Index

Note: Figures and tables are indicated by f and t, respectively.

• accomplishment and achievement
• essential services, 29–30
• leadership in crisis, 7–8
• performance indicators, 8, 45
• accountability
• leadership and business cultures, 7–8, 74
• safety success factors, 74
• adaptation
• leadership in crisis, 6–7, 75
• retailers’ positive practices, 72–78
• vs. shaping strategy, xii, xiii, 148–149
• societal shifts, 102–103
• work hours and schedules, 48, 75–76
• Affordable Care Act (2010), 140
• Americans with Disabilities Act (1990), 19, 21
• “analysis paralysis,” 4–6
• anomalies, 155–156
• anti-discrimination laws, 16, 17, 19, 21
• anticipation of problems. See problems anticipation and problem solving
• anticipatory grief, 103, 104–105, 109
• anxiety. See stress and anxiety
• Apple Inc., 148

• bankruptcies, 132
• benefits. See employee benefits
• Berinato, Scott, 101–109
• best practices, retailers, 72–78
• Bohns, Vanessa K., 93–100
• boundaries, work-life balance, 94–97, 99–100
• brainstorming, 154–155
• breathing, 84–85, 86, 105
• Buffett, Warren, 138
• burnout, work-from-home, 93–100
• business cultures
• accountability, 7–8, 74
• customer communication and retention, 114–120, 152–153
• empowerment and continuous improvement, 74–75, 77–78
• imagination and innovation, 152–158
• positivity, 10, 51, 157–158
• remote work success, 43–44, 50
• retailers’ adaptations, 72–78
• shareholders vs. employees/customers, 77–78, 140, 142
• business loans, 134, 142–143
• business processes
• Covid-19 changes, 3–4, 56–57, 73–78, 113–120, 149, 150f
• pre-Covid-19, 3, 113–114
• business strategy, xii–xiv, 148–149, 150f
• business structures. See organizational structures

• Canada, economy, 127f, 128
• “can’t-close” retailers, 71–79
• capital formation, problems, 128–129, 130–132, 131f
• Carlsson-Szlezak, Philipp, 123–136
• Centers for Disease Control and Prevention (CDC), 14–15, 65, 66, 67
• change. See adaptation
• CEOs
• calls to infected employees, 67–68
• leadership examples, 27, 77, 158
• visibility, 49–50
• child care, 48, 95, 96, 97
• China, 124, 156
• Churchill, Winston, 26–27
• civil rights movement, 28–29
• class differences, labor and health, 137–140, 143–144
• client engagement, virtual, 48
• “close contact” conditions, 65–67
• cognitive overload, 4–5, 54
• Cohn, Alisa, 63–69
• communication
• customers, and HEART framework, 114–120
• documentation, 15, 16, 17, 47
• on health and hygiene, 15–16, 65–67
• idea sharing, 154–155
• layoffs, 55–60, 61–62
• manager-employee, 9, 46–48, 49–50, 55–60, 64
• remote work needs and methods, 40, 42, 43–44, 45–48, 49–50, 51
• venting, 60
• company size
• communication paths/ variances, 67
• remote work and transitions, 40–41
• compensation. See employee compensation
• contact tracking and tracing, 65–67
• “continuous improvement” work cultures, 74–75, 77–78
• control issues, self-management, 105
• coronavirus. See Covid-19
• corporate culture. See business cultures
• cost-cutting measures, 55
• Costco, 74, 75, 76–77
• courage, as leadership element, 26–27, 28–29
• Covid-19
• business environment preceding, 3, 113–114
• business process changes, 3–4, 56–57, 73–78, 113–120, 149, 150f
• collective nature of, 103
• death and grief, 34, 101–109
• economic shock, 123–136
• labor protections following, 137–145
• lack of understanding about, 125–126
• multifaceted nature of crisis, xi–xii, 9, 54, 123, 129
• outcomes and meaning of crisis, 89, 106, 109
• positive-testing employees, 63–69
• public health policy for, 28, 39, 65–67, 124–125, 133, 156
• treatments for, 133
• See also disease transmission; employee infection
• creativity, 147–148, 152, 153–154, 156–157
• See also innovation
• crisis situations
• customer relationships and communication, 114–120
• leadership behaviors, 3–12, 26–34, 35, 49–50, 67–68, 151–158
• leadership formation, 11–12, 25–35
• opportunities, 32, 118–120, 138, 141–142, 147–159
• stress management, 83–91, 151–152
• worst-case scenario planning, 22
• Cuban Missile Crisis (1962), 32
• Cuomo, Andrew, 28, 33–34
• curbside retail services, 75
• customers and customer service
• “can’t-close” retailers, 72–73, 74–78
• communication channels, 73, 74, 115–120
• retaining relationships, 113–122, 152–153
• support services and processes, 10, 72–73, 74–78, 113–120

