NEW YORK (May 13, 2020) — As the nation begins implementing plans to reopen, Logos Consulting Group will continue practicing social distancing while also providing the personal touch our clients expect.
“Connecting closely with clients is and always will be our highest priority, in whatever form that takes,” said Helio Fred Garcia, president of Logos Consulting Group. “These are some of the hardest times for many leaders and organizations, which is why it is more important than ever before for us to be available.”
Logos Consulting Group helps leaders and their organizations manage choices when stakes are high, communicate effectively when trust is on the line, and strengthen leadership skills to inspire action.
“We have been advising institutions and their leaders directly in the midst of COVID-19,” added Garcia. “Right now, we’re providing immediate counsel to clients in both our crisis management and crisis communication practice, as well as virtual coaching for multiple leadership levels and designated spokespeople.”
Logos Consulting Group has also been studying trends on leadership in COVID-19 and has written and spoken extensively about these findings. Logos associates have spoken publicly at a variety of webinars, virtual conferences, and coaching sessions including the Defense Innovation Network, Public Relations Society of America, Professional Speechwriters Association/Executive Communication Council, and others to include events for our clients. Topics have included best practices in communication during COVID-19, maintaining powerful presence in a remote environment, effective social media messaging, and more.
“This is not the end of the crisis, it is the end of the beginning,” said Garcia. “We are not slowing down, and if anything, we are making ourselves more available than ever before by guiding our clients through this crisis.”
To explore how Logos Consulting Group can help you, contact us via email here or via our website here.
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Crises reveal what organizations value. Whether a business demonstrates corporate responsibility during the COVID-19 pandemic, or fails to do so, can determine if the company and its leaders emerge from this crisis with the trust and confidence of their stakeholders intact.
Definitions of corporate responsibility have evolved from an exclusive focus on shareholder returns, to the acknowledgment by businesses of a much broader group of corporate stakeholders and range of responsibilities. Acting responsibly today means more than legal compliance and goes beyond corporate philanthropy.
At its core, corporate responsibility means meeting stakeholder expectations for responsible conduct. Meeting both the financial and non-financial expectations of its investors, customers, employees, business partners, suppliers, regulators, and the communities where it operates, helps a company to manage risk, protect its reputation, attract and retain employees, grow its markets, and sustain its financial performance.
Demonstrating corporate responsibility is a key challenge for business leaders in the best of times. As my colleague Helio Fred Garcia observes, the COVID-19 crisis comprises simultaneous crises (public health, business, economic, information, governance, social, mental health) of unprecedented scope that require a multi-dimensional leadership response. 
Unprecedented in its scope, the COVID-19 pandemic is an opportunity for companies and their leaders to live their values by acting responsibly.
When navigating next steps during the pandemic, business leaders should keep in mind key principles for demonstrating corporate responsibility.
Understand the potential impacts of your crisis response.
Responsible organizations understand the potential impacts of their actions and take steps to “do no harm.” Business leaders determining how to respond to the pandemic need to assess the potential impacts on all company stakeholders.
Well-managed organizations plan for foreseeable crises. Companies that engage in meaningful crisis planning likely had a standby pandemic crisis plan they could draw upon as they began to address COVID-19. Effective crisis management plans identify potentially affected stakeholders and catalogue relevant corporate policies for high priority scenarios. A global manufacturer’s pandemic planning, for example, would have considered the business impact of supply chain interruptions, triggers to suspend executive travel, and criteria for allowing employees to work remotely.
When evaluating next steps, companies should seek to “do no harm” by preventing or mitigating harmful impacts.
Companies without a pandemic crisis plan in place can still identify potential impacts to guide their response. Enterprise-wide impact mapping and assessment can help an organization prioritize next steps. By applying a human rights impact lens to its operations and stakeholders,  a hospital system, for example, might prioritize securing adequate personal protective equipment to ensure the health and safety of its healthcare workers; expanding diagnostic testing among vulnerable communities to ensure nondiscrimination in patient access to healthcare, and communicating information about the virus and medical capacity to ensure public access to reliable and timely information.
When evaluating next steps, companies should seek to “do no harm” by preventing or mitigating harmful impacts. Apparel companies that have cancelled supplier contracts for goods during the pandemic face criticism for triggering layoffs of the factory workers worldwide that make their products, often among the groups most vulnerable to COVID-19. A quick stakeholder impact assessment would have flagged the risk of harming supply chain workers. Responsible international brands have sought to protect workers by honoring their supplier contracts during the pandemic.
Similarly, companies that provide paid sick leave are protecting the health of employees, customers and the general public alike. When the California-based retailer Patagonia voluntarily closed its stores nationwide while continuing to pay its employees, its CEO and President, Rose Marcario stated, “It’s everyone’s responsibility to help stop the spread of this virus.”
“It’s everyone’s responsibility to help stop the spread of this virus.”
− Rose Marcario, CEO and President, Patagonia Inc.
Anticipate changing stakeholder expectations.
Meeting stakeholder expectations demonstrates corporate responsibility and earns the trust of those who matter most to your business. All stakeholders expect a responsible organization to care about the multiple dimensions of the COVID-19 crisis and to take appropriate action.
What stakeholders expect a responsible company to do will change. The current pandemic is a dynamic situation that calls for decision-makers to adapt policies to new information. Responsible companies meet stakeholders where they are and adjust accordingly.
