When the COVID-19 pandemic hit, it tested every aspect of leadership. The sudden shift forced me, like many leaders, to confront various challenges—protecting employees, maintaining business operations, and upholding customer commitments. But it was clear from the beginning that this crisis needed more than traditional leadership, given that no leader likely in living memory had managed through a global crisis of this magnitude, speed, and complexity. It demanded empathy, compassion, adaptability, and unwavering support for the people who made up our organization.
Health, Safety, and Livelihoods as Priorities
Early on, the team and I recognized that the health, safety, and livelihoods of our employees had to be our top priority. We had been monitoring the situation since January, well before the virus reached the U.S., and those extra months allowed us to prepare. We quickly formed a crisis-response team to assess the situation daily, gathering as much information as possible to make timely, high-value decisions. Protecting our people became the central theme that guided every choice we made.
In early March, we transitioned 60% of our employees who could work from home to remote work, accomplishing this move seamlessly in just one weekend. At the same time, we developed an implemented rigorous safety protocols for those who had to continue working on-site-including weekly COVID-19 testing.
To support the most economically vulnerable, we launched an employee relief fund to help with essential needs—medication, food, and supplies. The way I saw it, if we took care of our employees and their family's, they would take care of the business. It was a simple, yet deeply human, approach that I believed would pay off in the long run.
Empathy as a Core Leadership Principle
Empathy was at the heart of every decision I made during the pandemic. I drew on personal experiences from my early career in the shipyards, working alongside people who struggled to provide for their families during tough economic times. Those experiences shaped my understanding of leadership—if I was ever in a position to improve someone’s life, I would do everything in my power to make that happen.
During the pandemic, this meant more than just providing financial support. We expanded access to mental health resources, reset paid sick leave balances, and even offered free access to meditation apps to help employees manage their stress. I gave each member of the leadership team a WHOOP strap to measure their sleep, strain and recovery so they were better able to focus on their personal wellness during this incredibly stressful period. I knew that by fostering a culture of care and understanding, we could emerge stronger as an organization.
Adapting to Change with Agility
The rapid pace of change during the pandemic required us to be more agile than ever. With markets shifting and uncertainty looming, adaptability became a core part of our approach. Because we had previously invested heavily in our IT and security infrastructure, we were able to pivot to remote work quickly and effectively, without disrupting business operations.
One of the most significant changes was how we communicated. We flattened the hierarchy, holding daily video calls with managers, to begin, to ensure everyone was aligned with the real-time decisions we were making. Radical transparency was also key—I wanted to ensure our people were informed, heard, and engaged. These open discussions were essential in maintaining trust and cohesion during such turbulent times.
Fostering Innovation and Resilience
Crises often spark innovation, and the pandemic was no different. As we adjusted to new ways of working, we encouraged our teams to challenge assumptions and rethink how we operated. It was clear that the old ways wouldn’t necessarily work in this new environment, so we leaned heavily on creativity and innovation. Employees were empowered to propose new ideas and reimagine how we could meet both internal and external challenges.
Despite the pandemic, we ended the first year of COVID with record-breaking financial performance. I believe this was a direct result of the environment we created—one where employees felt supported and valued, which inspired them to go above and beyond. When people feel that their well-being is truly prioritized, they respond with loyalty and dedication.
Compassion as a Long-Term Investment
As leaders, it’s easy to get caught up in short-term metrics and cost-cutting measures, but I’ve always believed that compassion is a long-term investment. By putting people first—whether through financial support, mental health resources, or just showing that we care—we built a foundation of trust and resilience that strengthened the organization as a whole.
The pandemic reinforced this belief. By investing in our employees, we ensured that they had the support they needed to stay engaged and productive, even in the face of extreme uncertainty and duress. It’s an approach that not only helped us weather the storm but positioned us for continued success beyond the crisis.
Conclusion
The pandemic was undoubtedly the greatest leadership challenge of my career, but it also provided invaluable lessons. It taught me the importance of leading with empathy, radical transparency and communications, adapting swiftly to change, and fostering an environment where innovation can thrive. Most importantly, it underscored that people should always be at the heart of every decision we make as leaders.
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