• death, 34, 103
• decision-making processes
• layoffs, 55–56
• leadership in crisis, 4–6, 152–153
• what not to do, 6, 154–155
• work prioritization, 97–98
• Denmark, 143
• department stores, 114
• depressions. See recessions and depressions, economic
• Dick’s Sporting Goods, 27
• disability laws and policies, 19, 21
• discrimination laws and claims, 16, 17, 19, 21
• disease exposures
• communication policy, 16, 65–66
• and returns to work, 17
• disease transmission
• lack of understanding about, 125–126
• national and global, 123–124, 124–125, 156
• positive-testing employees, 63–69
• “second wave,” 125
• social distancing policy and, 123–124, 124–125
• workplace fear, 20–21
• workplace prevention, 15–16, 64–66
• duty of care, 17–19, 20

• eating habits, 87
• economic impacts, Covid-19
• forecasting challenges, 125–126, 135–136
• future/potential, 129–133, 149
• innovation protections, 132–134, 141, 147–154, 150f
• outlining and understanding, 123–136
• seen so far, 123–124, 125, 130–131, 135, 137–138
• economic inequality. See wage distribution and economic inequality
• elder care, 96
• emotions. See empathy and compassion; fear of coming to work; fear of disease; grief
• empathy and compassion
• amidst fear and grief, 105–106
• corporate-level demonstrations, 115–120
• and employee illness, 64, 67–78
• and employee layoffs, 57–59
• leadership skills, 27–28, 30
• power of helping, 30
• remote work needs, 41–42, 49–50
• staying connected, 9, 49–50, 88
• employee and company safety
• “can’t-close” retailers, 71–79
• communication policy, 15–16, 73, 115–116
• companies’ focus, 13–23, 71–79, 115
• labor policy improvement potential, 137–145
• legal obligations, 13–23
• standards, 73–74
• success factors, 74, 77–78
• wage gaps, and worker vulnerability, 137–141, 143–144, 144–145
• See also health
• employee benefits
• assistance services, 49
• health care, 139–141, 143
• layoffs, 56
• occupational safety and health, 18–20, 138–139
• employee compensation
• capacity and flexibility, 76
• “good-jobs” companies, rates, 76–77
• layoff questions, 56
• pay policies, legal issues, 19–20
• employee infection
• communication policy, 16, 65–67
• management perspectives, 63–69
• prevention policy, 15–16, 64–66
• returning to work, 17
• employee layoffs
• alternatives, 55, 116
• communication tips, 55–60
• decision-making details, 55–56
• low-wage workers, 139–140
• managing with compassion, 53–62
• scenario planning, 22
• Endurance expedition (1915), 29, 31
• essential services
• “can’t-close” retailers, 71–79
• vitality and achievement, 29–30
• workers’ health risks, 73–75, 137–138, 143–144
• Europe, 124
• exercise, 8, 43
• experimentation, 156–157
• explorers, 29, 31

• failure to act
• analysis paralysis, 4–5
• Covid-19 reality and impacts, 123–124, 125
• vs. “wrong” decisions, 6, 154–155
• family and friends
• deaths, 34
• low-wage workers’ care obligations, 139–140
• remote work challenges, 95, 96, 97
• social connection and engagement, 33–34, 88
• Family and Medical Leave Act (1993), 19
• fear of coming to work, 20–21
• fear of disease, 105–106
• feelings. See empathy and compassion; fear of coming to work; fear of disease; grief
• Fidelity Investments, 116
• financial institutions
• customer service and policies, 116, 134
• recovery mechanisms, 134, 142
• structural economic damage, 130–131, 134
• financial management, companies, 76
• flexibility. See adaptation
• flight-or-flight system, 151–152
• Frankl, Victor, 89
• freezes, economic, 131–132, 131f, 135
• Fuller, Jack, 147–159