Customers, for example, expect essential businesses that remain open (or that reopen) to follow public health guidelines, to protect their employees, and to protect vulnerable community members. Obeying the law is the just the starting point.
On my first trip to the grocery store after a statewide “stay-at-home” order had been issued, the store had placed limits on the number of scarce items that customers could buy, like cleaning products and milk. Employees were working hard to keep shelves stocked. Two weeks later, consistent with evolving public health guidance, the store was limiting the number of customers allowed inside at once, plexiglass shields had been placed between checkout workers and customer payment stations, and all store employees wore gloves and masks. The grocery chain had also adopted an industry-wide practice reserving its opening hour for elderly customers. On my most recent shopping trip, the store had instituted “one-way” aisles to ensure physical distancing and all customers were required to wear face coverings.
Some of these measures were mandated; some were voluntary. All track what the store’s customers, employees, and community would expect a responsible grocery store to do under the circumstances based on available information.
Conversely, companies that act contrary to stakeholder expectations for responsible conduct, even if the actions are legal and contribute to the bottom line, risk losing the trust of customers, investors, and regulators. Large public corporations that secured millions of dollars of loans under the Paycheck Protection Program intended for small businesses, for example, have endured substantial public criticism prompting some companies to return the funds. The angry reaction should not have been a surprise for corporate leaders paying attention to stakeholder expectations.
Philanthropy is not a substitute for responsibility.
Stakeholders expect responsible companies with the resources to do so, to give money and to tap their expertise during a crisis. Many businesses, large and small, have responded to the pandemic by providing financial or in-kind support to healthcare workers, to small businesses, and to international and community organizations addressing the impacts of COVID-19 on vulnerable populations.
Google has pledged more than $800 million to support small businesses, health organizations and governments, and health workers on the frontline of the global pandemic. The company’s contribution includes $250 million in advertising credits to help the World Health Organization and more than 100 government agencies disseminate information on how to prevent the spread of COVID-19. Citigroup is donating a total of $15 million to the United Nations Foundation and World Health Organization’s COVID-19 Solidarity Response Fund, to No Kid Hungry to support emergency food-distribution programs in the United States, and to international efforts in countries that are severely affected by the pandemic. The British and Dutch consumer goods multinational Unilever is contributing €100 million through donations of soap, sanitizer, bleach and food, including adapting its manufacturing lines to produce sanitizer for use in hospitals.
All of these efforts are welcome.
Philanthropy, however, does not excuse a company from acting responsibly elsewhere in its operations.
Amazon faces intense criticism for failing to adequately protect its employees from the outset of the pandemic; resisting paid sick time, hazard pay, and health benefits for part-time employees; and retaliating against a warehouse worker who protested working conditions. Since then, Amazon has enhanced its health and safety practices, hired 175,000 additional employees, and donated thousands of laptops to Seattle public school students, among other efforts. CEO and Founder Jeff Bezos announced a $100 million gift to Feeding America. The company’s philanthropic responses alone, however, are proving insufficient to meet stakeholder expectations for responsible conduct. Employees continue to protest Amazon’s working conditions and policies, and regulators have launched investigations into the company’s labor practices.
McDonald’s Corporation has donated over $3 million in food to support local communities during the COVID-19 pandemic; yet, more than half a million McDonald’s workers without access to paid sick leave are serving food nationwide.
Leading companies act and give responsibly.
Business leaders are called to act when government fails to do so.
The COVID-19 pandemic has triggered a crisis of government capacity and leadership. Corporate responsibility today means filling these governance gaps.
Business leaders should be prepared to address the governmental pandemic response by speaking out against harmful policies and advocating for responsible solutions.
Responsible companies in the United States are meeting public needs that the federal government has failed to address. Companies in many different sectors are stepping in to manufacture, purchase, and distribute personal protective equipment; to accelerate production of diagnostic tests and medical equipment like ventilators; and to disseminate accurate data on the virus and its spread. Microsoft voluntarily told its employees to work from home in support of local health authorities’ efforts to communicate the urgency of the looming pandemic in Seattle. Apple and Google are partnering to develop contact tracing technology to help governments and health agencies reduce the spread of the virus.
Stakeholders increasingly expect corporate leaders to speak out on public policy issues,  such as gun violence and immigration policy,  when government fails to act or causes harm. COVID-19 is accelerating this trend. In his annual letter to CEOs, Larry Fink, the chairman and CEO of BlackRock, the world’s largest asset manager, noted last year that “stakeholders are pushing companies to wade into sensitive social and political issues — especially as they see governments failing to do so effectively.” Fink called on CEOs to demonstrate leadership and corporate commitment to “to the countries, regions, and communities where they operate, particularly on issues central to the world’s future prosperity.” No issue meets these criteria right now more than the multi-dimensional COVID-19 crisis.
CEOs that understand and anticipate the potential impacts on of all of their company’s stakeholders are not rushing to reopen.
Business leaders should be prepared to address the governmental pandemic response by speaking out against harmful policies and advocating for responsible solutions. Consumer product brands have had to correct inaccurate information about disinfectants. Many businesses in the United States must now decide whether to reopen against data-driven public health guidance. CEOs that understand and anticipate the potential impacts on of all of their company’s stakeholders are not rushing to reopen.
Unprecedented in its scope, the COVID-19 pandemic presents a unique opportunity for companies and their leaders to live their values by acting responsibly.
