Phase 2: COVID 19 Full Site Doing and Being: How the COVID-19 Crisis Has Humanized Leadership

Learn How

Managing During the Crisis

Phase 2: Managing During the Crisis

Keeping the business going while keeping employees safe

Learn How

The adrenaline that fueled the emergency response to the COVID-19 crisis sputtered as Phase Two emerged. The lack of testing ability, short supplies of protective equipment, and genuine fear for everyone’s health and safety were mental and physical drains. Leaders had to manage their own personal stress while motivating their teams to keep going. Additionally, as commerce halted or slowed in some industries, executives had to truly prioritize people over profits, with many focused on preserving jobs. Leaders also had to develop genuine relationships with employees at all levels of the organization. Many CEOs used informal communication channels to connect with workers, creating videos and hosting virtual town hall meetings that were less orchestrated and more natural than they had been previously. Boards of directors also worked closely with the executive team to help guide the company. These deeper relationships required a combination of doing and being from leaders, who had to combine crisis management tools with the emotional and human skills to lead authentically.

Doing and Being

Doing

Being

The actions a leader takes. Making the operating decisions about keeping an organization running, such as hiring and layoffs, workplace safety, finances, and more.

The human side of leadership. The essence of who you are and how you connect with and motivate others.

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Communication is critical

Doing

Doing and Being

Being

Leaders had to be visible without being physically present.

Two CEOs shared how they are connecting with employees more deeply:

Informal messages resonated with a more authentic tone and feel.

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All Eyes and Ears on Communications During the COVID-19 Crisis

The communications leader of a news organization shared how his organization is repurposing external systems internally.

Executives learned to use Zoom, WeChat, WhatsApp, and other platforms.

Companies established regular communications to give employees with critical information without overwhelming them or going dark.

One audit chair said attempted cyber incursions at his company went from 3,000 per day in 2019 to 260,000 per day during the crisis.

260,000

per day

“We are using our systems to host closed radio shows to talk about staffing and how we are keeping operations going, and to allow people to ask questions.”

Doing

Doing and Being

Prioritize employee wellbeing

Doing

Doing and being

Being

Unexpected leaders emerge

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Doing and Being

Being

The crisis was a “stretch challenge” for employees, allowing leaders to identify those who would benefit from additional development for future leadership roles.

Dig Deeper

When People Matter Most

Doing and Being

Recognize and celebrate employees who stepped up with strong leadership.

Doing

Dig Deeper

Voices of Leadership

“Some teams responded really well—they see it as a challenge to work through and learn to do things differently. Others have struggled in the senior leadership team. It’s been an intense assessment center.”

Increase board and management collaboration

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Doing and Being

Being

Develop Rising Stars

“You see people in the team actually step up,” said the head of a chemical company’s China division. “Those are the leaders. You don’t tell them [what to do]; they just step out and get things done.” He is now including these leaders in cross-functional teams that are looking at new ways to work in the post-COVID-19 era.

Directors drew on their leadership skills to coach CEOs who were new to the role, new to leading through a crisis, or both.

Doing and Being

Doing

Being

“History shows that people will stand with brands that stood by them in a crisis.”

Leaders showed genuine care for employees and customers, thinking deeper about what they needed and how to provide it.

Solidarity is More Contagious Than the Virus

“I relied on psychologist support to manage my emotions when I practiced competitive sailing. In sailing, you can fall behind. Times can get very tough with no clear end in sight. But if you manage your emotions, you can make it through. The same psychologist has developed a program for both my team and board to help them through this difficult period.”

Navigating Rough Seas – How CEOs are Preparing for Turbulent Times Ahead

Doing and being

Some companies implemented weekly engagement surveys. Others offered more online professional development tools.

Doing

Deep conversations between directors and CEOs about talent, cash flow, and the sustainability of the company became more frequent.

Read more reopening insights:

Telecom on the Front Lines

COVID-19: Prepare for the Worst-case Scenario

How CEOs are Navigating COVID-19 in the Present and Planning for the Future

Starting a New Job During a Global Pandemic

How leaders and organizations are navigating a new reality

Phase 1

Phase 2

Phase 3

Phase 4

Phase 1

Phase 3

Phase 1

Phase 3

Read all of our Covid-19 insights from leaders across geographies, industries and functions.

Egon Zehnder can help you lead through crises.

Get in Touch

Leaders must also be careful not to marginalize people who are not at their best in these moments.

