 Hello, everyone, and welcome to today's webinar on how leaders can manage crisis. And I would now like to introduce Dr. Ricardo Viana Vargas. Dr. Vargas is the Executive Director of the Brightline Initiative. Over the past 20 years, he has been responsible for more than 80 major transformation projects in several countries covering an investment portfolio over over 20 billion US dollars. He was the first Global Director of the Infrastructure and Project Management with the United Nations Office for Project Services, UNOPS. He has written 15 books on the subject of project management. He hosts one of the most relevant podcasts in the field, Five Minutes Project Management Podcast, with more than four million views. And with that, I'd like to turn things over to you. Thank you. Thank you, Alex. Hello, everyone. And I hope I find all of you well and safe. I know it's very challenging and different times. And we decided to talk about one of the researchers we did at Brightline together with Quarks. And we won because it became so, I would say, so timely what we discussed about how we can learn and how we can transform with the crisis, this crisis mode. So I want to share this with you as part of our advocacy program. So what you can see behind my slide back, it's an image of a virus. Of course, I was thinking about starting putting the COVID-19 virus in the back. But this is not COVID-19. And this was the virus that generated the idea of doing this research one and a half years ago. This is the Ebola virus. And my history goes back to 2015. And when Ebola is strike Western Africa, and it was really one of the most deadly diseases that we had in our time, I'm not talking about COVID now. One thing that happened last year is that we had a meeting with Bristol Myers Cube. Bristol Myers Cube is one of the coalition members of Brightline that is led by PMI. And we were discussing and he said, Dave Marlowe said to us one thing, he said, why when we face a massive crisis like in Ebola, silos were broken, people shift priorities almost immediately. And what we can learn from that. And this is so absolutely timely because I want that each of you that is watching this webinar, think about yourself and your priorities just six weeks ago. And now, including myself, so I'm in lockdown and probably I would say if not all of you, 99% of you are staying home for a long time. It's a big shift, a big impact on economy, movements, trade, everything. And yesterday on my back, I was taking, and I like very much reading the columnist, I was taking this magazine, The Word in 2020. And I read it. And there was, and this is absolutely outstanding source of information. Nothing about a potential pandemic. And we are now in the end of March. The word is just in shutdown mode because of a crisis. So people stop going in the streets. So what is that and what we can learn from that. So the first thing we need to understand that crisis is not a normal changing process. No, crisis is a critical event or point which is not handled in an appropriate and timely manner. Or if you do not handle it at all, may turn into a disaster or a catastrophe. So today, while I speak here, we are in the middle of probably if you are less than 80, 85 years old, this is absolutely the most impactful crisis. I never saw, I'm talking from, I'm Brazilian, but I live in Portugal. There is absolutely no single person on the streets. I'm in my house for 17 days in a row with my family. So I never, I don't recall in my life something with such a dramatic impact on business and economy. Imagine if you are running a large automotive industry, you probably shut down. Imagine that if you were a tiny restaurant, you were close. And this is such a massive crisis that is not a crisis in one specific country. This morning I read that around the third of the population is in lockdown. So imagine the impact of that. So what is happening now is that everybody is thinking on two basic aspects. What do we need to do now immediately to stop, I would say, this bleeding to people, stop dying and to get past this pandemic? This is the first one. The second one that every single person is thinking is, what is next? How life would be after all of this is over? We will go back to exactly how we were in December or it will be completely different. In this second moment is where I want to talk more to you about that. I'm not talking about you should stay home, you should wash your hands, I'm talking, okay, when this is over, what can we learn and how we can improve in order to be in a better position as a society for a potential next crisis that may happen in the future. So this is exactly what we decide to do. So when we created this, we base it, started with a simple question. How to transform an organization using the learning from a crisis situation? Right now, all of you, if you are an entrepreneur, if you are a consultant, if you are a teacher, you are thinking, okay, how I can prepare myself if in the future something similar or something massively critical happens. How should I behave? For example, right now, I'm taking a lot of cautious when I move these lights because all the internet bandwidth is overloaded with people working remotely. So imagine the adoption of remote work. I need to tell you, for most of the population globally, they are facing their first experience of buying grocery online. Trust me, maybe it's not the public that is hearing this webinar, but I'm talking the society in general, people that used to go to supermarkets, they cannot go anymore and they need. So all web delivery and all deliveries are overloaded. So we are facing such a massive transformation in the way we do business and what we can learn from that situation. So on all this big shift from a day to day. So if we see the world one week ago and we see now we see such a massive difference. So what we decided to do, we join a force with quarts and we create and