What do Germany, Taiwan and New Zealand have in common? Strong female leadership, widely applauded for doing an exceptional job with the coronavirus crisis.
Strong leadership who showed empathy and decisiveness. Leaders who prioritised prompt action and common sense ahead to political self-aggrandisement. Powerful female leaders and what characterised their approach to the global pandemic? First clarity, as the German Chancellor, Angela Merkle emphasised early adoption of widespread testing and ensuring the availability of many intensive care beds which contributed to Germany's low death rates. (Recently the death rates have, unfortunately. risen). With a doctorate in quantum chemistry, Mrs Merkle favoured a winning formula of trusting science while remaining crystal clear about the government's expectations of the German people. According to commentator Ricardo Roa, "She communicates with scientific rigour, is calm and disarms hysteria." Coincidentally, she is also celebrating her highest approval rating since 2017, according to a recent survey.
There is decisiveness, one of the swiftest responses to the pandemic, was by Taiwan's female president, Tsa ling-wen, last January. She introduced 124 measures to block the spread of COVID-19 without resorting to a full lockdown.
Thirdly, compassion has been significant. Norway's prime minister, Erna Solberg, appeared on television to talk to children. She answered their questions, listened to their fears and reassured them that it was natural to be scared.
Mette Frederiksen, the Danish prime minister addressed children during a press conference, at the end of March, and she also took part in a weekly. live singalong on Facebook.
.New Zealand's prime minister, Jacinda Ardern, learned what was happening in Europe. Her approach at the beginning of the pandemic was based on charity, empathy and scientific facts. She won acclaim for the excellence in both the way she communicated and the words she used. After announcing her country's measures, the prime minister went to "check-in with everyone" on Facebook as they prepared to "hunker down". She refused to use the term lockdown, referring to self-isolation as "in the bubble". Hasty but nonetheless important terms of character showing empathy and solidarity. Unlike other business leaders who have "gone ahead with dividends and pay-outs" Jacinda Ardern announced that she, the members of her cabinet and public service chief executives would agree to a 20% pay cut for the next six months, so as to recognise the impact on other New Zealanders.
Strong female leaders have proven themselves outside the pandemic context. A recent Forbes article recalls what happened back in the financial crisis of 2008 when reports suggested that banks led by a higher proportion of women, as well as countries that enjoyed a higher representation of women in leadership, especially on the financial sector, suffered less from the global economic crisis. The piece reveals how changes to governing in Europe increased female board representation in large banks from 15% to 33%.
So what is the right way to handle a crisis and ensure a good outcome? In the current virus-stricken world it seems that acting in an altruistic, emphatic, non-risking way is getting very favourable results.
Apparently, handling a global pandemic needs special skills and taking tough and prompt decisions. This is where experience and leadership skills count. It takes a certain kind of individual to manage successfully.
When we emerge from the coronavirus crisis it will be a changed world. More than ever before there will be positions for women who have the skills and dedication to conquer adversities and misfortunes and make the best of it.
Strong leadership who showed empathy and decisiveness. Leaders who prioritised prompt action and common sense ahead to political self-aggrandisement. Powerful female leaders and what characterised their approach to the global pandemic? First clarity, as the German Chancellor, Angela Merkle emphasised early adoption of widespread testing and ensuring the availability of many intensive care beds which contributed to Germany's low death rates. (Recently the death rates have, unfortunately. risen). With a doctorate in quantum chemistry, Mrs Merkle favoured a winning formula of trusting science while remaining crystal clear about the government's expectations of the German people. According to commentator Ricardo Roa, "She communicates with scientific rigour, is calm and disarms hysteria." Coincidentally, she is also celebrating her highest approval rating since 2017, according to a recent survey.
There is decisiveness, one of the swiftest responses to the pandemic, was by Taiwan's female president, Tsa ling-wen, last January. She introduced 124 measures to block the spread of COVID-19 without resorting to a full lockdown.
Thirdly, compassion has been significant. Norway's prime minister, Erna Solberg, appeared on television to talk to children. She answered their questions, listened to their fears and reassured them that it was natural to be scared.
Mette Frederiksen, the Danish prime minister addressed children during a press conference, at the end of March, and she also took part in a weekly. live singalong on Facebook.
.New Zealand's prime minister, Jacinda Ardern, learned what was happening in Europe. Her approach at the beginning of the pandemic was based on charity, empathy and scientific facts. She won acclaim for the excellence in both the way she communicated and the words she used. After announcing her country's measures, the prime minister went to "check-in with everyone" on Facebook as they prepared to "hunker down". She refused to use the term lockdown, referring to self-isolation as "in the bubble". Hasty but nonetheless important terms of character showing empathy and solidarity. Unlike other business leaders who have "gone ahead with dividends and pay-outs" Jacinda Ardern announced that she, the members of her cabinet and public service chief executives would agree to a 20% pay cut for the next six months, so as to recognise the impact on other New Zealanders.
Strong female leaders have proven themselves outside the pandemic context. A recent Forbes article recalls what happened back in the financial crisis of 2008 when reports suggested that banks led by a higher proportion of women, as well as countries that enjoyed a higher representation of women in leadership, especially on the financial sector, suffered less from the global economic crisis. The piece reveals how changes to governing in Europe increased female board representation in large banks from 15% to 33%.
So what is the right way to handle a crisis and ensure a good outcome? In the current virus-stricken world it seems that acting in an altruistic, emphatic, non-risking way is getting very favourable results.
Apparently, handling a global pandemic needs special skills and taking tough and prompt decisions. This is where experience and leadership skills count. It takes a certain kind of individual to manage successfully.
When we emerge from the coronavirus crisis it will be a changed world. More than ever before there will be positions for women who have the skills and dedication to conquer adversities and misfortunes and make the best of it.
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