Logos Senior Advisor Anthony Ewing counsels executives on corporate responsibility and works with clients to establish and strengthen crisis management programs. He teaches a graduate seminar on corporate responsibility at Columbia Law School.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/05/Demonstrating-Corporate-Responsibility-During-a-Pandemic-covid19-anthony-ewing.jpg?fit=2400%2C1350&ssl=113502400Anthony Ewinghttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngAnthony Ewing2020-05-11 12:32:212021-09-03 20:23:18Demonstrating Corporate Responsibility During a Pandemic
“When you do the common things in life in an uncommon way, you will command the attention of the world.”
~ George Washington Carver
So: You’re wearing a mask and keeping a socially responsible distance. You’re staying safe but taking long daily walks in the nearly empty streets of New York City to keep yourself healthy and sane. You peer into the dark, empty storefronts as you stroll along. You arrive at the place you always found familiar and comforting; it now looks abandoned and forbidding. There is no human to greet you, only a few words on a single page attached to the front door. Almost every door on every street has a similar sign.
As the days of shutdown have dragged on, I’ve become intrigued by these signs, snapping pictures of at least 100 of them. I’ve read the words again and again. They are breathtaking in their sameness, leading me to the question: How much difference can a few words on a simple sign possibly make?
Businesses reopening in the aftermath of the current crisis may soon find out.
Sometimes the message on the door is just one word – “Closed.” Not terribly helpful, is it? That feels more like the end of a relationship than a reassurance that you and your spot will be reunited in the future.
While heavily trafficked commercial chains may have a following who look for convenience alone, a cozy neighborhood haunt cannot exist without building an emotional bond – appreciation, affection, even love – with its customers. When that business closes indefinitely, or its hours are suddenly and severely curtailed, anxious customers need to see words of gratitude, emotion, and empathy: “We thank you.” “We appreciate you.” “We miss you.” “We understand what you are going through because we are going through it, too.”
Empathy should start right there at the front door.
Surprisingly, even in these difficult times, when those words of connectivity matter most, when customers expect to find love letters from deeply grateful owners, they find crisis boilerplate instead, often written in haste, dashed off as a formality and perhaps copied from a neighboring establishment. Even worse, sometimes, the desired words do not appear at all.
That strategically placed sheet of paper – occasionally drafted with the assistance of a lawyer or a communications professional – may be instructive but it’s not terribly personal. Or authentic. Or meaningful.
That kind of corporate jargon often makes me stop reading – I imagine you know the phrases: “our top priority,” “we are closely monitoring,” “we are committed to …” But owners use them because they know they need to communicate quickly with customers coming to the door, and they want the message to sound official. Professional communicators reading this will understand that the sign on the door is a kind of stand-by statement to let the entire world, including those critical customers, know what is going on in that moment and what they can expect while the crisis – and temporary closure – continues.
ACKNOWLEDGMENT – a statement of awareness that something has happened.
EMPATHY – an expression of empathy or sympathy to those who are hurting or inconvenienced – and in COVID-19 times, everyone is hurting and inconvenienced.
VALUES – a declaration of the business’ values – including how much that business values those customers.
APPROACH – a summary of the actions the business is taking in the wake of the crisis.
COMMITMENT – a statement that sets future expectations, i.e., “We will keep you up-to-date as we hear any important news and will let you know when we can reopen. We will be here for you online even while we are closed.”
In all fairness, I’m sure these independent owners also mean to communicate how much they love and miss their customers. But their words – crafted out of necessity and in great haste from a template – don’t quite resonate. They don’t quite say: We are closed, but we miss you and are still there for you.
Contrast those signs with recent updates that a certain coffee company has posted on Instagram – the digital front door for many contemporary consumers. Note the likes and comments.
So, for owners of shuttered businesses – small or large, mighty or nimble – here are two important questions you should ask yourself:
1. How can you communicate your message in conversational human language, rather than boilerplate jargon? You’re dealing with ordinary humans. Why not sound like one?
2. How can you include a message of gratitude at the very top of the page? Owners should express their sincere thanks to the customer who has arrived at the door in the first sentence or two. What would happen if the language of the sign started there? Only good things, I promise you.
Here are some signs that hit the mark beautifully. Which ones do you like best?
One last thought: many of the signs that I see on the doors have been left there unchanged for weeks.
Dear shop owners— It’s not too late to change that sign!
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/04/Dispatches-in-the-Time-of-COVID-19-Leave-Your-Empathy-at-the-Door-covid19-barbaragreen.png?fit=950%2C868&ssl=1868950Barbara Greenehttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngBarbara Greene2020-05-01 12:23:162021-09-03 20:23:36Dispatches in the Time of COVID-19: Leave Your Empathy at the Door
Almost exactly a month ago, I raised the alarm about the increase in incivility against Asians and Asian Americans, provoked in part by President Trump’s use of “China Virus” or “Chinese Virus” to describe COVID-19. The FBI has since warned that a wave of hate crimes against people perceived to be Asian or Asian-American is under way.
Now, this incivility has turned towards our healthcare workers and government officials.
It began nearly two weeks ago, as people began protesting outside of government buildings demanding that states reopen. Resentment has been building about stay-at-home orders since early March, encouraged by conservative media and some government officials – including President Trump.
On April 16, Trump announced new guidelines from his administration on how states should lift stay-in-place orders to restart the economy, titled “Opening Up America Again.”