this report is available to you, all of you. And I want to share with you on the next minutes a little bit of the findings of this. So this report you can download and understand what we can learn from this mode that we can benefit. I'm not talking please just about making your business better. No, no, it's above and beyond that. It's how we can make a society more resilient. And this is one of the key aspects. I just, I didn't have time to put this on this slide that, but this morning I was thinking about that. So take a look on this. I'm sorry for my poor drawing, but then you see that this flow and this disruption and this flow. So this is a basic concept I want you to get out of this webinar with. So look, this is improvement over time. So you improve society over time. At this point you have a crisis. It can be a crisis like COVID-19, but it can be like a dramatic accident or like something very impactful like a hurricane or an earthquake that brings you down. So what happens when you go down, and we are exactly on this moment, you can go down and never recover. You can go down and just make a parallel here and you lost that moment or you can do something like that. Did you see that the inclination is different? This is what we are calling resilience. When you, your next weight, you become more strong and more agile and nimble to promise. This is exactly what we want to share with you today. And this is not just Ricardo's opinion. We worked with 1200 people and we did 18 expert interviews from all over the world. We tried to cover as much as we can, trying to understand one of them in a decision position, so a C-level position. And I want to share with you some of their findings. The first thing is that everybody asked me now saying, Ricardo, when everything becomes normal, will the restaurant be the same or will the hotel industry or tourist industry be the same? 93% of them agreed that. When they face a crisis like the one we are having now, they change the way they operate in the future. So the Ricardo that is talking to you now will be changed by this event. And we will change, I will change the way I think about my business, my job, the work at Brightline, because this is exactly what we can benefit from the crisis. So everybody is thinking now, how such a tiny virus that in the first moment, in the very first moment, seems okay, it's like a cold. Just shut down the world. Right now, if I'm not wrong, 35,000 deaths growing exponentially every day. Everybody is thinking, how on earth with all the evolution of the society, we could not protect ourselves against that. This is exactly what we are talking. So every single company, every single of you that are listening to me, you will change the way you work. No matter what is your business, no matter if you work in a factory, no matter if you work in a hotel, if you are a software developer, if you are a project manager, or if you are a consultant, you will be impacted. You will need to identify new ways of working. And this is critical. And I want to share with you four findings. And I will try to relate them with the current crisis with COVID. The first one, every time you face a crisis, you shift completely your focus. So go back to your own life in January. And think what were your priorities? About your personal development, about your business, and look now. Suddenly, everything that seems to be extremely important for you at that time became just irrelevant. So imagine those who have family members, relatives that got sick. So or imagine those who are elderly people around or living together. Imagine that your priority just shifted. Your company that used to have a lot of plans, let's do this, let's do that. And suddenly, you have to just shut down, shut down completely. Some of them with a more dramatic and impactful, but every single one. So what happened is that you nailed down your focus in a dramatic and fast-paced way. Suddenly, for example, if you work on a pharmaceutical industry, you don't care about what will be the new medicine to help you to lose weight. Because at this moment, it became just irrelevant. So you see auto manufacturing starting to produce ventilators. So there is a massive shift on what really mattered now. So look how different and why this? Because the crisis makes you move to sharpen your focus in an extremely fast-paced way. So take a look. 75% of the people we interviewed reported that this crisis makes them stronger on implementing things. So let me tell you, I don't want, please don't take me wrong. But what I truly hope is that with all this moment and this challenge that we leave that crisis much stronger than we are right now. Right? This is one of the key things we must understand. Because we need to understand that this moment will make us more resilient than going back to that chart I just showed you. And look, 91% changed it. What is their priority? And I need to tell with this COVID, I would say it's not even 91. It should be 99.9. Every single one of you that are listening to this webinar are refocusing your priorities on what is really important to you. And you did this at a lightning speed. It didn't take you one year of strategic planning. It didn't take you two years of trying to do scenario planning. It's adapt, survive, and continue moving. And this is a very absolutely critical point. The second critical point is the need for speed. Of course, I would use, I would say, a space shuttle or something like that. I put the plane just so it's speed today is absolutely critical. So when you are on the crisis mode, you don't think on ears. You don't think about what would be my strategic vision for 2050. Because it's just impossible. Let me tell you, we are all sitting in our offices, in our home, trying to figure out when the isolation will come to an end. Let me tell you, if you watch 25 different newspapers, you will hear 25 different projections. Maybe it will be