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Here, the crisis itself lasts weeks/months. Issue is to manage teams to avoid burnout DURING the crisis. This requires some practice & mindset to avoid “war room fatigue”. How: act collaboratively and consistently Make sure your employees are onboard the overall mission. Ensure your people have both: Clear Guidelines + Ability to Act. This crisis is a whole different magnitude to others, emotionally. Your people need some sense of security before they can be productive & present to their job. Have a rhythm in how you communicate (employees, clients,...) Don’t be afraid to show emotions Have your Senior people make the random call 3-5 levels below, have a brief conversation (be authentic about it) Have channels where you can hear back: what are your people most concerned about? 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Figure out how your customers’ needs have changed Keep in mind these will probably be different again in 6 months New habits are being built – include your customers into your planning process Build harsh but realistic estimates of your cash flow Cut the more flexible expenses early Delay all expenses that can be (even if you don’t “need” to today) Employees: think long-term and be human Your best employees are your most valuable asset today and when rebuilding after the crisis https://images.squarespace-cdn.com/content/v1/69c419a5b15b07041d103244/1774459315294-T15AWZ2LC91BE1SKJFTM/Slide6.PNG Insights - COVID-19 impact: Actions for today and the coming months - Thinking across horizons First 30 days: resolve immediate challenges Up to 3 months: resiliency build-up Speed & discipline are key Guiding principle: radically generous with customers and partners & thoughtfully aggressive with near-term revenue and expenses management 3 to 6 months: recovery readiness 6 to 12 months: re-imagine the “next normal” Demand shifts? Changes in regulatory and competitive environments? Appetite for “Big Moves” M&A, Reallocation of capital, Capex, Productivity, Differentiation https://images.squarespace-cdn.com/content/v1/69c419a5b15b07041d103244/1774459315243-VOUCSIAR7HLVB530DXXT/Slide9.PNG Insights - COVID-19 impact: Actions for today and the coming months - Stimulate your Cash Flow Radical generosity & thoughtful aggressiveness as guiding principles. Near Term: calm customer nerves & close sales Take risks with warranties, guaranties and return policies Implement new revenue/pricing models Test them on “superconsumers” (they have a shared interest in your survival) Accelerate innovation Launch innovations ahead of schedule, even before fully ready Cut marketing costs, especially the most “established” ones Cut any investment where there’s doubts on pay back but too difficult to cut in “normal” times (politically, optically,...) 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