“Based on the latest data, our team of experts now agrees that we can begin the next front in our war, which we’re calling, “Opening Up America Again.” And that’s what we’re doing: We’re opening up our country. And we have to do that. America wants to be open, and Americans want to be open. As I have said for some time now, a national shutdown is not a sustainable long-term solution. To preserve the health of our citizens, we must also preserve the health and functioning of our economy.”
The guidelines outline a phased process that governors would lead based on their specific circumstances. This came days after Trump claimed he had “ultimate authority” to reopen states, as governors across the east and west coasts vowed to not reopen their states until the pandemic subsides.
The next day, Trump flipped his script. Several small protests had popped up across the country against the stay-at-home orders. That morning, Fox News aired a segment about a group called “Liberate Minnesota,” which planned to protest the state’s stay-at-home order outside of the governor’s house.
Minutes later, Trump tweeted,
“LIBERATE MINNESOTA!” followed by “LIBERATE MICHIGAN!” and “LIBERATE VIRGINA, and save your great 2nd amendment. It is under siege!”
This apparent endorsement of the protests, in direct violation of public health guidelines issued by Trump’s own administration, was seen by some as a signal. Far-right extremists believed Trump’s tweets were a call for armed conflict, an event referred to as “the boogaloo.” The term “Boogaloo,” shorthand for “Civil War 2: Electric Boogaloo,” had been documented in February of this year as a new and growing movement of far-right extremists calling for a new Civil War. Hours after the president’s “Liberate” tweets, more than 1,000 tweets were posted using the term “Boogaloo.”
And, in fact, the 2nd Amendment was not under attack by any governmental or political leader. But protesters took the cue and began showing up in public heavily armed, including with semi-automatic assault weapons.
Washington State Governor Jay Inslee immediately recognized the threat posed by Trump’s tweets:
“The president’s statements this morning encourage illegal and dangerous acts. He is putting millions of people in danger of contracting COVID-19. His unhinged rantings and calls for people to “liberate” states could also lead to violence. We’ve seen it before.”
“The president is fomenting domestic rebellion and spreading lies even while his own administration says the virus is real and is deadly, and that we have a long way to go before restrictions can be lifted.”
Over the next several days, anti-lockdown protests spread across the country, with large crowds gathering outside of government buildings and governors’ homes, many without wearing masks and bearing homemade signs such as “COVID-19 is a lie” and “Social distancing = communism.” Many protestors wore MAGA hats. Some protestors carried weapons, flew Nazi and confederate flags, and shouted phrases typically heard during Trump rallies.
Attacking Healthcare Heroes
And then the vitriol turned to healthcare workers. As the anti-lockdown protests continued, healthcare workers began counter-protesting on their days off across the country, appearing in scrubs and masks in defiance of those claiming the virus isn’t real. Anti-lockdown protestors began harassing these healthcare workers, shouting insults like “shame”, “traitors”, and “fake nurses.”
Lauren Leander, an ICU nurse in Arizona, described her interactions with protestors as she and her colleagues stood silently in scrubs and masks at an anti-quarantine protest in Phoenix:
“It was heated, people were very fired up about what they had to say… A lot of the top comments we got were about us being fake nurses, there was a huge majority of them that still believe this virus is fake, that it’s a hoax and not real at all. They were convinced that we’re fake nurses and that’s why we weren’t talking.”
Even politicians have propagated this language, questioning the legitimacy of the health workers. Who were counter-protesting. Former Arizona state senator, Dr. Kelli Ward, tweeted on April 21,
“EVEN IF these “spontaneously” appearing ppl at protests against govt overreach (sporting the same outfits, postures, & facial expressions) ARE involved in healthcare – when they appeared at rallies, they were actors playing parts. #Propaganda #FakeOutrage”.
Meanwhile, Trump continued passively supporting the protests.
In Words on Fire I document a pattern Trump uses when asked to denounce people who commit or threaten violence in the wake of Trump’s rhetoric. Trump’s response typically includes some or all the four elements below.
Deflect. He does this in several ways. He ignores the call to denounce. He changes the subject. He professes ignorance about the event. He characterizes the event differently. Sometimes he expresses sympathy for victims while not addressing the event that caused them to be become victims.
Diminish. If pressed he diminishes the significance of the event or attempts to create equivalence between the event and more benign topics.
Denounce. After an interval, sometimes of hours, but often of days, Trump issues a written denunciation or reads a statement denouncing the event or person, often in a tone of rote recitation.
Revert. Not long after the denunciation, Trump reverts to his earlier language and behavior, as if his denunciation never happened. This is a constant; it happens after every denunciation.
On April 20, President Trump was asked specifically about whether he was worried that his words may incite violence. It led to this exchange:
Q You know, these — you referred to these protests earlier. You know, some of them are getting pretty intense and were actually getting some death threats to some governors who are reluctant to reopen.
He went to Step 1, Deflect:
THE PRESIDENT: You are, in the media?
Q No, the governors are getting death threats. You know, governors of Kentucky, Michigan, Virginia. They’re getting increased level of death threats. And are you concerned that your talk about liberation and the Second Amendment and all this stuff —
THE PRESIDENT: No. No, no.
Q — are you inciting violence among a few people who are (inaudible)?
THE PRESIDENT: I’ve seen the people. I’ve seen interviews of the people. These are great people. Look, they want to get — they call it “cabin fever.” You’ve heard the term. They’ve got cabin fever. They want to get back. They want their life back. Their life was taken away from them…
Q Are worried about violence though? I mean, some of them (inaudible) threats at them.