in two weeks, two weeks, maybe to be in six months. I heard now in a UK newspaper talking about six months. So look, the need for speed now, it's absolutely critical. So what we learn, I want to share two graphics. The first one is 91% increase in their decision making process. Because you need to decide now. Let me tell you today, for example, when we think about government decisions, company decisions, corporate decisions, travel decisions, one day means 20% more cases or 20% less cases. And of course, I cannot forget this here. So this chart I built during this weekend. So I take the Imperial College COVID-19 Response Team. They have an amazing paper talking about the projection and they use big data and they use all the analytics in South Korea, China and all the places to model how isolation will benefit or not. But what you can see on these charts, on all of them, from the steepest one to the flattest one, you see that the growth changed. Look April 20 to May 20. We are talking about from zero to a hundred in one month. So, for example, if you're to say, I'm not here, I'm not an expert in public health, but if the right decision is to isolate people and you delay this decision by one week, the price can be dozens of thousands of deaths. So I was reading today in the news, talking that if, for example, Brazil does not take care and isolate people, it can be a million deaths. So this is exactly the urgency and this is what us are trying to figure out, first in the bigger scale from governments, but also in your organizations, because everything, the impact is dramatic. Imagine three weeks ago, all restaurants in the planet may be accepting China were open. And suddenly, in a matter of couple of days, everything was shut down, which starts people in this. So the impact and the decision making must be extremely fast. So this is what the crisis, this sense of acute urgency, third aspect. And this is absolute, this is not just a fancy shot, power of people. What we can learn from that. Have you seen that you knew many new colleagues on your TV or your social media that just came up as a rising talent? Because traditionally, what do you expect is that the senior leaders in organizations, they will guide us through the crisis. Yes, but most of the time, you had different new talents just coming up from different sides and most of them unexpected ones, unexpected ones. So take a look on that. So 93% of high performing organizations, they believe crisis undercover talented leaders. So this is why you see, for example, an advisor on public health becomes more powerful than the president. So a rising talent, these anonymous volunteers, these anonymous health workers, they become, they show their talent on this crisis environment. I want just to use an example two days ago, the prime minister of UK asked it for volunteers. He said, we beg to have volunteers helping us to handle the situation. And he said, we need a lot of them. And I believe he said something like 200,000 volunteers. He got 400,000 people volunteer. So these talents that come from nowhere, the volunteers that are just passionate about helping you to go through that. So this is a very clear example. And this drives me to one moment that was one of the most interesting moments of my professional life. This was 2014 to 15 during the Bola crisis in Sierra Leone, Liberia. And of course, I don't know if you recall, every single person was trying to leave that area. So planes, they were basically locked up when nobody wants to stay there because Ebola is not as contagious as COVID, coronavirus, but it's much more deadly. So nobody wanted to be there. And then we were, I was at the time at the United Nations, and we were moving on the opposite way. And we did a volunteer call at UNOBS. And we said, who is willing to go to these places to help, to figure out how we can help that society. In 24 hours, we got more than 100 volunteers almost immediately. So did you see how this, in this crisis, this creativity and this uncovered talent, so we will have a lot of new talents coming up from our organizations with creative ideas, creative ways of doing things, and positive message, optimism, because what is very easy now is to get depressed. So this new talents will fulfill this new dynamic. And if you are able to keep that mindset, you can drive things better. And also 75% of the modifications you create to respond to the crisis remain in place. Do you see that most of the time when you are in crisis, you need to create, I'm using this current policy working from home approval, access to corporate systems from home. So things that usually, I want to use a perfect example. University using tasks, from doing tasks from home. This was a big challenge in traditional universities because tasks should be prectored very well protected. So right now, at the lightning speed, most of the universities in the US and worldwide are starting to say, look, I have no option. People need to stay home and we need to move. So things that would take 10 years to develop online education is taking what, weeks, maybe six weeks. So this is a very important, so many processes you are changing today to survive during this turbulence will became your new ways of operation. Many restaurants are opening catering and implementing catering or takeaways. Most of the time, these will become a permanent problem for them after the crisis is over. So delivering all these new kinds of supply chain, so people will start to be much more smart and nimble in terms of getting the benefits from the crisis. Let me tell you, even on, I was reading a book called Tiny Habits from B.G. Fogg and I was just remembering, I will never go back to wash my hands the way I used to wash eight weeks ago. Because, you know, I'm washing my hands some like 20 times a day. So I'm getting so used to, you know, stay a minute washing my hands that these will become a habit that I will