A crisis is not a good time for change. Or is it? In times of crisis, leaders often aim to restore stability as quickly as possible. This is understandable. However, a crisis can also be used as a starting point to deeply explore new ideas and approaches that may be more effective and sustainable in the long run.
“The only thing we know about the future is that we do not know the future.” What implications does that have for leadership and the structures of our organizations, particularly amid rapidly moving crisis? How does this change the relationship between leaders, followers, and the public at large?
As we deal with the devastating impacts of the COVID-19 pandemic and its disproportionate impact on women, minorities and the poor, much has been written about the effectiveness of the leadership traits exhibited by women. What has been different in women’s leadership?
Fifty years ago, Milton Friedman asserted that the social responsibility of business was only to increase its profits, within the law. This mantra, with its focus on the short term, gained a strong hold on much of business practice and continues to guide leadership decision-making in response to COVID-19.