• General Data Protection Regulation (GDPR), 22
• Gervais, Michael, 83–91
• Giurge, Laura M., 93–100
• Global Financial Crisis (2007–2008), 125, 126–129, 127f, 142
• “good-jobs companies,” 72, 74–78
• governors, state, 28, 33–34
• Graham, Katharine, 27
• gratitude
• healthy self-management, 85
• sharing, 34
• Great Depression, 26, 29, 141–142, 156–157
• Greece, economy, 127f, 128–129
• grief
• Covid-19 era, 101–109
• death and, 34, 103
• management, 103–108
• theory, 102, 103–104, 106
• types, 103, 104–105
• grocery stores, 72–73, 74, 75–78
• grounding (self-management), 85–86, 105
• guided imagery, 85

• H-E-B, 75–76
• Hayden, Shoma Chatterjee, 3–12
• health
• benefits policies, 18–20, 139–141
• health/safety laws, 14, 17–18, 20–21
• information privacy, 21–22, 65, 67
• leaders’ employee focus, 32–33
• leaders’ self-focus, 8, 32–33, 61, 83–91
• mental health checks, 21, 43
• personal healthy habits, 8, 33–34, 84–89
• policy communication, 15–16, 22–23
• health organizations, 14–15, 65, 66
• healthcare policy, 19, 138–139, 140–141, 143
• HEART framework (crisis communication), 114–120
• home life. See family and friends; remote work; work-life balance
• Hong Kong, 125
• households, economics, 131f
• human resources (HR) departments
• disease prevention, 64–66
• layoffs, 56
• legal concerns, 13–23
• humanization, corporate, 115–116, 119
• hydration, 87
• hygiene. See disease transmission; sanitization

• idea sharing systems, 154–155
• “ideal worker” concept, 94
• imagination, corporate, 147–159
• infected employees. See employee infection
• information and knowledge
• action, triage situations, 6–7
• layoff information, 55–56
• private health information, 21–22, 65, 67
• public health, 14–15, 65, 66, 67
• sharing, remote work/ teams, 44
• infrastructure investment and development, 141–142
• injuries and illnesses. See employee infection; workers’ compensation programs
• innovation
• business opportunities, xii, 32, 118–120, 138, 142, 147–159, 150f
• economic shock responses, 132–134, 141–142, 148–149, 156–157
• labor conditions and protections, 138, 141, 143–145
• insurance, health, 139, 140–141
• insurance policies, 19
• intention, and self-management, 85
• isolation. See social connection vs. isolation
• Italy, 88, 124

• Japan, 156

• Kalloch, Sarah, 71–79
• Kennedy, John F., 32
• Kessler, David, 101–109
• King, Martin Luther, Jr., 28–29
• Knight, Rebecca, 53–62
• Koehn, Nancy, 25–35
• Kübler-Ross, Elizabeth, 102, 106

• L-shaped recessions, 127f, 128–129
• labor protections
• American labor history, 140, 141–142
• current labor conditions, 137–140
• future potential, 137–145
• layoffs. See employee layoffs
• leaders and leadership
• crises’ formative aspects, 11–12, 25–35
• crisis management behaviors, 3–12, 26–34, 35, 49–50, 67–68, 151–158
• leading by example, 33–34
• legal obligations, 13–23
• See also management of workforce
• learning. See play; professional development
• legal issues
• companies’ legal obligations, 13–23
• risk exposure, 13–14, 15, 16, 17, 18–19, 22–23
• third party liability, 18–19
• LEGO Brand, 153, 156–157
• Lin, Ken-Hou, 140
• Lincoln, Abraham, 28
• liquidity shocks, 130–131, 131f, 134
• loans, 134, 142–143

• management of workforce
• “can’t-close” retailers, 71–79
• flexibility and slack, 48, 75–76
• layoffs, 53–62
• positive-testing employees, 63–69
• remote work, 39–51
• See also leaders and leadership
• managing yourself. See self-care; self-management
• meaning and purpose, 89, 106, 109
• medical innovation, 133
• medical leave. See sick and medical leave
• meetings
• manager-employee check-ins, 9
• remote work, 43–44, 46–48, 51, 97
• mental health. See health; stress and anxiety
• Mercadona, 73, 75, 76, 77
• mistakes, learning from, 31
• morale
• fun team activities, 42
• imagination and hope, 157–158
• leadership fostering, 10, 32–33, 68, 157–158

