“They expect me to perform miracles and I haven’t even caught my breath yet,” a senior executive told me as she held her head in her hands. We were talking about how she should lead her organization after the Covid-19 pandemic. She knew she would face intense pressure to deliver a turnaround in performance.
Thinking about it felt overwhelming, especially since she was already exhausted from dealing with the first, acute phase of the crisis. Could she switch from focusing on urgent, operational issues to more strategic opportunities? How well could she cope with the aftermath of the crisis — …
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