He then went to Step 2: Diminish:
THE PRESIDENT: I am not. No, I’m not. I think these people are — I’ve never seen so many American flags. I mean, I’m seeing the same thing that you’re seeing. I don’t see it any differently.
Q There are Nazi flags out there too.
THE PRESIDENT: They are who?
Q Nazis flags.
THE PRESIDENT: Well, that I totally would say, “No way.” But I’ve seen — I didn’t see that. I see all — of course, I’m sure the news plays that up. I’ve seen American flags all over the place. I have never seen so many American flags at a rally as I have at these rallies. These people love our country. They want to get back to work.
He has yet to denounce the protestors, despite the fact that the majority of Americans are more concerned about states reopening too quickly than restarting the economy. Why is that?
Trump has played to this base before, since the very beginning of his first presidential campaign. He has frequently used language recognized by white supremacists and white nationalists.
And although Trump may not directly share their views, we know he is not averse to working with people who share the ideology of the protestors.
And he surrounds himself with people who are similarly-disposed.
On April 23, reports came out the Trump’s newly appointed Assistant Secretary for Public Affairs at the Department of Health and Human Services, Michael Caputo, had deleted more than a thousand tweets, including tweets from March that included racists and derogatory comments about Chinese people, the very rhetoric that caused the wave of hate crimes the FBI warned about.
Caputo’s tweets also claimed that Democrats were rooting for the virus to kill thousands of people, and conspiracy theories about how the virus was a hoax to hurt Trump.
This man will now be the chief spokesman for America’s healthcare infrastructure.
We’ve seen the effects of Trump’s incendiary rhetoric before. We know the predictable consequences of that rhetoric. If Trump continues to use language that encourages people to violence, eventually someone will answer his call.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/04/Trumps-Liberate-Tweet-Puts-Lives-At-Risk-guest-helio.jpeg?fit=1801%2C1867&ssl=118671801Helio Fred Garciahttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngHelio Fred Garcia2020-04-28 09:44:492021-09-17 10:22:31GUEST COLUMN: Trump’s Liberate Tweet Puts Lives At Risk
New York, NY (April 23, 2020) – The Chinese-language edition of The Agony of Decision: Mental Readiness and Leadership in a Crisis by Helio Fred Garcia, was named one of the “Eight Must-Read Books in the Next Ten Years” by Notesman. The announcement came on World Reading Day in China.
“I’m honored to see The Agony of Decision Chinese edition is featured in that list and to know that the book is helping leaders and organizations in China navigate through difficult times,” Garcia noted.
Notesman (or 笔记侠 in Madarin Chinese) is one of the most-followed Wechat official accounts that share business insights.
“I hope this book can help you learn to make precise judgements and smart decisions in a crisis, and to take effective actions when the time is right, turning any danger to an opportunity,” said the editor of Notesman.
You can learn more about the English edition of Agony of Decisionhere. The Chinese edition is available as a physical book, an e-book, and an audio book at all major Chinese online markets, including Dangdang, JD, Taobao (Alibaba), and Amazon China.
For media inquiries, please reach out to Maida K. Zheng, firstname.lastname@example.org or at 646-338-0422.
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“It is not the most intellectual of the species that survives; it is not the strongest that survives; but the one that is able best to adapt and adjust to the changing environment in which it finds itself.”
— Leon C. Megginson
The COVID-19 pandemic has provided a crash course on adaptability.
Our ability to adapt is a testament to the resiliency of the human spirit as millions sit inside their homes and wait for the storm to pass. Many have had to adapt to working from home and caring for or supervising children while managing logistics that were mandated almost overnight. Others have had no choice but to grapple with the harsh realities and risks of being an essential worker. Many are furloughed or unemployed, trying to figure out their next steps and future options in an uncertain world. And almost everyone was faced with steep and sudden learning curves, whether setting up a home office effectively or serving as teaching assistants for their children’s online learning.
Adaptability is essential for organizations. Companies and enterprises that have not adapted well, or adapted fast enough, have suffered serious consequences. Some have succumbed already, and others will not survive. Many companies that adapted quickly are still viable, but will need to re-invent and reconfigure to sustain that viability over the long term. However, organizations that have adapted in meaningful ways that demonstrate caring are doing more than just surviving.
In the midst of deep uncertainty, a number of companies have already responded to the COVID-19 challenge and distinguished themselves by shifting their services and product lines to meet the highest-priority needs of their consumers, employees, and communities. For example, alcohol distilleries and major beauty and health companies, Sporting apparel companies, such as Fanatics and Bauer Hockey, have been producing gowns, masks, and face shields. Walk-in food outlets like Panera Bread, and even specialty chains, such as Edible Arrangements, have shifted their operation models to grocery delivery services. And to meet the needs of home-bound exercisers, gym chains like Planet Fitness offer livestream workouts that anyone, member or nonmember, can access for free.
These are just a few examples of companies that recognized a need, both internally and externally, and used their ingenuity to adapt in unexpected and creative ways. As a result, these organizations are not only more likely to survive this immediate crisis, but will also bolster their reputations and increase their competitive advantage going forward.
Adaptability is a leadership discipline. The ability to be nimble and adapt effectively during a crisis is essential not only for survival, but for opportunity and growth. Failure to adapt when circumstances change will cost you and your organization greatly.
