Leadership in Recovery

What an interesting time to be a leader, to say the least. I hope beyond hope that the curve of COVID-19 infections has flattened by the time you read this. But we really don’t know when that will happen, and such uncertainty makes leadership particularly difficult.

By the beginning of April, we’ve already seen trading on the New York Stock Exchange halted three times in two weeks as stocks swooned, recovered and swooned again. We’ve seen record unemployment claims and heard mayors and governors call for banks, landlords and public utilities to work with their customers in order to avoid evictions and shut-offs. Supply chains have been tested and stockpiles depleted. Hundreds of billions of dollars are being set aside to keep corporations and Americans working through the Paycheck Protection Program. None of this accounts for the human cost — the seriously ill, the dead.

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About the Author(s)

April Hall

April Hall is the former managing editor of Directors & Boards


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