Leadership & Planning During COVID-19 - Q&A - April 9

Chat with Mark Johnson, author of "Lead From The Future", about creating new growth and managing change during Coronavirus.

Super fun to be with everyone! I hope my answers (and questions) were helpful. Signing off! Stay healthy and safe! Mark

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For a Company the size of 500 employees, what are your recommended corporate communication policies for announcing furloughs or layoffs?

helpful
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Have you studied or seen any innovative cost cutting measures Companies have adopted to weather the economic downturn?

likesmart
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This is consistent with the research findings in my book "Lead From the Future". The 5-10 year horizon brings as much to see opportunities as much as threats and is the north star; need even now

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From my friends at Fishbowl, a survey was conducted "How far out does your organization plan ahead?" (% of participants) 0-6 months - 24% 1-3 years - 32% 3-5 yrs - 31% 5-7 yrs - 10% 7+ - 3%

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Is there a difference between the mindsets of good leaders and good planners? One mindset seems more charismatic and in-the-moment, while another seems very analytical and future-focused.

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More of a leadership question - our concept of work is clearly changing, and I'm worried about remote work leading to an increase in burn out. How can leaders adapt to these new conditions?

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How should we think about transitioning back to business as usual post COVID? I'm worried that people will be used to WFH and although might want to come into the office, it might change the dynamic.

likesmart
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What can companies do right now to best position themselves coming out of this?

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How do you think companies will change their future planning strategies coming out of the COVID crisis?

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How much do you think companies should consider externalities when future planning, such as protracted unemployment?

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How would you advise an embattled company like Boeing to plan for the future? Focus on survival and then plan for the future, or survive because you've planned for the future?

likesmart
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What are examples of companies that have been lauded for their strategic planning & foresight only to be exposed as a house of cards when they hit a black swan event? I don't mean fraud like Enron

likehelpful
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I'll be in and out throughout the day to answer your questions. Just to start, any scenario planning junkies out there? We'll need a lot of that to get through the crisis

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Hi Everyone! I'm up and running and here to join the conversation. I'm here in our home in Chatham, Massachusetts, camped out with the family. I hope everyone out there is safe and healthy!

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I work in advertising, which will be hit hard by this. One thing I think we struggle with as an industry is turning our corporate plans into reality. Andy advice about how to be better with that?

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Leaders have to plan for scenarios - do you think we should be planning for a long-tail recovery or a "V-shaped" recovery? Anything in your book about knowing what type of future to plan for?

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1) How has it changed your new talent needs? 2) What advice would you give to job seekers? 3) How has this effect your company’s financial stability? 4) Are there changes to employee benefits?

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When everyone is getting more than they’re full of Zoom meetings, what are some other ways to keep employees engaged, connected, and feeling like they’re part of something important?

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Does everyone believing this is an uncertain time, make it even more so? Are there ways we can lead with confidence, without being ignorant?

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