24 MAGAZINE Consequently, organizations are facing several common challenges: A highly dynamic framework, decentralized decision-making processes, increased emphasis on distributed leadership, and uncertainty regarding the efficacy of normal oversight and assessment mechanisms. All this leads to an increase in emotional biases. Organizations must react to these circumstances swiftly and effectively. A good first step is a full review of existing crisis protocols. Such protocols are usually founded on the existence of special management committees, formed of representatives from each area of the company. However, that alone is insufficient. It is essential to ensure that no matter when or where a challenge should arise, a leader with an effective profile is there to assist in the response. In this regard, I can name three particularly important leadership characteristics. First, a capacity for self-criticism, allowing them to recognize any of their own potential emotional biases when analyzing situations and making decisions, as well as engendering a healthy sense of caution. Second, a mind geared toward agile decision-making networks, ideally consisting of benchmark individuals from each department, each with their own profiles. Third, a propensity toward strong but participatory leadership, characterized by approachability and empathy. Encouraging autocratic or bureaucratic leadership during such exceptional situations can lead to significant risks. By following the above guidelines, the organization’s risk profile can be significantly diminished, converting the decision-making process into a shared, analytical process, one with a spotlight on the role of leadership while still allowing for collective participation and reflection. The goal is to develop committees of leaders able to utilize teamwork to neutralize any biases affecting their decision-making processes. This focus on integration, empathy, and confidence must therefore be made clear to critical stakeholders as quickly and proactively as possible. Our entire business environment is subject to constant change, so maintaining relationships through open communication will prove essential for incorporating partner entities into our decision making. As a bonus, these efforts provide a unique opportunity to strengthen reputational bonds. If these measures are enacted effectively, leaders can enhance the reputations and identities of not only their own companies, but also of all those they maintain relationships with. An effective leader will thus bring the industry closer together, which is paramount in times of isolation such as these. If we represent and promote shared interests, projecting the sentiment that “we’re all in this together and we’ll all come out the other side together,” the company and its reputation will be all the stronger for it. Cultivating a “we/us” mindset and fostering shared attitudes of resilience and hope will enable all members of the organization to overcome hardships born of uncertainty. This is key to securing the company’s place in the future. Cultivating a “we/us” mindset and fostering shared attitudes of resilience and hope will enable all members of the organization to overcome hardships born of uncertainty