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The Prepared Leader: Emerge from Any Crisis More Resilient Than Before
The next crisis might be here now, or it might be around the corner. In The Prepared Emerge from Any Crisis More Resilient Than Before , two history-making experts in crisis leadership―James, dean of The Wharton School of the University of Pennsylvania, and Wooten, president of Simmons University―forcefully argue that the time to prepare is always.
In no other time in recent history have leaders in every industry and on every continent grappled with so many changes that have independently and simultaneously undermined their ability to lead. The Prepared Leader encapsulates more than two decades of the authors’ research to convey how it has positioned them to navigate through the distinct challenges of today and tomorrow. Their insights have implications for every leader in every industry and every worker at every level.
In their fast-reading and actionable book, James and Wooten provide tools and frameworks for addressing and learning from crises, and they provide insight into what you need to know to become a Prepared Leader,
The five phases of crisis management and the skills you need for each phase. They examine how the National Basketball Association and its commissioner, Adam Silver, responded to the COVID-19 pandemic.
Making the right decisions under pressure and how to avoid common mistakes. They reveal how Burger King CEO Jose Cil began planning for the aftermath of a crisis right in the middle of one.
Building a crisis leadership team and how to lead one that you’ve inherited. They detail how Wonya Lucas, CEO and President of the Crown Media Family Networks, aligned and mobilized an executive team during a time of crisis.
James and Wooten argue that―in addition to people, profit, and the planet―prepared leadership should be the fourth “P” in a company’s bottom line. They bring decades of world-renowned research on crisis leadership, diversity and inclusion, management strategy, and positive leadership to the table to help leaders better prepare themselves to lead through crises―and for whatever lies around the corner.
In no other time in recent history have leaders in every industry and on every continent grappled with so many changes that have independently and simultaneously undermined their ability to lead. The Prepared Leader encapsulates more than two decades of the authors’ research to convey how it has positioned them to navigate through the distinct challenges of today and tomorrow. Their insights have implications for every leader in every industry and every worker at every level.
In their fast-reading and actionable book, James and Wooten provide tools and frameworks for addressing and learning from crises, and they provide insight into what you need to know to become a Prepared Leader,
The five phases of crisis management and the skills you need for each phase. They examine how the National Basketball Association and its commissioner, Adam Silver, responded to the COVID-19 pandemic.
Making the right decisions under pressure and how to avoid common mistakes. They reveal how Burger King CEO Jose Cil began planning for the aftermath of a crisis right in the middle of one.
Building a crisis leadership team and how to lead one that you’ve inherited. They detail how Wonya Lucas, CEO and President of the Crown Media Family Networks, aligned and mobilized an executive team during a time of crisis.
James and Wooten argue that―in addition to people, profit, and the planet―prepared leadership should be the fourth “P” in a company’s bottom line. They bring decades of world-renowned research on crisis leadership, diversity and inclusion, management strategy, and positive leadership to the table to help leaders better prepare themselves to lead through crises―and for whatever lies around the corner.
170 pages, Paperback
Published September 20, 2022
110 people are currently reading
2383 people want to read
About the author
Erika H. James
3 books16 followersErika H. James became the dean of the Wharton School on July 1, 2020. Trained as an organizational psychologist, James is an expert on crisis leadership, workplace diversity and management strategy. Prior to her appointment at Wharton, James was the John H. Harland Dean at Emory University’s Goizueta Business School from 2014 to 2020. An award-winning educator, accomplished consultant, and researcher, she is the first woman and first person of color to be appointed dean in Wharton’s 141-year history. As such she has paved the way for women in leadership both in education and corporate America.
James has been instrumental in developing course material in crisis leadership and women’s leadership and in leading programs for executive audiences in these areas. She earned her B.A from Pomona College and her PhD from the University of Michigan. James serves on the boards of Morgan Stanley, Momentive and the Philadelphia Orchestra. She is coauthor, with Lynn Perry Wooten, of The Prepared Leader: Emerge from Any Crisis More Resilient Than Before.
James has been instrumental in developing course material in crisis leadership and women’s leadership and in leading programs for executive audiences in these areas. She earned her B.A from Pomona College and her PhD from the University of Michigan. James serves on the boards of Morgan Stanley, Momentive and the Philadelphia Orchestra. She is coauthor, with Lynn Perry Wooten, of The Prepared Leader: Emerge from Any Crisis More Resilient Than Before.
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Displaying 1 - 30 of 34 reviews
October 11, 2022
The book focuses on leadership in times of crisis, a very narrow yet essential angle. It has some interesting insights, but I felt it dragged on longer than needed.
For example, there is a whole chapter on how technology can be both valuable and dangerous, depending on who uses it and how. This is hardly an insight.
Relatively quick read and moderate ROI.
For example, there is a whole chapter on how technology can be both valuable and dangerous, depending on who uses it and how. This is hardly an insight.
Relatively quick read and moderate ROI.
September 24, 2022
The Prepared Leader stressed the importance of knowing that crisis are indeed inevitable, yet we are consistently shocked when they occur. It outlined how we can learn from their successes and failures while building a framework to help “beak the cycle of panic” so that we can “bounce forward”.
Read
January 4, 2023The Prepared Leader (2022) is a guidebook for those seeking insights on how to manage and persevere through a crisis. One thing is certain: it won’t be long before another crisis hits. The Prepared Leader shows how you can be ready and successful in weathering the next storm.
Erika H. James became the dean of the Wharton School on July 1, 2020. Trained as an organizational psychologist, James is an expert on crisis leadership, workplace diversity and management strategy. Prior to her appointment at Wharton, James was the John H. Harland Dean at Emory University’s Goizueta Business School from 2014 to 2020. An award-winning educator, accomplished consultant, and researcher, she is the first woman and first person of color to be appointed dean in Wharton’s 141-year history. As such she has paved the way for women in leadership both in education and corporate America.
Lynn Perry Wooten, a seasoned academic and an expert on organizational development and transformation, is the ninth president of Simmons University and the first African American to lead the institution. Before coming to Simmons, she served as the David J. Nolan Dean and Professor of Management and Organizations at the Dyson School of Applied Economics and Management. Prior to that, she served on the faculty of the University of Michigan Ross School of Business for nearly 20 years.
For more research and insights from James and Wooten, visit jamesandwooten.com.
---
Learn how to manage and perhaps even grow stronger from the next crisis.
