Five or so months since the first cases of COVID-19 began to appear and over two months of stay at home orders and social distancing, we find ourselves entering the next stage of this pandemic. As governments begin to ease social restrictions and reopen sectors of the economy (some more cautiously than others), I cannot help but feel as though we are venturing into the unknown. The future holds more adversity and uncertainty, that much is known; but, it is up to this current generation of leaders to set a new course for society in the 2020’s and beyond – what path will we choose? I hope this week’s resources provide some insight.
All the best,
Shift Your Mindset
When faced with a crisis, we can either believe we are powerless in the face of change or adopt what political strategist Tom Rivett-Carnac calls “Stubborn Optimism”. Embedded with resilience and grit, stubborn optimism can provide the drive to build and sustain a regenerative future – which is exactly what we need in these times.
How To Reopen
Reopening a country or a business is not a simple or straightforward endeavor (despite what some business leaders and politicians seem to believe). That is why the Freakonomics podcast talked to politicians, outbreak experts, economists, and more to explore all facets of the confusing and difficult process we are all facing.
The Next Normal
As we have explored in previous newsletters, the reopening of life and the economy will not bring a return to normal, not at least as we previously knew it. We will have to establish a new normal, or ‘next normal’ as McKinsey & Company calls it – check out their most recent article which takes us beyond thinking about the next normal and provides 7 concrete steps to begin to implement it.
While it seems certain that the direct health concerns caused by the COVID-19 pandemic will eventually stabilize to manageable levels, the long-term social and economic impacts will be deep and long lasting. This week The Economist explores how COVID-19 will change the world. Understanding these changes will be imperative in developing new goals and objectives.
As tragic as the COVID-19 outbreak has been, it has also provided us with a ‘natural experiment’ on how decisions made in times of crisis extrapolate outwardly. This week, Harvard Business Review explores some examples of how good leadership can overcome institutional inertia and establish a new path forward – something we can all learn from.