With COVID-19 affecting our ability to hold board meetings face to face, many organisations are holding their board and senior leadership team meetings virtually. The shift to virtual environments is now the new normal, but how can companies and their boards successfully navigate the waters of online meetings to maintain performance and ensure effective decision-making at a distance – while preserving good governance?
During a pandemic crisis, the safety, health and wellbeing of people remains paramount. Leaders of companies will have to balance this, whilst being accountable in ensuring business continuity and performance. The COVID-19 impact to the workforce provides a defining leadership moment for business leaders, especially for Chief Human Capital Officers to take practical actions to sustain workforce resiliency and safeguard the business for now and the future.
2020 has so far been a year of great challenge and disruption. The implications of this leadership, work and learning have been rapid and are continuing.
Having built businesses through multiple economic crises, natural disasters, restrictive and changing policies and regulations, and bouncing back from a life-threatening accident, Azran shares his experiences of harnessing resilience and curiosity to lead teams during turbulence and volatility.
We are experiencing unprecedented changes in our world. Free movement has stopped. Airports are empty. Countries are on lockdown. The coronavirus outbreak has already had an enormous impact on businesses. To use the words of the former Unilever CEO: “Companies, small and large, are at risk as the global economy has hit the pause button.”