They say that there are only two things in this world that are certain: death and taxes. But in the business world, you can add a third certainty: crisis. Sure, for some of us the worst of the COVID-19 crisis may be over, but you wouldn’t be wrong in thinking that some other crisis is just around the corner. It might be local. It might be global. Whatever the case, it’s a crisis that you can anticipate and prepare for if you have the right skills.
In this book, you’ll learn the five stages and the nine most valuable skills for crisis management. And you’ll also hear a couple stories about leaders who not only navigated their way through a crisis successfully but also emerged from it stronger than ever before.
---
Humans aren’t great at preparing for future crises, which is why we need to hone specific skills.
The COVID-19 pandemic took us all by surprise, right? Well, maybe not everyone. There were journalists, scientists, and epidemiologists who’d been warning us for decades that a viral worldwide pandemic was likely to happen. But, in the end, most of us weren’t prepared. While it’s hard to add up the cost, in both human and economic terms, some economists have suggested that the pandemic could end up as a $12 trillion loss. In 2020 alone, labor income losses totaled $3.7 trillion.
It’s true that we could have done a better job of heeding the warning signs, but it’s also true that human beings are simply ill-suited to preparing for future crises.
In the simplest terms, human evolution has caused us to prioritize the dangers that are here and now over the possibility of future threats. Because of this, we have a bunch of cognitive biases that get in the way of preparedness.
One such bias is known as probability neglect, which means that even if we see a threat brewing halfway around the world, we tend to dismiss it or underestimate the impact it could have on us.
Another is the anchoring effect. This refers to the way we tend to latch on to a first impression, and how we refuse to budge from it even when all signs point to it being wrong. Likewise, the more time and money we invest in a possible solution, the more difficult it becomes for us to change course, even when it’s clear that the solution won’t work.
But there is a silver lining: once you’re aware of these biases, you can take steps to overcome them. It will take some active effort on your part, but there’s no reason you can’t become the kind of leader who not only recognizes and manages a crisis but comes out on top. That’s right, you can be the boss who replaces panic and neglect with preparedness and poise.
One of the best examples of this is Adam Silver, the commissioner of the National Basketball Association (NBA). On March 11, 2020 – the same day the World Health Organization made the pandemic official – Silver put the NBA season on suspension. This is something that had never happened in league history. But Silver had been paying strict attention to what had been brewing the past few months and took action based on what he saw were “the facts.”
Perhaps most importantly, Silver wasn’t acting as his own counsel on the matter. He went outside his immediate circle and reached out to scientists, physicians, and trainers in order to get the best possible picture of what the COVID-19 threat looked like. With those added perspectives on the crisis, he decided to cancel the season – a decision that would no doubt cost the NBA tons of money.
But that’s not the end of the story. Silver put together a diverse brain trust of health-care and sports experts to build the first “bubble.” At a cost of around $190 million, this was another expensive decision since it involved creating what was essentially a small city in Florida where all the players and team members could live in isolation. But with “the bubble” in place, the league was able to play 172 games, with zero cases of COVID. In the end, Silver’s decision not only kept people safe – and showed the world how a business could continue to operate during a raging pandemic – it allowed the NBA to come out on top and earn $1.5 billion in revenue.
What Silver did is a classic example of the agency of leadership during a crisis. As a leader, it’s essentially your responsibility to take action.
In the sections ahead, we’ll get into more detail on the skills you can develop in order to be the most prepared leader you can be.
---
There are five phases to crisis management.
These days there are three bottom lines that are generally recognized as being fundamentally important for every leader to consider. This is known as the triple bottom line paradigm. It consists of a responsibility to care for people, the planet, and then profits. Now, this is absolutely correct, but in order to properly take care of these responsibilities, we have to add a fourth bottom line: prepared leadership.
With this in mind, the authors have identified five phases of crisis management that are key to becoming a prepared leader. Now, keep in mind that we’ll also be looking at nine skills that you can hone to be successful every step of the way. But first, let’s go over the five phases.
The first is Early Warning and Signal Detection. Some crises can appear without warning, such as a natural disaster or a sudden act of violence. But more often than not, a crisis has warning signs that you can detect and do something about. The prepared leader must have their senses tuned to these kinds of early warning signs. And they must have the courage and conviction to do something about them before the crisis gets worse – even if that means taking some early losses.
The second phase of crisis management is Preparation and Prevention. You’ve spotted the warning sign, but now what? Do you have a crisis response team in place? Have you been running drills to ensure a swift and coordinated response? If this sounds like exactly what you’re doing, then you’re well on your way to managing the Preparation and Prevention phase.
Next up is phase three: Damage Containment. Generally speaking, this is the phase most people think about when dealing with a crisis. How do we keep a problem contained and prevent it from contaminating all aspects of the business?
When the COVID-19 crisis hit, a lot of businesses did what they could to try and minimize the damage. But some, like the UK pub chain JD Wetherspoon, failed at this stage. Group chairman Tim Martin announced that none of their 43,000 employees would be receiving a salary during the first lockdown period, and he encouraged people to apply for jobs at the supermarket chain Tesco. This crisis response wasn’t well received, to say the least. It simply heaped more damage upon the company and had people asking: If this is how they treat their employees, who’d want to work for JD Wetherspoon? This is a good example of exactly what not to do.
Now, phase four is all about one thing: Recovery. This is another phase that will benefit from having a well-staffed team in place. Time is of the essence here, so the recovery team should have open access to the right information, with short-term and long-term goals in place. We’ll talk more about this later, but at this stage, there should always be the question: Can we recover from the crisis in a way that makes us stronger and better than we were before?
This leads us to the last phase: Learning and Reflection. Many leaders take a purely defensive approach to crisis management. Often, it amounts to a series of reactions that might minimize the immediate damage, but do nothing to address the underlying factors that caused the crisis. So, by taking the time to examine, learn, and reflect, a prepared leader can emerge with a business that’s more efficient and more successful than ever.
As we mentioned earlier, in order to thrive in these phases, there are nine corresponding skills that every prepared leader should have. In the next section, we’ll dig into each one.
---
The nine skills of crisis management.
Let’s take a minute here to do a little visualization exercise. Imagine you’re a bird. But not just any bird. You’re a migratory bird known as the swift. What’s special about swifts is that twice a day they’ll take flight and soar up to the planetary boundary layer. At such a high altitude, the birds can analyze air currents, weather systems, and atmospheric conditions so that they can make the best possible plans.