• Neeley, Tsedal, 39–51
• Neely, Megan Tobias, 137–145
• New Deal (1933–1939), 141–142
• Nichols, Chris, 3–12
• Nordstrom, 114
• nutrition, 87

• occupational safety. See employee and company safety
• Occupational Safety and Health Act (1970), 18
• opportunities, innovation. See innovation
• optimism and pessimism, 157–158
• organizational structures
• and communication/decision challenges, 5, 49
• connections for success, 6–7, 49
• improvement opportunity, 50
• worker density considerations, 16
• “out of office” messages, 97

• paid sick/medical leave, 19–20, 139–140, 140–141, 143
• pandemics. See Covid-19
• pay. See employee compensation
• Pentagon Papers, 27
• performance indicators, 8, 45
• personal vs. work life. See work-life balance
• personality types, and remote work, 41
• pessimism and optimism, 157–158
• physical boundaries, 95–96, 99
• physical health. See health
• play, 153–154
• political leadership
• economic policy, 133–134, 138, 142–143, 144–145
• failure to act, 123–124, 125, 156
• health policy, 19, 140
• positive examples, 26–27, 28, 32, 33–34
• positivity and joy, fostering, 10, 33–34, 157–158
• presidents, United States, 26, 28, 32, 141, 142
• prioritization
• employees’ work focus, 97–98, 100
• leadership in crisis, 4–6
• privacy
• employee health information, 21–22, 65, 67
• employee layoffs, 56–57
• proactive vs. reactive business strategy, xii, 148–149, 152
• problems anticipation and problem solving
• corporate innovation, xii–xiii, 118–120, 153–158
• leadership in crisis, 8–9, 151–153
• See also decision-making processes
• productivity
• knowledge worker capacity, 98
• measurement methods, 8, 45
• national labor, 129, 131–132, 140–141
• remote work, 44–46, 51, 94, 97–99
• See also accomplishment and achievement
• professional development
• corporate learning and evolution, 119–120
• crisis tests, 11–12, 31–32
• project management, 42–43
• public health. See Covid-19; health; health organizations; healthcare policy; social distancing
• public works projects, 141–142
• purpose and meaning, 89, 106, 109

• questioning
• creative processes, 152–153
• layoff-related, 55, 56

• reactive vs. proactive business strategy, xii, 148–149, 152
• real economy freezes, 127f, 131–132, 142
• recessions and depressions, economic, 126, 130
• Covid-19-related, 123–124, 125, 129, 135
• Global Financial Crisis, 125, 126–129, 127f, 142
• Great Depression, 26, 29, 141–142, 156–157
• shock and recovery structures, 126–129, 127f, 134, 148–149, 150f
• Reeves, Martin, xi–xv, 123–136, 147–159
• reflection, xi–xii, 151–152
• reliability, in leadership, 7–8
• remote work
• avoiding burnout, 93–100
• business culture, 43–44, 50, 51
• disease transmission and, 65, 66
• emotional/personality aspects, 41, 49, 83, 87–88
• questions and answers, 39–51
• technological tools, 40–41, 42, 43, 45–48
• transitions and logistics, 40–43, 48–50
• respect for employees, 76–78, 140
• rest-and-digest system, 151–152
• restaurants, 116, 119
• retailers
• “can’t-close,” and safety, 71–79
• closures, 114, 117
• return-to-work policies, 17
• Roosevelt, Eleanor, 29
• Roosevelt, Franklin D., 26, 29, 141–142
• routine, remote work, 41