As the COVID-19 crisis continues to evolve, leaders and organizations need to be on adaptation alert as circumstances change. And when the pandemic finally ends, organizations must be prepared to adapt yet again in a post-COVID-19 world, whatever that will look like.
In studying companies that have adapted both well and poorly during the COVID-19 pandemic, I’ve identified several questions that can serve as a Logos Best Practice rubric to help guide thinking about how to adapt effectively.
When confronted with changing circumstances, ask:
What is required for your organization to continue to operate? What level of revenue is required to cover costs? What tools or resources do you or your employees need to continue to function?
What is your mission? What is your organization’s goal? What are you designed to do? Does your mission need to evolve in the present moment?
What are your core values? What values are embedded in your mission, culture, and business model?
Whom do you serve? Who are the stakeholders that matter most to your organization? Are there new or different stakeholders you should be serving?
What are the urgent or important needs of your stakeholders? In this moment of crisis, what matters most to your stakeholders? What do your internal and external stakeholders need?
What do those who matter most expect from you? How do your stakeholders expect you to live your mission and values? How have their expectations changed amid the crisis?
What is your unique competitive advantage? What can your organization uniquely offer? How can you fulfill your mission in a way that provides an essential or important product or service during this crisis?
The answers to these questions will help you think about how to adapt in ways that not only support short-term survival, but also pave the way for long-term success.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/05/Survival-of-the-Fittest-How-Companies-Need-to-Adapt-in-the-COVID-19-Crisis-covid19-katiegarcia.jpg?fit=800%2C600&ssl=1600800Katie Garciahttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngKatie Garcia2020-04-14 09:49:572021-09-03 20:24:30Survival of the Fittest: How Companies Need to Adapt in the COVID-19 Crisis
Leaders are judged based on how they deal with their biggest challenges.
In the COVID-19 crisis we see a contrast of leaders so stark that it can serve as a leadership laboratory for future generations to study.
New York Governor Andrew Cuomo shows a steady, compassionate, and urgent tone as he informs New Yorkers and the broader world about the reality of COVID-19 in his state. His briefings are direct, honest, consistent, and clear. He sprinkles his commentary with expressions of concern for health workers and hospital patients, he invokes his parents, his brother, and his daughters. And he tells the truth.
President Donald Trump, on the other hand, shows none of these qualities. He bungled the first two months of the pandemic in the U.S. He denied the severity of the virus and downplayed the risk of contagion. He alternates between the rosy – churches full at Easter – and the gloomy – social distancing for much longer. There is still not a whole-of-government response. Rather, there are fragments of a government response. He leaves it to governors to figure out supply chains, even as governors confess that they’re bidding against each other – and the federal government – to secure desperately-needed medical equipment.
President Trump heaps praise on himself and expects others to do as well. He recently bragged during a COVID-19 press briefing that he was the most popular person on Facebook.
Governor Cuomo, who, according to Politico, has a “long-standing revulsion to social media,” has nevertheless “rapidly emerged as an internet star.” (Earlier this week, #Cuomosexual was trending on Twitter.)
President Trump contradicts his own public health experts, who then have to clean up the mess in his absence. He improvises on the existence of testing equipment, medical equipment, and miracle drugs that don’t exist. He violates every principle of effective leadership in a crisis.
Winston Churchill admonished, “You must look at the facts because the facts look at you.” President Trump ignores the facts in front of him and invents new ones.
Trump insists on calling COVID-19 the “China Virus” or “Chinese Virus” even though the World Health Organization advises against naming diseases for a particular location because of the stigma involved. And last week the FBI warned about a wave of hate crimes against Asians and Asian-Americans in this country.
Since the pandemic started my team and I have been studying the best and worst practices in communicating in a COVID-19 world. The best include:
Begin all communication, whether written or verbal, with a statement of values: Don’t dive directly into the facts. Create an emotional connection.
Show you care. Calibrate communication with empathy.
Be direct, no euphemism: It’s confusing and causes unnecessary stress.
Tell the truth, the whole truth: Your stakeholders are in this for the long term.
Address all relevant dimensions of the crisis: A narrow lens is inadequate.
Remember that expectations are dynamic. Calibrate current expectations.
Communicate through multiple levels and channels. Be consistent.
Align on values: Provide detail appropriate to each level and circumstance.
Convey a positive attitude: Convey urgency short of provoking panic.
Express emotion, vulnerability, and humility. Effective leaders do.
Governor Cuomo scores on all elements of this scorecard. The President, sadly, misses the mark. Other leaders can learn from both.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/04/A-Tale-of-Two-Leaders-Cuomo-v-Trump-covid19-fredgarcia.png?fit=720%2C405&ssl=1405720Helio Fred Garciahttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngHelio Fred Garcia2020-04-09 14:32:162021-09-03 20:25:08A Tale of Two Leaders: Cuomo v Trump
As the COVID-19 Pandemic continues to grow, Logos Institute for Crisis Management and Executive Leadership has been advising clients and carefully studying communication by leaders across a range of sectors and forms of organization.
We have reviewed thousands of communications by CEOs, university presidents, NGO executive directors and secretaries general, and public officials. And we have identified patterns that help leaders and their organizations make smart choices and avoid inadvertent self-inflicted harm.
Seven Crises in One
One of the foundational principles of effective crisis management is to name the problem accurately and to understand the true scope and likely risk of the crisis.