In other words, swifts make it part of their routine to take a look at the big picture, make sense of the various signs around them, and plan accordingly.
That’s a pretty sensible system, and it’s one that every prepared leader should have in place. It’s also what the first phase of crisis management, Early Warning and Signal Detection, is all about. Now, to excel in this phase, there are two highly beneficial skills: Sense-Making and Perspective-Taking.
Going up and looking around for signs of an approaching crisis won’t be very helpful unless you know how to make sense of what you’re seeing. For this, you need a crisis response team that consists of multiple diverse perspectives – a team that will be sure to spot anything out of the ordinary and worthy of attention.
Mark Aslett is the head of Mercury Systems, an aerospace and defense electronics company. He was named by Glassdoor as one of the “25 Highest-Rated CEOs During the COVID-19 Crisis.” Part of the reason for that is that his crisis response team had been monitoring the virus for months by the time the US went into lockdown in March 2020. That team tracked events, monitored data, made sense of that information, and presented its findings to the entire company in a routine fashion.
With the team’s valuable insights in hand, Mercury Systems was able to make a number of decisions that helped the company weather the incoming crisis. It spotted supply chain problems early on and made valuable adjustments. It flattened its communications hierarchy by using live video channels that facilitated open dialogue across the company. This allowed for questions to be asked and answered at any time, which made it easier for people within the company to adapt to the flurry of changes. Very early on, Aslett also put a freeze on all layoffs and began implementing new programs to provide food delivery and assist with childcare services for all employees. The company also reset everyone’s sick leave balances and opened up a $1 million COVID-19 relief fund for staff and their families.
All of this was made possible because Aslett established a crisis response team with diverse perspectives that was able to make sense of the warning signs. The reward? Despite racking up $2.6 million in COVID-related costs, 2020 ended up being one of Mercury Systems’ best fiscal years ever.
Moving on to the next phase, Preparation and Prevention, there are three main skills to consider: Influence, Organizational Agility, and Creativity.
Influence means being the kind of leader that people trust and are inspired by. The kind of leader people will feel confident in following. So here are a few questions to ask yourself: Do you prioritize trust and transparency in your leadership practice? Do you delegate to people who have specialized knowledge? Do you communicate clearly and provide the reasoning behind your decisions? If you answered yes to all of these questions, then you should have the kind of influence that will help you manage a crisis.
Trust also plays a big part in the second skill of Organizational Agility. When a crisis hits, your focus as a leader will be on big-picture problems. You’ll need to be surrounded by teams that have a certain amount of autonomy so that you can delegate duties and be comfortable that plans will be carried out and critical decisions can be made without you. If communications are currently getting clogged up in webs of bureaucracy and hierarchy, you need to put a priority on fixing this so that your organization will be able to pivot smoothly when a crisis hits.
Creativity can’t be undervalued, either. Do you regularly promote creative thinking when it comes to solving problems? Could your teams stand to think more outside the box? When a crisis hits, it’s immensely valuable to have people in your organization who know the importance of – and are familiar with – creative problem-solving. So this is a skill that should remain a priority at all times.
During the Damage Containment phase, there are two skills to keep in mind: Effective Communication and Risk-Taking.
It should go without saying that clear and effective communication is crucially important during crisis management. Truth be told, this is a skill that is vital to every phase of crisis management. But it’s perhaps most important when you’re trying to keep people calm, inspired, and confident, even when things are at their most chaotic and uncertain. In this phase, it’s important to remain empathetic to what people need in order to do their jobs and to keep the lines of communication open. The last thing you want is for people to feel like they can’t ask questions or for their concerns to go ignored.
It should come as no surprise that Risk-Taking is also a valuable skill in a time of crisis. After all, a crisis is an inherently risky situation. It requires a leader with the willingness and confidence to make quick decisions. Hemming and hawing simply won’t do when you’re in the damage containment phase. So you have to be willing to take chances and make mistakes from time to time. It’s simply part of the job.
This leads us to the last two skills: Promoting Resilience and Individual & Systemic Learning.
When communities and businesses were beginning to emerge from the COVID-19 crisis, the word resilience was on everyone’s tongue. You can promote resilience by encouraging and empowering your teams to make decisions, experiment, learn from errors, and grow in terms of experience and confidence. There should always be the possibility in everyone’s mind that we can emerge from this crisis not only intact but maybe even stronger than we were before.
The final skill is Individual & Systemic Learning, and it’s perhaps the most important skill when it comes to prepared leadership. There’s no end to your own personal learning. It’s ongoing, and it will always be critical to being prepared, since the world around you never stops changing. That said, as a leader you should also do whatever you can to promote learning within your organization. The organization’s employees are also the eyes and ears of your business and need to be prepared in order to identify and manage the next crisis.
---
Let’s take a breath. We covered a lot in that last section. So let’s use this final section to reinforce a few of the key points and wrap things up by mentioning one or two pitfalls that you should keep an eye out for.
Two things that the authors really spend a lot of time on are diversity and trust. In terms of decision-making, it can not be stressed enough how important it is to get a variety of opinions and perspectives. Remember how we talked about those cognitive biases in the first section? Well, the best way to get around those biases is to reach out to different people and hear what they have to say.
Diversity also plays a big part in setting up a crisis management team. You need to create a well-rounded team, with diverse skill sets and no blind spots. You also want to establish clear goals centered around your company’s shared vision. And this is where trust comes in, once again. You need to establish an environment where people feel empowered, inspired, and comfortable speaking up. This is all part of company culture, which, as the leader, is something you have agency over.
Finally, let’s mention technology. Many businesses today are, to one degree or another, affected by technology and crises that can exist on either a local or global scale. This is important to keep in mind for several reasons. Technology can help to cultivate a global mindset that can effectively respond to a global crisis. It allows you to reach out to people around the world for expertise and to gain valuable cultural insights. Increasing the number of contacts you have around the world can result in what the authors refer to as a “mega community.” And this can be a tremendously beneficial thing to have when facing a global crisis.
As Mercury Systems showed, technology can also be a great way to streamline communications. But it also has its pitfalls. In June 2020, Greg Glassman, the founder and CEO of the billion-dollar CrossFit empire, facilitated his demise with a couple of horrible tweets and some racially insensitive comments made during Zoom conferences. The global backlash forced Glassman to step down as CEO in a matter of days.
It brings to mind the wise saying: “Technology is only as good as the leader who uses it.” More often than not, people will point to success stories and suggest that we can learn from them. But it’s also important, if not more so, to learn from the mistakes of others.