get. This is just a very simple example to all of you. And last, but not least, the committing to communication. Let me explain why this is so critical. Do you see the overload of fake news or people trying to benefit from the crisis in the non-ethical way? So every single day, I hear and all of you here, hundreds of medicines that will save you from coronavirus, that taking this vitamin will protect you, that you should drink more water, everything, all different versions. And what you need to understand, that communication becomes absolutely critical for you to avoid all these waves of gossip and fake news. Let me tell you, I studied a lot of communication. Why gossip and fake news spread? Because most of the time, the true source of information is not there. So imagine that your company has a crisis, but nobody talks about it. Nobody talks, nobody, it's something like a secret. What happens? The grapevine propagates and news that nobody can control. So what is absolutely important today? And if you go back to the recent article from Yuval Noel Harari at the Financial Times, he said exactly that. If countries and the society in general, despite to have open frank communication and help each other, the chances that we have to overcome this challenge is far bigger because it's not a problem anymore of US, UK, or Brazil, or China. No, no, now it's a problem from the wealthy people, the poor people, the people with jobs, people with no job. So committing to communication. So take a look on that. So what we saw on this report, 71% that agree on understanding what the priorities are, renew the sense of direction. So right now, even before you talk about productivity, you need to sort out what you will do with the crisis. And this mindset of open, transpired, collaborative communication, it's something that must survive the crisis. This is exactly what we aim. And this is exactly what we learn. So now I'm going back to what I said to you in 2018 when we decided to do, and we use the example of Ebola. He said, Dave, from BMS said to me, Ricardo, we start to collaborate with other pharmaceutical industries that used to be seen as a competitors, groups that were isolated in silos inside organizations, they broke that silos and start working together like magic in a matter of hours. While I'm talking to you now, these silos are being broken everywhere to find ways of supplying things, finding ways of getting through that, producing facial masks, whatever. So this is exactly the kind of collaboration and renew sense of priority. But this is only possible when you communicate. And one thing, I'm close to my end, but one thing that is very important that we mentioned, no crisis is the same. So it's not, please, forget that mentality and say, oh, this crisis is a health crisis related to the respiratory system. So we will produce a vast amount of ventilators. And if something like that happens, we'll have and we'll be prepared. This is not the way we solve the problem. Because maybe I'm just using the same analogy, maybe the next pandemic will be, I don't know, skin related or maybe hair related or maybe brain related or maybe diarrhea, not necessarily the same. So what is important is that we need as a collective group to learn new things and put this experience in our back and become more agile and adaptive. I did a post recently on LinkedIn and one person asked me, what would be your main learning from all of that is you must become agile, nimble and adaptive. This is what makes you survive. I'm not survived as an individual, but your company is the ability of your company to reinvent the business model, understand in a fast and flexible way. And this is what is very important. And this is why we have a challenge because not a single crisis is equal. So a lot of people in the heads of states said about, oh, we live in a crisis. It's like a war. No, it's not a war because we have an enemy that does not care about borders, does not care about anything. And we don't even know where this enemy is. So it's a different, maybe in the future we'll have a different kind of crisis, but it's very important that we need to take the benefit. And of course, probably all of you or most of you, you saw the TED talk with Bill Gates of 2015 talking about what we could learn from Ebola to avoid a new pandemic. And what is very sad sometimes is that we miss the opportunity of learning with such a painful process. We need to get the best chance to live this crisis in a better position for our organizations and our society in general. Because right now it's not the time to blame, but it's time to really innovate. So we did that. And with that, I really want to offer you to download this report. Of course, I didn't explain. There is a lot of other data that you can get to that. There's a lot of appendix that you can go through. But what I really want to finish my talk is that despite of we perceiving only the bad side and looking, we need to come out of that as a better society, a better company. And this is what really mattered because the price will pay is extremely dramatic. So we need to take out the good things of it to make us a better society. So that's it. Thank you. Really, I really enjoyed it to be with you. I thank Alex. And now let's move to some of the questions you may ask to me. And joining me with the questions, I will invite the Director of Operations, Tidua Sun, that will help me trying to answer and trying to address your questions. Thank you. Alex. Excellent. Thank you, Dr. Vargas. And we're now going to begin answering questions submitted during today's presentation. Okay. So first up, we have a question from Abhay. So how do we get clarity around priorities during a crisis? Yeah, I will start an entire room may continue. The first thing you need to understand is you need to do an immediate impact analysis. So what I would suggest to you is take your plan and your direction six weeks