In this time of pandemic, we are intensely caring for our families, our clients, our company, and our careers—and in some cases even schooling our children at home, or caring for loved ones and neighbors. We are giving 110% to everything at once. Many of us have become adept at this, working virtually, leading meetings remotely, hurtling forward day-after-day.

But too often we are not caring for ourselves. Though we are strong, leading the way daily, our minds and bodies need breaks too.

ALULA has worked as a virtual company for years, so we’ve learned a lot about staying healthy in “the virtual life”—physically, mentally, and emotionally. Here’s some advice, especially for those who may not be accustomed to working from home.

We are facing times of true uncertainty, and that means leaders, their organizations, and the people within them are faced with enormous challenges. Most people have a hard time dealing with unknowns, and this can be exacerbated by a relative lack of information, or, as is the case in the current situation, an abundance of information that causes fear and concern. People have questions, and leaders find they don’t have all the answers. As more information becomes available, leaders must realize that their decisions are now much more than just business decisions. What leaders say and do next can ultimately have significant implications for their people and affect individual lives and careers.

Personal Reflection: Caring for Family and Colleagues

These personal reflections are from Danielle Geissler, Ph.D. A trusted advisor and coach to many senior executives in the U.S. and abroad, Danielle boards planes, trains, and secures ride services on a daily basis to better help executives create positive, productive, and engaged workplaces. She resides at—what is today—the epicenter of the U.S. COVID-19 outbreak. These are a few of her insights.

Here you are: tasked to design and implement a foolproof strategy that will elevate your organization to the next level. It’s likely that you’ll build your strategy around some variation of the following goals:

There’s a lot of discussion about Gen Z and the impact they will have on the workforce. The Wall Street Journal reports that they seek financial stability and are industrious. Inc. Magazine tells us they are culturally diverse and risk averse. Forbes says that they want to be judged on their own merit and they want to work with autonomy.

In every work environment you’ll hear talk of teams.  Teams are formed deliberately and carefully to achieve the objectives and goals of an organization.

Many of us are part of multiple teams—a core team, plus at least one cross-functional team. In our work with many Fortune 100 companies, we know that the best teams all possess the same secret for success: a leader who knows how to create and lead a high-performing team.  

My colleague, Kim Huggins, presented on “creating and leading high-performing teams,” and joined a panel on inclusivity and relationship-building as a leader. As I listened to the speakers, I thought: these topics are relevant for any leader, regardless of gender or seniority.

Audits tell us whether employees are following safety procedures, right? Not necessarily.

Audits don’t always tell the whole story. I’ve seen cases where well-trained employees looked good on the audit yet had a troubling number of incidents on the job.

I’ve seen situations where companies have an admirable history of safety practice yet still experience fatalities—and in one case, two-thirds of the deaths occurred in high-risk areas.

How is this happening when their audits looked so good?

ALULA recently had the opportunity to participate at The POWER of Professional Women conference in Philadelphia, PA. During the conference we had the opportunity to engage with Millennial panelists, active in the workforce, to find out why they change jobs and what companies can do to retain them. Research shows that 21% of Millennials changed jobs in the past year, and 60% say they are open to new job opportunities.

Pharmaceutical companies have been talking about patient-centricity for years.
Yet, many pharma companies find it challenging to make patient-first thinking a pervasive trait throughout their organization. 

In its simplest terms, creating a patient-centric culture is about being authentic and open in communicating to patients, taking care to understand their needs, and giving them a voice in the management of their care. Patient-centricity simply requires putting the patient first or being empathetic to their story.