Erika H. James became the dean of the Wharton School on July 1, 2020. Trained as an organizational psychologist, James is an expert on crisis leadership, workplace diversity and management strategy. Prior to her appointment at Wharton, James was the John H. Harland Dean at Emory University’s Goizueta Business School from 2014 to 2020. An award-winning educator, accomplished consultant, and researcher, she is the first woman and first person of color to be appointed dean in Wharton’s 141-year history. As such she has paved the way for women in leadership both in education and corporate America.
Lynn Perry Wooten, a seasoned academic and an expert on organizational development and transformation, is the ninth president of Simmons University and the first African American to lead the institution. Before coming to Simmons, she served as the David J. Nolan Dean and Professor of Management and Organizations at the Dyson School of Applied Economics and Management. Prior to that, she served on the faculty of the University of Michigan Ross School of Business for nearly 20 years.
For more research and insights from James and Wooten, visit jamesandwooten.com.
---
Learn how to manage and perhaps even grow stronger from the next crisis.
They say that there are only two things in this world that are certain: death and taxes. But in the business world, you can add a third certainty: crisis. Sure, for some of us the worst of the COVID-19 crisis may be over, but you wouldn’t be wrong in thinking that some other crisis is just around the corner. It might be local. It might be global. Whatever the case, it’s a crisis that you can anticipate and prepare for if you have the right skills.
In this book, you’ll learn the five stages and the nine most valuable skills for crisis management. And you’ll also hear a couple stories about leaders who not only navigated their way through a crisis successfully but also emerged from it stronger than ever before.
---
Humans aren’t great at preparing for future crises, which is why we need to hone specific skills.
The COVID-19 pandemic took us all by surprise, right? Well, maybe not everyone. There were journalists, scientists, and epidemiologists who’d been warning us for decades that a viral worldwide pandemic was likely to happen. But, in the end, most of us weren’t prepared. While it’s hard to add up the cost, in both human and economic terms, some economists have suggested that the pandemic could end up as a $12 trillion loss. In 2020 alone, labor income losses totaled $3.7 trillion.
It’s true that we could have done a better job of heeding the warning signs, but it’s also true that human beings are simply ill-suited to preparing for future crises.
In the simplest terms, human evolution has caused us to prioritize the dangers that are here and now over the possibility of future threats. Because of this, we have a bunch of cognitive biases that get in the way of preparedness.
One such bias is known as probability neglect, which means that even if we see a threat brewing halfway around the world, we tend to dismiss it or underestimate the impact it could have on us.
Another is the anchoring effect. This refers to the way we tend to latch on to a first impression, and how we refuse to budge from it even when all signs point to it being wrong. Likewise, the more time and money we invest in a possible solution, the more difficult it becomes for us to change course, even when it’s clear that the solution won’t work.
But there is a silver lining: once you’re aware of these biases, you can take steps to overcome them. It will take some active effort on your part, but there’s no reason you can’t become the kind of leader who not only recognizes and manages a crisis but comes out on top. That’s right, you can be the boss who replaces panic and neglect with preparedness and poise.
One of the best examples of this is Adam Silver, the commissioner of the National Basketball Association (NBA). On March 11, 2020 – the same day the World Health Organization made the pandemic official – Silver put the NBA season on suspension. This is something that had never happened in league history. But Silver had been paying strict attention to what had been brewing the past few months and took action based on what he saw were “the facts.”
Perhaps most importantly, Silver wasn’t acting as his own counsel on the matter. He went outside his immediate circle and reached out to scientists, physicians, and trainers in order to get the best possible picture of what the COVID-19 threat looked like. With those added perspectives on the crisis, he decided to cancel the season – a decision that would no doubt cost the NBA tons of money.
But that’s not the end of the story. Silver put together a diverse brain trust of health-care and sports experts to build the first “bubble.” At a cost of around $190 million, this was another expensive decision since it involved creating what was essentially a small city in Florida where all the players and team members could live in isolation. But with “the bubble” in place, the league was able to play 172 games, with zero cases of COVID. In the end, Silver’s decision not only kept people safe – and showed the world how a business could continue to operate during a raging pandemic – it allowed the NBA to come out on top and earn $1.5 billion in revenue.
What Silver did is a classic example of the agency of leadership during a crisis. As a leader, it’s essentially your responsibility to take action.
In the sections ahead, we’ll get into more detail on the skills you can develop in order to be the most prepared leader you can be.
---
There are five phases to crisis management.
These days there are three bottom lines that are generally recognized as being fundamentally important for every leader to consider. This is known as the triple bottom line paradigm. It consists of a responsibility to care for people, the planet, and then profits. Now, this is absolutely correct, but in order to properly take care of these responsibilities, we have to add a fourth bottom line: prepared leadership.
With this in mind, the authors have identified five phases of crisis management that are key to becoming a prepared leader. Now, keep in mind that we’ll also be looking at nine skills that you can hone to be successful every step of the way. But first, let’s go over the five phases.
The first is Early Warning and Signal Detection. Some crises can appear without warning, such as a natural disaster or a sudden act of violence. But more often than not, a crisis has warning signs that you can detect and do something about. The prepared leader must have their senses tuned to these kinds of early warning signs. And they must have the courage and conviction to do something about them before the crisis gets worse – even if that means taking some early losses.
The second phase of crisis management is Preparation and Prevention. You’ve spotted the warning sign, but now what? Do you have a crisis response team in place? Have you been running drills to ensure a swift and coordinated response? If this sounds like exactly what you’re doing, then you’re well on your way to managing the Preparation and Prevention phase.
Next up is phase three: Damage Containment. Generally speaking, this is the phase most people think about when dealing with a crisis. How do we keep a problem contained and prevent it from contaminating all aspects of the business?
When the COVID-19 crisis hit, a lot of businesses did what they could to try and minimize the damage. But some, like the UK pub chain JD Wetherspoon, failed at this stage. Group chairman Tim Martin announced that none of their 43,000 employees would be receiving a salary during the first lockdown period, and he encouraged people to apply for jobs at the supermarket chain Tesco. This crisis response wasn’t well received, to say the least. It simply heaped more damage upon the company and had people asking: If this is how they treat their employees, who’d want to work for JD Wetherspoon? This is a good example of exactly what not to do.