• safety. See employee and company safety
• salaries. See employee compensation
• sales workforce
• maintaining customer relationships, 113–114
• virtual transitions and processes, 48
• sanitization, 16, 72, 73, 76, 119
• schedules. See work hours and schedules
• “second wave” infections, 125
• self-care
• importance, and leaders’ focus, 8, 32–34, 60, 61, 84–90
• methods, 33, 61, 84–88, 90
• self-management
• avoiding burnout, 93–100
• grief management, 101–109
• stress management in crisis, 32–34, 60, 61, 83–91, 105
• services, essential. See essential services
• Shackleton, Ernest, 29, 31
• shareholder focus, vs. employees/customers, 77–78, 140, 142
• shock geometry (economics), 126–129, 127f, 134
• sick and medical leave, 19–20, 139–140, 140–141, 143
• Singapore, 125
• slack, workforce, 75–76
• sleep habits and health, 86–87
• social boundaries, 95–96, 99
• social connection vs. isolation
• employee inclusion/checks, 9, 49
• healthy habits, 33–34, 41, 87–88
• See also remote work
• social distancing
• disease prevention policy, 123–124
• economic outcomes, 131–132, 135
• layoff communication, 56–57
• remote working lives, 39, 40–51, 83, 87–88
• retail safety standards, 72–73, 74, 76, 77
• social media
• customer service uses, 73, 115
• remote work tools, 45–46
• social connection and engagement, 88
• social safety nets, 140–141
• South Korea, 156
• Stack, Ed, 27
• stimulus policy, economic, 133–134, 142–143
• stores. See department stores; essential services; grocery stores; retailers
• strategy, business, xii–xiv, 148–149, 150f
• stress and anxiety
• dealing with others, 105–106
• human systems, 83–84, 86–87, 151–152
• legal concerns, 20–21
• managing/experiencing layoffs, 53–54, 55–57, 59–60, 61, 62
• mental health checks, 20–21, 43
• self-management, 83–91, 105, 151–152
• succession planning, 22
• supply and demand
• “can’t-close” retailers, 72–73, 75–76
• economic threats, 128–130, 131f, 135, 149
• flexibility, 75–76, 150f
• Susser, Peter, 13–23
• Swartz, Paul, 123–136

• teams, workplace
• communication habits, 9, 42–43, 44
• crisis leadership training, 11–12
• leadership management and care, 8–10, 33, 42
• virtual and remote, 42–47
• See also meetings
• technological tools
• client services, 48
• internal, businesses, 7
• remote work, 40–41, 42, 43, 45–48
• temporal (time) boundaries, 96–97, 100
• termination of employment. See employee layoffs
• testing, 124, 143
• thinking patterns
• grief management, 104–105
• overload, 4–5, 54
• reflection and change, xi–xii, 151–152
• third-party liability, 18–19
• Ton, Zeynep, 71–79
• training, crisis leadership, 11–12
• transmission. See disease transmission
• transparency
• employee exposure information, 66–67
• employee layoffs, 59–60
• Trendler, Chris, 3–12
• triage situations, 6–7
• “trickle-down” economic policy, 142, 144–145
• Trump, Donald, 142–143
• trust, manager-employee, 45, 48
• Tyson, Tahl, 13–23

• U-shaped recessions, 127f, 128, 129, 134
• uncertainty
• historical crises, 26–27, 29
• nature of Covid-19 pandemic, 54, 61, 103, 106, 121, 125–126
• unemployment rates, 125, 141
• United Kingdom
• employer legal issues, 20–21
• WWII, 26–27
• United States, economy, 127f, 128, 133–134, 138–139
• universal health care, 140–141, 143

• V-shaped recessions, 127f, 128, 129, 134
• vaccine development, 133
• value, business products and services, 115, 116, 117–119, 152–153
• video conferencing
• client-facing, 48
• company-wide communication, 49–50
• team meetings, 46–47
• virtual teams. See teams, workplace
• visibility, leaders, 49–50

• wage distribution and economic inequality
• and employee benefits, 139–140, 143
• unequal labor/economic consequences, 137–138, 138–139, 142–143, 143–144, 144–145
• wages. See employee compensation
• Waldron, Ted, 113–122
• Washington Post (newspaper), 27
• Wetherbe, James, 113–122
• Whitmer, Gretchen, 28
• work hours and schedules
• “good-jobs” retailers, 75–76
• low-wage workers’ vulnerability, 139–140
• productive capacity, 98
• remote work, 41, 44–45, 48, 94, 96–99
• work-life balance
• boundaries, 94–97, 99–100
• children and child care, 48, 95, 96, 97
• maintenance challenges, 93–100
• workers’ compensation programs, 18
• workforce management. See management of workforce
• working class, labor and health conditions, 137–140, 143–144
• working from home. See remote work; work-life balance
• World War II, 26–27, 29
• worst-case scenario planning, 22