I believe that the COVID-19 crisis is actually seven crises in one. Think of these as seven different dimensions of the crisis. There’s a danger that a leader might be so focused on any one of the dimensions that he or she will miss the need to address the others. The seven dimensions of COVID-19 are these:
Public Health Crisis: At its core COVID-19 is a public health crisis. Half a million people worldwide have gotten sick; tens of thousands have died. More will get sick and die before things get better. But now in the United States the public health crisis includes a healthcare delivery system that is being strained to the breaking point. As hospitals in epicenters begin to fill up, there’s also a shortage of medical equipment and personal protective gear. Health workers are at risk, as are other patients.
Business Crisis: COVID-19 presents a business problem for all forms of organizations. There is a cost impact, for most organizations a negative one. There is a revenue impact, mostly negative; for some potentially catastrophic. There is disruption of operations. There is an HR impact.
Economic Crisis: At the same time there is a significant economic crisis underway. The risk of falling into a major recession, very low two months ago, now is quite high. The markets have exhibited unprecedented volatility. Economic uncertainty is wearing on people and institutions.
Information Crisis: From the beginning of the pandemic there has been significant incorrect information, incomplete information, and in some cases intentionally misleading information in the information ecosystem. This information crisis leads to significant misunderstanding about who is at risk of contracting the illness, who can transmit it, and what precautions are appropriate.
Competence of Government Crisis: Not just in the U.S., but initially in China, Iran, and other nations the initial responses were bungled and the virus spread. In the U.S. we have yet to see a whole of government response. Rather, we’ve seen a fragments of government response. Only in the third week of March, and the third month of COVID-19 in the U.S., are there sufficient tests and testing sites. But there is insufficient personal protective equipment for health workers, and a shortage of hand sanitizers, rubber gloves, and masks in retail stores.
Social Crisis: People’s lives have been upended; many people are losing or at risk of losing their jobs. Supermarket shelves are bare. Many companies have ordered employees to work from home; schools are closed or have gone to virtual learning. But there has also been a rise of incivility, insult, and violence against people who have been stigmatized. President Trump’s insistence on calling COVID-19 “China Virus” or “Chinese Virus” has led to a wave of hate crimes against people perceived to be Asian or Asian-American.
Mental Health Crisis: Human beings are social animals, and social distancing is having an effect. Compound this with the fear of the illness, the rising rate of infections and fatalities, and the other dimensions of the crisis, people are fraught. They are fragile. And they need extra care. New York State Governor Andrew Cuomo has asked for mental health professionals to volunteer to work with people not presently under their care to begin to meet this mental health need. I expect other governors will do the same.
Everything is Different
The unprecedented scope of the crisis makes it difficult to predict what will happen next. This crisis is unlike others. Among the differences:
This is unlike prior pandemics. This is the first global pandemic in a social media world. Recent pandemics were geographically contained. Middle East Respiratory Syndrome was mostly confined to the Republic of Korea. Ebola was contained in the United States, and our military and public health experts were able to contain it in West Africa. And this is the first truly global pandemic in the lifetimes of most people in leadership positions.
This is unlike natural disasters. Most organizations are ready or can adapt to natural disasters such as hurricanes, tornadoes, earthquakes, and floods. But those are generally geographically confined and are sudden but short in duration. COVID-19 is widespread and will continue for a very long time.
This is not like ordinary corporate crises. Most corporate crises are limited to a particular company, sector, or geography. But this one affects every organization. And unlike most corporate crises, this one has the additional dimensions of public health, economic risk, information challenges, competence of government, and social dislocation.
The situation is constantly changing. The scope of contagion, the government and society’s response to it, and our understanding of risk to ourselves are in constant flux. In a matter of days we saw an escalation from no large crowds to no crowds at all to stay-at-home orders to full lock-down orders.
This is fundamentally reshaping our understanding of work. As millions of American workers learn how to work from home, and as companies experiment with different modes of delivering products and services, the likelihood of a return to pre-COVID-19 conditions is not clear.
Crisis Response Best Practices
Most ineffective crisis responses begin with leaders asking some version of What should we do? Or What should we say? The challenge with this kind of question is that it focuses on the we – on the entity or leader in crisis. This results in the consideration of options that may make the leader in midst of crisis feel less vulnerable. But it is unlikely to lead to what is necessary to maintain trust, confidence, and support of those people whose trust, confidence, and support are critical to the organization.
What is needed is a different kind of thinking that begins not with the I/me/we/us but rather with the they/them – with the stakeholders who matter to the organization. The leadership discipline of mental readiness – the readiness to shift frames of reference from the first person — I/me/we/us — to the third person — they/them — makes all the difference.
And that’s because of the way trust works.
A common goal for most organizations and leaders in crises is to maintain the trust and confidence of those who matter – shareholders, employees, customers, regulators, residents, citizens, voters, etc. Trust is what makes other elements of competitive advantage possible, from stock price to employee morale and productivity to support of regulators.
Trust, in turn, is the consequence of three related but slightly different things:
Promises fulfilled. These can be explicit promises, or implicit promises such as in a brand identity. If we are seen to break a promise, trust falls.
Expectations met. These can be expectations we set ourselves, such as by making promises. Or they can be expectations set by law or by government order. Or they can be expectations set by society. If we fail to meet expectations, trust falls.
Values lived. When those who matter to us experience us as living our stated values, the result is trust. If those who matter to us experience us as not living our stated values, trust falls.
And one of the patterns we notice is that it is much harder to restore trust once it has been lost than to maintain trust before it has been lost.