Now, phase four is all about one thing: Recovery. This is another phase that will benefit from having a well-staffed team in place. Time is of the essence here, so the recovery team should have open access to the right information, with short-term and long-term goals in place. We’ll talk more about this later, but at this stage, there should always be the question: Can we recover from the crisis in a way that makes us stronger and better than we were before?
This leads us to the last phase: Learning and Reflection. Many leaders take a purely defensive approach to crisis management. Often, it amounts to a series of reactions that might minimize the immediate damage, but do nothing to address the underlying factors that caused the crisis. So, by taking the time to examine, learn, and reflect, a prepared leader can emerge with a business that’s more efficient and more successful than ever.
As we mentioned earlier, in order to thrive in these phases, there are nine corresponding skills that every prepared leader should have. In the next section, we’ll dig into each one.
---
The nine skills of crisis management.
Let’s take a minute here to do a little visualization exercise. Imagine you’re a bird. But not just any bird. You’re a migratory bird known as the swift. What’s special about swifts is that twice a day they’ll take flight and soar up to the planetary boundary layer. At such a high altitude, the birds can analyze air currents, weather systems, and atmospheric conditions so that they can make the best possible plans.
In other words, swifts make it part of their routine to take a look at the big picture, make sense of the various signs around them, and plan accordingly.
That’s a pretty sensible system, and it’s one that every prepared leader should have in place. It’s also what the first phase of crisis management, Early Warning and Signal Detection, is all about. Now, to excel in this phase, there are two highly beneficial skills: Sense-Making and Perspective-Taking.
Going up and looking around for signs of an approaching crisis won’t be very helpful unless you know how to make sense of what you’re seeing. For this, you need a crisis response team that consists of multiple diverse perspectives – a team that will be sure to spot anything out of the ordinary and worthy of attention.
Mark Aslett is the head of Mercury Systems, an aerospace and defense electronics company. He was named by Glassdoor as one of the “25 Highest-Rated CEOs During the COVID-19 Crisis.” Part of the reason for that is that his crisis response team had been monitoring the virus for months by the time the US went into lockdown in March 2020. That team tracked events, monitored data, made sense of that information, and presented its findings to the entire company in a routine fashion.
With the team’s valuable insights in hand, Mercury Systems was able to make a number of decisions that helped the company weather the incoming crisis. It spotted supply chain problems early on and made valuable adjustments. It flattened its communications hierarchy by using live video channels that facilitated open dialogue across the company. This allowed for questions to be asked and answered at any time, which made it easier for people within the company to adapt to the flurry of changes. Very early on, Aslett also put a freeze on all layoffs and began implementing new programs to provide food delivery and assist with childcare services for all employees. The company also reset everyone’s sick leave balances and opened up a $1 million COVID-19 relief fund for staff and their families.
All of this was made possible because Aslett established a crisis response team with diverse perspectives that was able to make sense of the warning signs. The reward? Despite racking up $2.6 million in COVID-related costs, 2020 ended up being one of Mercury Systems’ best fiscal years ever.
Moving on to the next phase, Preparation and Prevention, there are three main skills to consider: Influence, Organizational Agility, and Creativity.
Influence means being the kind of leader that people trust and are inspired by. The kind of leader people will feel confident in following. So here are a few questions to ask yourself: Do you prioritize trust and transparency in your leadership practice? Do you delegate to people who have specialized knowledge? Do you communicate clearly and provide the reasoning behind your decisions? If you answered yes to all of these questions, then you should have the kind of influence that will help you manage a crisis.
Trust also plays a big part in the second skill of Organizational Agility. When a crisis hits, your focus as a leader will be on big-picture problems. You’ll need to be surrounded by teams that have a certain amount of autonomy so that you can delegate duties and be comfortable that plans will be carried out and critical decisions can be made without you. If communications are currently getting clogged up in webs of bureaucracy and hierarchy, you need to put a priority on fixing this so that your organization will be able to pivot smoothly when a crisis hits.
Creativity can’t be undervalued, either. Do you regularly promote creative thinking when it comes to solving problems? Could your teams stand to think more outside the box? When a crisis hits, it’s immensely valuable to have people in your organization who know the importance of – and are familiar with – creative problem-solving. So this is a skill that should remain a priority at all times.
During the Damage Containment phase, there are two skills to keep in mind: Effective Communication and Risk-Taking.
It should go without saying that clear and effective communication is crucially important during crisis management. Truth be told, this is a skill that is vital to every phase of crisis management. But it’s perhaps most important when you’re trying to keep people calm, inspired, and confident, even when things are at their most chaotic and uncertain. In this phase, it’s important to remain empathetic to what people need in order to do their jobs and to keep the lines of communication open. The last thing you want is for people to feel like they can’t ask questions or for their concerns to go ignored.
It should come as no surprise that Risk-Taking is also a valuable skill in a time of crisis. After all, a crisis is an inherently risky situation. It requires a leader with the willingness and confidence to make quick decisions. Hemming and hawing simply won’t do when you’re in the damage containment phase. So you have to be willing to take chances and make mistakes from time to time. It’s simply part of the job.
This leads us to the last two skills: Promoting Resilience and Individual & Systemic Learning.
When communities and businesses were beginning to emerge from the COVID-19 crisis, the word resilience was on everyone’s tongue. You can promote resilience by encouraging and empowering your teams to make decisions, experiment, learn from errors, and grow in terms of experience and confidence. There should always be the possibility in everyone’s mind that we can emerge from this crisis not only intact but maybe even stronger than we were before.
The final skill is Individual & Systemic Learning, and it’s perhaps the most important skill when it comes to prepared leadership. There’s no end to your own personal learning. It’s ongoing, and it will always be critical to being prepared, since the world around you never stops changing. That said, as a leader you should also do whatever you can to promote learning within your organization. The organization’s employees are also the eyes and ears of your business and need to be prepared in order to identify and manage the next crisis.
---
Let’s take a breath. We covered a lot in that last section. So let’s use this final section to reinforce a few of the key points and wrap things up by mentioning one or two pitfalls that you should keep an eye out for.
Two things that the authors really spend a lot of time on are diversity and trust. In terms of decision-making, it can not be stressed enough how important it is to get a variety of opinions and perspectives. Remember how we talked about those cognitive biases in the first section? Well, the best way to get around those biases is to reach out to different people and hear what they have to say.
