In Crisis Management Mode? Consider the Virtues of Vulnerability

As policymakers struggle with when and how to open up the U.S. economy and get people back to work, it’s been a case of two steps forward, one step back. In New York, for example, the governor had touted the success of social distancing, but then extended the “stay at home” measures. For business leaders, this pressures planning and management, and also affects the morale of a company. Here, in the last of a series of stories on “change management” and leadership during the coronavirus outbreak, WWD hears from industry leaders, consultants and brands who share their insights and best practices. Antonia Hock, global head of The Ritz-Carlton Leadership Center, which is a consultancy that works with retail brands and other organizations “to enhance their customer and employee experience,” the current climate is challenging for managers and requires leaders to communicate daily and do so with authenticity. “Right now employees are inundated with stories, news and anecdotes that are all vying for their mindshare and attention,” Hock told WWD. “What’s more, employees are searching for reliable information on the coronavirus, and most of them expect their employers to be a go-to source.” Hock said as a leader, it is “critically important that you share daily

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