ago. Keep a look on it and say, now with this, what will be dramatically impacted? What will be impacted? And what I can continue pretty much doing the same because the impact will be zero or very low. And then immediately after doing that, you would say, okay, this that would be dramatically impacted. Can I do something active? Can I re-shift the scope? Can I change or find the tour or another path to get to the same outcome? I'm not talking about output. Can I implement that? Yes or no? If it's a no, then you need to say by not doing that, what will be the impact? So immediately you need to understand, okay, if this was dramatically impacted and it's a top priority, the only chance you have is to find another way to get to that. So I'm a restaurant. I'm just using an un-impacted because I cannot have guests. So how do I prioritize income and revenue to my restaurant? Suddenly, I can say, can I shift to a takeaway? Can I use social media to advertise that I have takeaway? Can I improve phone answers? And can I improve the website to do that? So I can keep the minimum revenue. This will become your priority. Or maybe if you are a restaurant, but you are not very concerned about revenue because you have enough funds to survive, then maybe you will say, so now I need to keep my supplier. So what kind of activity? So it's rethinking your priority. And of course, one thing that is very important, there is no way that you will find a solution that is perfect. Remember, in a crisis mode, you are talking about what is last dramatically impactful. I would love to be walking on the streets, but I need to understand what is the benefit of going out and staying home because every single one will be impacted. Otherwise, it's not a crisis, just a normal process. Tadu, I don't know if you want to step in. Thank you so much, Ricardo. And thank you all for joining us, despite this challenging moment. I'm calling you from Ottawa, Canada. And of course, when we are in these periods, as Ricardo was mentioning, we'll see people coming out. And I want to maybe pause a little bit to thank other people on the front line, let's say the nurses, the doctors and everybody on the front line that's irrespective of the challenge are coming out and helping out and helping us getting out of the crisis. I want to answer that question regarding priority. To say the first thing really, as you think about the priority is accepting that very big problem, not going into denial. Because if you are in denial, what will happen would be basically a tendency to try to continue things as they are. And things are not as they are. The situation has changed. Once you accept that there is a change and there is a need to act, then many things can unleash. In terms of priority, maybe you have 10 different things that are ongoing. But all of a sudden, you can look at them and see which one is absolutely critical and basically reducing to this. The second one is about not necessarily starting new things. But if you were to start something new, it has to be something that helps you actually address the challenges that you're facing. In the nice example that Ricardo just gave, starting something online, that could be something that will help less of a restaurant in the crisis. So during this period, it will be very prudent to not start many new things, but starting those that are also helping you addressing the crisis and stopping those that are not necessarily critical. And then when you have that sense of focus on the limited actions, you will have a better chance of also earning the trust of the people within your organization. Because if you're in a crisis and you start all many new things or maybe you're keeping things that are not seen as important, your people will be having a doubt. Is our leader having a sense of what is important and what is not important? So basically, that need to go back to what is priority and only starting the key things that would be useful are very important. And one thing that I will add here on the notion of priority, sometimes as a leader, as you're making these decisions based on the information that you have, people may be doubting them. Is it too extreme? Maybe people will not believe that, but sometimes after, as things are unfolding that when people say, yes, this was the right decision. And I will give a quick example within PMI, maybe a month and a half ago, a decision was made to stop travels. Let's say in Europe, for example, you cannot go to another country or in North America, you are only limited to Canada and the US. When that decision was made, many people could have seen that it was extreme. Why I cannot move? Why I cannot move from let's say Portugal to Spain? But now, when people look back, people say, yes, this was the right decision. And what I want to say is as a leader, you will be facing with challenges in terms of making a decision that people might not necessarily see as needed at that time. But actually, it is needed, and you need to act on it. A title said an absolutely perfect, thank you for doing that. PMI leadership. So it's a really, I'm not talking because Brightline is part of PMI, but PMI leadership took bold decisions when PMI, before almost everybody, some like three days before everybody, said stop travel. And then I was, this example, Tyrone, Tyrone didn't mention, but it was my example because I was supposed to talk in Spain and I live in Portugal. And I said, oh God, it's so close. It's 45, 40 minutes. You know, and then I heard that the person that would do the keynote with me, the opening keynote, the former minister of health, I think in Spain, was contaminated with COVID. So look, look how crazy. So sometimes you need to take both decisions to make things happen. And this is not easy, okay, because if you do it wrong, people will blame on you. But this is what leadership is about. Okay, Alex, the next question. Excellent. So we have a question