Diversity also plays a big part in setting up a crisis management team. You need to create a well-rounded team, with diverse skill sets and no blind spots. You also want to establish clear goals centered around your company’s shared vision. And this is where trust comes in, once again. You need to establish an environment where people feel empowered, inspired, and comfortable speaking up. This is all part of company culture, which, as the leader, is something you have agency over.
Finally, let’s mention technology. Many businesses today are, to one degree or another, affected by technology and crises that can exist on either a local or global scale. This is important to keep in mind for several reasons. Technology can help to cultivate a global mindset that can effectively respond to a global crisis. It allows you to reach out to people around the world for expertise and to gain valuable cultural insights. Increasing the number of contacts you have around the world can result in what the authors refer to as a “mega community.” And this can be a tremendously beneficial thing to have when facing a global crisis.
As Mercury Systems showed, technology can also be a great way to streamline communications. But it also has its pitfalls. In June 2020, Greg Glassman, the founder and CEO of the billion-dollar CrossFit empire, facilitated his demise with a couple of horrible tweets and some racially insensitive comments made during Zoom conferences. The global backlash forced Glassman to step down as CEO in a matter of days.
It brings to mind the wise saying: “Technology is only as good as the leader who uses it.” More often than not, people will point to success stories and suggest that we can learn from them. But it’s also important, if not more so, to learn from the mistakes of others.
March 27, 2025
It’s 3.5 stars, but I rounded down because there was so much context and additional information that just didn’t really add value up front.
As you get toward the end it’s more interesting… again, one of those “could have been a good blog or article, but you made it into a whole book” situations.
As you get toward the end it’s more interesting… again, one of those “could have been a good blog or article, but you made it into a whole book” situations.
October 20, 2022
There were some helpful insights in this book, in particular around cognitive biases, crisis framing, and building a crisis team. I found the more scientific and objective pieces to be the areas I preferred reading and found myself thinking most about.
I was unimpressed with the examples that were used. Almost all were centered around the COVID-19 pandemic, and while many were useful because they were fresh and easy to understand, it would have been helpful to have a wider range of examples from a variety of crises, knowing that we will face many varied crises beyond COVID. In addition, some of the examples didn’t seem to illustrate the larger point. I found the anecdotes about CrossFit and Glassman to be confusing and unhelpful, and generally unrelated to crisis response.
I also struggled to remember many of the core ideas because they were written into prose instead of being bulleted or highlighted. There were many repeated lists of concepts in sentences that I could never fully remember, where a bulleted list would have been much more helpful. I also felt like some of the core concepts from earlier in the book (for example, the 9 skills of a prepared leader) could have been covered in much more depth. There were really only 4 pages about those 9 skills, when entire chapters could have been written about them. I would have rather read more about those versus the strange and unclear chapter about technology.
There were enough important takeaways in this book to make it worth a read and 3 stars, but you could maybe skim it or read the cliff notes.
I was unimpressed with the examples that were used. Almost all were centered around the COVID-19 pandemic, and while many were useful because they were fresh and easy to understand, it would have been helpful to have a wider range of examples from a variety of crises, knowing that we will face many varied crises beyond COVID. In addition, some of the examples didn’t seem to illustrate the larger point. I found the anecdotes about CrossFit and Glassman to be confusing and unhelpful, and generally unrelated to crisis response.
I also struggled to remember many of the core ideas because they were written into prose instead of being bulleted or highlighted. There were many repeated lists of concepts in sentences that I could never fully remember, where a bulleted list would have been much more helpful. I also felt like some of the core concepts from earlier in the book (for example, the 9 skills of a prepared leader) could have been covered in much more depth. There were really only 4 pages about those 9 skills, when entire chapters could have been written about them. I would have rather read more about those versus the strange and unclear chapter about technology.
There were enough important takeaways in this book to make it worth a read and 3 stars, but you could maybe skim it or read the cliff notes.
March 9, 2024
This book reads like it was written by AI with frequent disjointed thoughts and it was difficult to follow that voices of the two authors. I wanted to like it but I did not find enough substance to keep me fully engaged.
October 23, 2022
@menreadtoo_au on Instagram
#thepreparedleader by #erikahjames and #lynnperrywooten #whartonschoolpress
…
“We do not ordinarily plan for the atypical, the anomalous, the irregular, or the exceptional on a day-to-day basis,”
…
“We are hardwired to neglect the possibility of a crisis.”
…
“Prepared leadership is what will dernier your ability to lead through the next crisis…and navigate uncertainty”
…
“Being prepared depends on you…to put in place culture, systems and processes to manage the next crisis inclusively, ethically and effectively - and to model that culture”
…
James and Wooten argue that it is through preparation through distinct leadership competencies that organisations and leaders can manage the complexities of a crisis
…
The idea of a crisis relates to significant threatening events that could lead to devastating outcomes unless swift action is taken. The research also focus on how crisis provides “opportunity” for organisations to shift from sheer reaction to purposeful responsiveness through preparation
…
Within the text James and Wooten refer significantly to the learnings from the pandemic era on crisis management, including before, during and after the crisis. Both James and Wooten, who have a strong relationship born from their connection through their PHD, both started in new organisations during the plight of the pandemic
…
Through their research, which begun well before the wake of the pandemic, the scholars developed a framework for leaders and organisations to plan for and respond to crisis. The framework outlines: the 6 hallmarks of a crisis; the 5 phases of a crisis; 9 supporting competencies of effective crisis leadership; and 6 effective crisis leadership orientations
…
The creditability of James and Wooten as lifelong learners, certainly enhance the tangible nature of the research into crisis and crisis management. The skills and actions represented, at its core, is about learning from the past and preparing for the next crisis
…
The links to NBA, Cross Fit, Health-Care Systems allows the reader to learn from diverse experiences. No matter the breadth of the crisis, the leadership attributes, systems and values represented in this research makes it a must-read for all leaders and organisations
…
Have you #read this #book? What did you think?
#thepreparedleader by #erikahjames and #lynnperrywooten #whartonschoolpress
…
“We do not ordinarily plan for the atypical, the anomalous, the irregular, or the exceptional on a day-to-day basis,”
…
“We are hardwired to neglect the possibility of a crisis.”