— Communications leader, Global News Organization

“I like Bollywood, so I sing on a karaoke track and send it out weekly to staff. People write back to me, and I learn so much about them.”

— Global Bank CEO

— Chief marketing officer

— CEO, Non-governmental organization

— CEO, humanitarian organization

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Being

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Next: Doing and being

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Next: Doing and being

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Doing and Being

Phase 1

Phase 2

Phase 3

Phase 4

The Emergency Unfolds

Being and Doing

How the COVID-19 Crisis Has Humanized Leadership

Managing During the Crisis

The Slow Restart

Business Unusual

Being and Doing

How the COVID-19 Crisis Has Humanized Leadership

Phase 1

The Emergency Unfolds

Phase 2

Managing During the Crisis

Phase 4

Business Unusual

Learn more about Egon Zehnder's restructuring expertise.

“We are using our systems to host closed radio shows to talk about staffing and how we are keeping operations going, and to allow people to ask questions.”

— Communications leader, news organization

Regular communications were established to give employees critical information without overwhelming them or going dark.

“I do a weekly Peloton session, and anyone can join me. My humiliation sparks others’ spirits.”

As one communications leader explained the challenge:

“I had my first virtual executive committee meeting last week, and the CEO complained, ‘Damn, I can’t look you in the eyes.’”

How corporate affairs and communications leaders are steering organizations through a pandemic

300

% increase

One global HR leader said his organization saw a 300 percent increase in employees using online learning programs.

Virtual wellness opportunities emerged, from yoga classes via Zoom to flexible schedules.

Dig Deeper

Solidarity is More Contagious Than the Virus

CEOs from the UK and Europe share their challenges, concerns, insights, and actions related to the COVID-19 crisis

“New emerging leaders are showing up, green shoots of opportunity and growth.”

— Chief executive officer

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Voices of Leadership

Dig Deeper

Crisis-Ready Leadership in Hong Kong

Dig Deeper

When People Matter Most

How HR executives have stepped more firmly into leadership roles during the COVID-19 crisis

“I started my interim role six months ago in a crisis, and have had virtual, weekly calls with my board. It has been a lot of work but has assured alignment and also integrated board member perspectives in a constructive way.”

Boards also interacted beyond senior management.

“We want to let them know the board is aware of all the things they are doing to keep the company moving. This goes beyond just top management to those on the front lines—the head of loss prevention, the heads of distribution centers, and others.”

One board chair shared that directors are reaching out to key employees on an individual basis:

— Board chair

“With my company, it’s about coaching the CEO, who is three years into the job, through his first big crisis. I’m helping him to think broadly about it.”

Dig Deeper

Trial by Fire – First-time CEOs During a Pandemic

Dig Deeper

COVID-19: A True Test of Board and CEO Leadership

How boards are handling emergency succession planning, communicating with management and investors, and planning for the future

Phase 3

The Slow Restart

Employers helped their teams—and themselves—focus on their mental health, encouraging daily time off to disconnect from the office.

“I do a weekly Peloton session, and anyone can join me. My humiliation sparks others’ spirits.”

As one communications leader explained the challenge:

“I had my first virtual executive committee meeting last week, and the CEO complained, ‘Damn, I can’t look you in the eyes.’”

How corporate affairs and communications leaders are steering organizations through a pandemic

300%

increase

CEOs from the UK and Europe share their challenges, concerns, insights, and actions related to the COVID-19 crisis

Dig Deeper

Crisis-Ready Leadership in Hong Kong

How HR executives have stepped more firmly into leadership roles during the COVID-19 crisis

— CEO, humanitarian organization

Dig Deeper

Trial by Fire – First-time CEOs During a Pandemic

Dig Deeper

COVID-19: A True Test of Board and CEO Leadership

How boards are handling emergency succession planning, communicating with management and investors, and planning for the future

Doing and Being

Phase 1

The Emergency Unfolds

Phase 1

The Emergency Unfolds

Phase 2

Managing During the Crisis

Phase 2

Managing During the Crisis

Phase 3

The Slow Restart

Phase 3

The Slow Restart

Phase 4

Business Unusual

Phase 4

Business Unusual

Doing and Being

Phase 1: The Emergency Unfolds

Phase 2: Managing During the Crisis

Phase 3: The Slow Restart

Phase 4: Business Unusual

Content Lead: Jennifer Reingold, Cheryl Soltis Martel | Digital Project Leads: Luke Sherwin, Kelsey McGillis | Communication Strategy: Stacy Drumtra