan is a research associate at HBS and a Visiting Scholar at Harvard Law School. He is a negotiation strategist and coach with expertise enabling and educating senior executives globally to achieve outcomes in high-stress, high-impact and high-stakes environments. Shirley Spence is a writer, educator and former partner at Oliver Wyman. Her career has spanned the public, nonprofit and private sectors. She has co-authored several books and, during her 12 years as a research associate and project director at HBS, has written more than 50 cases and related materials.