…
“Prepared leadership is what will dernier your ability to lead through the next crisis…and navigate uncertainty”
…
“Being prepared depends on you…to put in place culture, systems and processes to manage the next crisis inclusively, ethically and effectively - and to model that culture”
…
James and Wooten argue that it is through preparation through distinct leadership competencies that organisations and leaders can manage the complexities of a crisis
…
The idea of a crisis relates to significant threatening events that could lead to devastating outcomes unless swift action is taken. The research also focus on how crisis provides “opportunity” for organisations to shift from sheer reaction to purposeful responsiveness through preparation
…
Within the text James and Wooten refer significantly to the learnings from the pandemic era on crisis management, including before, during and after the crisis. Both James and Wooten, who have a strong relationship born from their connection through their PHD, both started in new organisations during the plight of the pandemic
…
Through their research, which begun well before the wake of the pandemic, the scholars developed a framework for leaders and organisations to plan for and respond to crisis. The framework outlines: the 6 hallmarks of a crisis; the 5 phases of a crisis; 9 supporting competencies of effective crisis leadership; and 6 effective crisis leadership orientations
…
The creditability of James and Wooten as lifelong learners, certainly enhance the tangible nature of the research into crisis and crisis management. The skills and actions represented, at its core, is about learning from the past and preparing for the next crisis
…
The links to NBA, Cross Fit, Health-Care Systems allows the reader to learn from diverse experiences. No matter the breadth of the crisis, the leadership attributes, systems and values represented in this research makes it a must-read for all leaders and organisations
…
Have you #read this #book? What did you think?
January 7, 2024
The Prepared Leader: Emergency from Any Crisis More Resilient than Before is easily one of the best crisis leadership books I've read in a while. It will be amongst a small group of texts to which I frequently refer in my own teaching on disaster/emergency management and crisis leadership.
James and Wooten do a great job of making this work accessible. That's a strength of their scholarly writing, and this book takes that up a notch. The text is written such that practitioners can keep it on file as a reference, checking in with it again and again as they encounter new situations and seek to develop their crisis leadership capability. That's a real strength of this title.
I found myself highlighting several "sound bytes" across my social media channels from the text. I appreciate pithy, memorable quotes, and there were several here dealing with framing, the importance of learning, technology as a tool, etc.
The text approaches crises from the organizational perspective, though the lessons don't exclude and are certainly applicable to community-level crisis management. In fact, in the seemingly age-old debate over the differences between crises and disasters, I felt the authors did an admirable job of providing language that works in both contexts. Put simply, a disaster is a specific type of crisis.
In truth, I found the text to be just a bid heavy on COVID-19, but you know what? How can you blame crisis leadership scholars and authors for writing about COVID-19? In the mid-2000s, the writings grappled with Hurricane Katrina, and the pandemic will feature at least as much as that (I would imagine). (Disclosure: I have published papers on COVID-19.) So even though my brain cries a little every time I read "covid," I recognize it for the crisis leadership laboratory that has been, is, and will be. Kudos to James and Wooten for pulling out the lessons from the pandemic and making them relevant to "the crisis" more generally.
It's obvious that my recommendation is to read the book.
But don't just read it. Buy it. Highlight in it. Mark it up. Put sticky note flags in it. Use it as part of a comprehensive effort to be a better crisis leader.
James and Wooten do a great job of making this work accessible. That's a strength of their scholarly writing, and this book takes that up a notch. The text is written such that practitioners can keep it on file as a reference, checking in with it again and again as they encounter new situations and seek to develop their crisis leadership capability. That's a real strength of this title.
I found myself highlighting several "sound bytes" across my social media channels from the text. I appreciate pithy, memorable quotes, and there were several here dealing with framing, the importance of learning, technology as a tool, etc.
The text approaches crises from the organizational perspective, though the lessons don't exclude and are certainly applicable to community-level crisis management. In fact, in the seemingly age-old debate over the differences between crises and disasters, I felt the authors did an admirable job of providing language that works in both contexts. Put simply, a disaster is a specific type of crisis.
In truth, I found the text to be just a bid heavy on COVID-19, but you know what? How can you blame crisis leadership scholars and authors for writing about COVID-19? In the mid-2000s, the writings grappled with Hurricane Katrina, and the pandemic will feature at least as much as that (I would imagine). (Disclosure: I have published papers on COVID-19.) So even though my brain cries a little every time I read "covid," I recognize it for the crisis leadership laboratory that has been, is, and will be. Kudos to James and Wooten for pulling out the lessons from the pandemic and making them relevant to "the crisis" more generally.
It's obvious that my recommendation is to read the book.
But don't just read it. Buy it. Highlight in it. Mark it up. Put sticky note flags in it. Use it as part of a comprehensive effort to be a better crisis leader.
January 4, 2023
I love that the author is a BLACK WOMAN talking about how to manage and perhaps even grow stronger from the next crisis!
Humans aren’t great at preparing for future crises, which is why we need to hone specific skills.
In the simplest terms, human evolution has caused us to prioritize the dangers that are here and now over the possibility of future threats. Because of this, we have a bunch of cognitive biases that get in the way of preparedness.
One such bias is known as probability neglect, which means that even if we see a threat brewing halfway around the world, we tend to dismiss it or underestimate the impact it could have on us.
Another is the anchoring effect. This refers to the way we tend to latch on to a first impression, and how we refuse to budge from it even when all signs point to it being wrong. Likewise, the more time and money we invest in a possible solution, the more difficult it becomes for us to change course, even when it’s clear that the solution won’t work.
*nine skills of crisis management*
The Prepared Leader (2022) is a guidebook for those seeking insights on how to manage and persevere through a crisis. One thing is certain: it won’t be long before another crisis hits. The Prepared Leader shows how you can be ready and successful in weathering the next storm.
Humans aren’t great at preparing for future crises, which is why we need to hone specific skills.
In the simplest terms, human evolution has caused us to prioritize the dangers that are here and now over the possibility of future threats. Because of this, we have a bunch of cognitive biases that get in the way of preparedness.
One such bias is known as probability neglect, which means that even if we see a threat brewing halfway around the world, we tend to dismiss it or underestimate the impact it could have on us.
Another is the anchoring effect. This refers to the way we tend to latch on to a first impression, and how we refuse to budge from it even when all signs point to it being wrong. Likewise, the more time and money we invest in a possible solution, the more difficult it becomes for us to change course, even when it’s clear that the solution won’t work.
*nine skills of crisis management*
The Prepared Leader (2022) is a guidebook for those seeking insights on how to manage and persevere through a crisis. One thing is certain: it won’t be long before another crisis hits. The Prepared Leader shows how you can be ready and successful in weathering the next storm.
This entire review has been hidden because of spoilers.
