Leading Through the COVID-19 Crisis

Evolution of the workplace: Virtual work and reskilling at Infosys

By Heidrick & Struggles

In this podcast, Ravi Kumar, president at Infosys, shares his perspective on how the COVID-19 pandemic will change the order of society and the enterprise as we are forced to transition into more agile, resilient, outcome-centric, ...

Energy leaders for the next decade: Rebuilding the industry after the COVID-19 crisis

By Les T. Csorba and David Pruner

The real competition in the energy industry in the years ahead will be for a new kind of leadership.

CFO agility in the spotlight: Balancing current risk and future viability

By Jill Blackburn, Alyse D. Bodine, Susie Clements and Steven Krupp

CFOs have had to radically shift their focus to sustain their companies during the COVID-19 crisis and position them for strength in the aftermath. Most will benefit from improving their adaptability, resilience, learning, ...

Restructuring with purpose: Leading through disruption to build long-term strength

By Jeremy C. Hanson

The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient organizations ...

Leading with agility in a crisis

By Steven Krupp

Companies that are agile have a better chance of not just surviving but thriving during the COVID-19 crisis.

Why diversity and inclusion are more important than ever during the COVID-19 crisis

By Jennifer Flock

D&I will be one of the critical differentiators in how companies weather this storm. What should leaders know?

A company ahead of its time: Insights from a 100% virtual business

By Heidrick & Struggles

In this podcast, Marc Zionts, executive chairman and board member of Precision Nutrition, a native 100% virtual business, discusses what it takes to successfully run a business with a remote workforce, both during the COVID-19 ...

How leaders can help workers thrive now—and build a foundation for growth

By Emily Amdurer

Focusing on three principles will help leaders support a resilient workforce during the COVID-19 crisis, and do so in a way that will help the whole organization thrive in the long term.

Excellence is the next five minutes

By Rose Gailey

What excellent leadership is—and is not—in the COVID-19 pandemic.

Agile HR: Leading talent through the COVID-19 crisis

By Lisa B. Baird, Steven Krupp, Amy Miller and Mark Zorbas

What HR leaders are seeing as their biggest challenges right now, and some proven principles that can help.

Retail boards in the COVID-19 crisis: Key considerations to build resilience

By Catherine A. Lepard and Sachi Vora

The retail industry’s ongoing transformation and new challenges presented by the COVID-19 crisis highlight the need for US boards and CEOs to examine how they communicate to stakeholders, plan, and assess leadership in an ...

Boards and the COVID-19 crisis: Preparing for the future

By Bonnie W. Gwin

There are three trends emerging as boards prepare for a future following the COVID-19 crisis.

Boards and the COVID-19 crisis: Leading right now

By Alice Breeden

Boards that do well and thrive through a crisis do three key things.

COVID-19 and the future of work: Four scenarios

By Yulia Barnakova and Scott Snyder

Heidrick & Struggles has developed four scenarios for the world of work in 2023. Here we explore the implications for leaders and organizations in each scenario.

Boards and the COVID-19 crisis: Leading right now, preparing for the future

By Alice Breeden and Bonnie W. Gwin

What board members should keep in mind now to prepare their companies for the post-crisis world.

Leading through the crisis by counting on purpose and values

By Rose Gailey

An authentic and resilient culture is helping some companies navigate the coronavirus crisis. Here is what all companies can do now to build—or maintain—a thriving culture.

Considerations for emergency CEO successions

By Lee Hanson and John S. Wood

If a CEO is diagnosed with COVID-19, a board must be prepared to manage the unique consequences. The incoming CEO will benefit from keeping a few tested principles in mind in this unprecedented situation.

Disruptive leaders: An overlooked source of organizational resilience

By Paul Gibson, Karen Rosa West and PhD

Through the COVID-19 crisis and after, leaders who can disrupt and challenge successfully can be important sources of organizational resilience.

From blame to gain: Leading with agility in a crisis

By Steven Krupp

The COVID-19 crisis underscores the need for leaders at all kinds of organizations to avoid blame and lead with adaptability, resilience, learning, and foresight.