Asking What should we do? runs the serious risk of failing even to consider stakeholders’ expectations. Worse, it further risks the leader becoming stuck in his or her own perspective, in I/me/we/us. Hence, such crisis whoppers as BP CEO Tony Hayward’s “I’d like my life back,” or even President Richard Nixon’s “I am not a crook.”
Most crisis response failures can be traced back to the ultimate decision-makers focusing on their own frame of reference rather than on their stakeholders.
The right question to ask when determining the appropriate course of action in a crisis is not What should we do.
Rather, it is this: What would reasonable people appropriately expect a responsible organization or leader to do when facing this kind of situation?
For any stakeholder group we can answer the question, What would reasonable members of this stakeholder group appropriately expect a responsible organization or leader to do? to a very granular level. To the level of all employees, or only those employees in this one facility, or only those employees who were present when something happened. We can inventory those granular expectations for each stakeholder group, and we can then work to fulfill those particular expectations.
But regardless the particular expectations of any given stakeholder group, there is a common expectation that applies to all stakeholder groups all the time: In a crisis, all stakeholders expect a responsible organization or leader to care. To care that something has happened; to care that people need help; to care that something needs to be done.
What it means to care may be different from crisis to crisis, or from industry to industry. What it means to care in the early phases of the crisis may be different from what it means to care in the later phases of the crisis. But that we need to care doesn’t change.
The single largest predictor that trust will fall is the perception of indifference. And silence, when there is an expectation of caring, is interpreted by stakeholders as indifference. And it gives our adversaries, critics, media and social media, and trolls the ability to define us as uncaring, or incompetent, or as lacking integrity.
Applying Best Practices to COVID-19 Communication
As the Logos Institute team has studied institutional response to COVIID-19, we have derived these lessons applying the principle of caring to the pandemic.
Begin all communication, whether written or verbal, with a statement of values, or belief, or intent, or motivation. Don’t dive directly into the facts. Audiences are far more likely to read or listen, understand, and remember when the leader creates an emotional connection first, and that begins with the statement of values.
Show you care. Calibrate communication with empathy.
Be direct: No euphemism. Euphemism is confusing to audiences, especially when under stress. If an employee has died because of COVID-19, say so.
Tell the truth: Avoid misleading half-truths. Remember that you’re in this for the long term. And eventually you’ll need employees to continue to want to work for you, and customers to want to do business with you. If you know that layoffs are likely, and you’re asked whether there will be layoffs, it may be tempting to say something literally true — “At this point there is no plan to lay people off.” This may be true, but the question was not about whether there is a plan but rather about whether there would be layoffs. A better response would be “We haven’t made a final decision, and we will do whatever we can to protect employees, but layoffs are a possibility.”
Address all relevant dimensions of the crisis: public health, business crisis, economic crisis, information crisis, competence of government crisis, social crisis, and mental health crisis. It may be tempting to stay in a single frame, say, business crisis. But your stakeholders are experiencing all seven dimensions of the crisis.
Remember that expectations are dynamic. Yesterday’s expectations may not be helpful today. Calibrate against current expectations.
Communicate at multiple levels. Employees and other stakeholders need to hear from more than the CEO. At this point it is better to over-communicate than to under-communicate.
Align on values; allow granular detail appropriate to each level. Whether the CEO or an EVP or VP or department head or project team leader, there should be alignment on the level of values, belief, intent, or motive. But at each level the granularity should be appropriate to the level of the leader doing the communication.
Convey a positive attitude that balances urgency against the provoking of panic. Effective leaders keep the focus on the future even while demonstrating urgency. But emotions themselves are contagious. Leaders need to stop short of provoking panic.
Express emotion, vulnerability, and humility. Arrogance makes empathy impossible, and it is empathy that gets leaders and organizations through a crisis. Leaders are often reluctant to express emotion or vulnerability. But the most effective ones do.
Get good at being on TV. Whether recording a video for public consumption or conducting a meeting via Zoom or Skype or GoToMeeting, leaders need to get good at communicating through a video camera.
Remember, people are feeling very fragile. People are scared; they’re worried about their jobs and their friends and their families. People’s work lives and personal lives have been upended. And some people are being stigmatized. Now is a time that calls for kindness. Effective leaders care.
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NEW YORK, NY (March 25, 2020) – As the Coronavirus (COVID-19) pandemic worsens, the Logos Institute for Crisis Management and Executive Leadership advises clients to be prepared and vigilant in the seven dimensions of COVID-19.
The unprecedented scope of this crisis makes it difficult to predict what will happen next, and is unlike all others: COVID-19 unlike prior pandemics, natural disasters, and corporate implosions, is a situation that is constantly changing, and fundamentally reshaping the management of response.
“We have reviewed thousands of communications by CEOs, university presidents, NGO executive directors, secretaries general, and public officials,” said Helio Fred Garcia, president of Logos Consulting. “We identified patterns that help leaders and their organizations make smart choices and avoid unnecessary reputational damage and inadvertent self-inflicted harm.”
The unique challenge of COVID-19, Garcia explains, is that “It incorporates seven crises in one,” and he advises leaders across all industries to “be aware of every category that they must address”.
“There’s a danger that a leader might be so focused on any one of the dimensions that he or she will miss the need to address the others,” explained Garcia.
The Seven Dimensions of the COVID-19 Crisis Are:
Competence of Government
Media personnel should contact: Maida K. Zheng, email@example.com or 646-338-0422
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