November 3, 2023
3/5 ⭐⭐⭐
The main point of this book is that crises like the COVID-19 pandemic or the Ukraine war happen all the time, and we as 'Prepared Leaders' need to learn how to be prepared and effectively navigate these things within our organizations & businesses.
I found the point about human psychology and how we are hardwired to downplay crises and their impact very interesting. Hence, we must expand our skill sets to respond to crises and their demands better.
The authors recommend focusing on 9 distinctive skills. However, learning is the most critical skill in 'prepared leadership.'
The point on crisis framing was also very insightful. We can see a crisis as a threat or an opportunity, and that framing will determine our behavior. However, rational decision-making in crisis is threatened by our cognitive biases. That's why it's important to practice self-awareness and emotional intelligence and seek diverse perspectives.
Overall, I liked the first part of the book better. The final few chapters felt dragged out and fluffy. The talk on technology and diversity was too repetitive, and nothing new was offered here. It's not a bad book, but there was nothing groundbreaking here, just reinforcement of already standard practices in leadership and management. 3/5.
The main point of this book is that crises like the COVID-19 pandemic or the Ukraine war happen all the time, and we as 'Prepared Leaders' need to learn how to be prepared and effectively navigate these things within our organizations & businesses.
I found the point about human psychology and how we are hardwired to downplay crises and their impact very interesting. Hence, we must expand our skill sets to respond to crises and their demands better.
The authors recommend focusing on 9 distinctive skills. However, learning is the most critical skill in 'prepared leadership.'
The point on crisis framing was also very insightful. We can see a crisis as a threat or an opportunity, and that framing will determine our behavior. However, rational decision-making in crisis is threatened by our cognitive biases. That's why it's important to practice self-awareness and emotional intelligence and seek diverse perspectives.
Overall, I liked the first part of the book better. The final few chapters felt dragged out and fluffy. The talk on technology and diversity was too repetitive, and nothing new was offered here. It's not a bad book, but there was nothing groundbreaking here, just reinforcement of already standard practices in leadership and management. 3/5.
December 10, 2022
Thanks to Goodreads and the publisher for the giveaway ARC in exchange for an unbiased honest review.
I received this book in a Goodreads/Publisher giveaway.
My expectation for this book did not quite fall in line with what was covered. While the title mentions emerging from any crisis, it is basically only about how to respond and recover from the height of the covid/pandemic that we dealt with the last few years. While it was an interesting & informative read, I didn't find it to be a "leadership" book, but rather a specific crisis recovery book.
I received this book in a Goodreads/Publisher giveaway.
My expectation for this book did not quite fall in line with what was covered. While the title mentions emerging from any crisis, it is basically only about how to respond and recover from the height of the covid/pandemic that we dealt with the last few years. While it was an interesting & informative read, I didn't find it to be a "leadership" book, but rather a specific crisis recovery book.
January 5, 2023
Do you prioritize trust and transparency in your leadership practice? Do you delegate to people who have specialized knowledge? Do you communicate clearly and provide the reasoning behind your decisions? If you answered yes to all of these questions, then you should have the kind of influence that will help you manage a crisis using these skills: Influence, Organizational Agility, Creativity,Trust, Effective Communication, Risk-Taking.
November 1, 2023
Though repetitive, I really enjoyed hearing from two Black women who lead their respective educational institutions, stepping in in the middle of 2020 with a focus on the COVID response. If you fail to plan, you fail to plan is a cliche for a reason and one I think they’d buy into. This book is all about escaping the cycle of panic and neglect. (We’re at neglect, and I’d add denial, right now). I like planning and learning and these two share that sentiment.
November 1, 2025
Very generic content. Seemed too heavily anchored on "just look for the signs" at the beginning of the book. Contained several prescriptive lists that lacked connection with the repeated examples in the book. In somewhat of an irony, this book read like a reaction to covid rather than proactive preparation for it. Its unlikely that we can adequately prepare for most crises, and the quality of arguments here reinforced that for me.
Read
August 16, 2023Started well exploring bias, including a good reminder about probability neglect (the emotional response of underrating bad outcomes). Found the framework a bit forced and not overly memorable or explored. Those 9 competencies could have been decked into with examples. Love that the core the Prepared Leadership was expressed as the “willingness to learn and convert learning into action”.
March 13, 2025
The content of how to handle a crisis are excellent. Anyone leading through a crisis can utilize these frameworks. The examples of people leading well through crisis are what make me rate this 3 book stars. I fundamentally disagree with the perspective of who led well through 202 and 2021. But that’s ok. We can have different viewpoints.
May 3, 2023
Clear and sharp read with great insights for any leader. While the examples are focused on covid impact, concepts explored in the book are ever relevant and can be applied to any other crisis.
Loved the "panic and neglect" cycle example, this is so common unfortunately.
Loved the "panic and neglect" cycle example, this is so common unfortunately.
October 21, 2022
Quick read and good primer for leaders/teams. Anyone in a leadership role during COVID can resonate with their key points. Nothing really new, but a quick read with a couple sound takeaways.
Read
November 4, 2022Great overview of what it takes to build and manage a crisis team and how to execute decisions.
November 15, 2022
Timely tool providing a frame for leading an organisation through crisis.
November 25, 2022
Out side my general wheel house of books I read but helpful in looking at crisis and navigating through them, I wish there was more examples of smaller companies.
March 27, 2023
This is a very specific manual for leaders in crisis. Well researched and includes stories and practical ideas.
April 25, 2023
Helpful, kindof a review of what you should already know but good info in one spot.
August 1, 2023
Smart strategies, strong examples - but repetitive and too self-referential.
August 9, 2023
This book provides a nice framework for crisis management and great perspective from the authors/leaders who thrived in the face of the pandemic.
October 15, 2023
Loved this book, and learned much about preparing and leading during a crisis and before. My only real critique that it was too short.
February 23, 2024
"Crisis" = COVID-19 only
Very thin, says not much at all. Could have been a blog post.
Very thin, says not much at all. Could have been a blog post.
February 25, 2024
There's a few interesting lessons and facts, but the entire book is based on Covid as the basis of lessons to prepare for the future and it felt unrelateable for everyday applications.
May 29, 2024
This was a great leadership book and offered tips on how to prepare for crisis as a leader. Towards the end of becomes a bit repetitive.
July 21, 2024
This book provides a nice framework for crisis management and great perspective from the authors/leaders who thrived in the face of the pandemic.
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