here from Vivek. Crisis often brings chaos. How do we bring clarity amidst this chaos, faster and clearer? Yeah, look, I cannot agree more because it's the crisis shake everything in a dramatic way. So I can give you my advice. My advice is quickly, quickly communicate the assumptions you are working with. So for example, you are a company and you want to do a briefing with your employees. The first thing you need to say and say, look, our crisis area, we believe that this crisis will last two months, that these areas will be more impacted. That you are working with assumptions. Remember, every single assumption, you don't have control. Every assumption comes with a risk. Okay, but at this time, you need to have some assumptions. You need to have something you believe on to bring clarity to the clouds. Imagine you inviting your employees and saying, look, everybody will work from home until when? Oh, we don't know. It can be a week or it can be a year. This does not help. But what you need to say, you need to bring clarity using clear assumptions. So you create and say, look, we believe that in two weeks, we have more clarity about how the pandemic is moving. So we are assuming that nothing will happen in two weeks and everybody will stay home. In two weeks, we will revisit that decision, extend it or change it. So you are bringing clarity by using assumptions. Second, you bring clarity by communicating often and in a reliable way. So you need to create in your company, in your internet, a COVID-19 area where you talk or maybe external, you are bringing clarity to people. So are you open? Are you operating in the half of your capacity? You reduce the chaos by using these assumptions. And all the time, you need to reinforce that these assumptions may change. Because let's suppose that tonight we go to bed and someone discover a vaccine or a treatment that resolves the problem of COVID in a matter of hours. It can change everything. So bring proper communication and use the right assumptions to that. Tyrell, do you want to add to that? I will add two more points, Ricardo. Thank you. Of course, in addition to communication, one thing that I would say when you're making these assumptions is basically not be definitive. Because in today's crisis, if you go out and you say it will be over in two weeks or maybe by the time we get to Easter, we may be able to open things or we'll open things. If you make this definitive statement and we don't necessarily have the entire picture and we don't know how things will evolve, all of a sudden you may lose the trust that you're building. So despite if the chaos is there, but as long as you are clear and as long that you let people know, it should be better. The second thing is, as we were mentioning earlier, one thing that we found very important out of the research is the empowerment. So basically giving power to people. That means that of course, there are many people not knowing what to do. And if people need to wait to get a central decision and approve all the approval layers that are required, things won't move. And even if the chaos doesn't become better, so as you delegate more and you let people empower people to make the decisions, of course, they'll try. And then if the right thing, it's moved faster. But if they are very lethargic, not moving and not taking any action, the chaos could be even more or it could last even longer. This is the other thing that I'll add. I'll expect you. Yeah, so here we have a question from Adrian. How do we convince top management of implementing an agile process for this crisis? Yeah, Adrian, I don't think it's just a matter of implementing an agile process here. It's a change in behavior. The problem is that leadership in the organization must understand at this time, I'm using this crisis, the current crisis as an example, what is priority? And the organization must be very, very strong on telling people what is their priority. So for example, for example, I'm using many organizations, they said, look right now, our priority is not necessarily make more profit. So we will be careful that our priority is to protect our employees and help our society to get out of this. So you can see this in several organizations. And I'm talking, this must be true because the worst thing you can do leadership can do now is to lie. Let me tell you, because if you lie now, the impact on your organization and your society will be so dramatic. That is most of the time unrecoverable. And how do you convince? So you need to take bold actions towards that. And I'm not saying as an employee, but we need to engage shareholders, owners, board of directors, clients, customers. Let me tell you today as a customer, I need to tell you, I don't buy from a company that is irresponsible. If a company say, I don't care about people staying home, I want to put all my employees work, I don't buy. If a restaurant opens now, normally, thinking that there is nothing happening, they lost the client because I will not buy. And this is the way because now when you are facing a crisis, there is something, there is something that is a layer above everything. There is a layer above profit. There is a layer above money. So this is what is really important. This society plays a massive role massive role, the way we behave, because it's impossible to check everything. So this is the way we convince management. Because right now, if someone is trying to make profit out of this tragedy, this human tragedy, it's something that is just unacceptable. So this is the way we manage people, and we convince people to do that. And I need to tell you, on that side, I can see extremely good examples that we can be inspired for. Companies that are beer companies that are starting to produce alcohol to clean, manufacturing of clothes, starting to build masks. So these are the kind of movements that the society is playing a role now. Tyro? Thank you, Ricardo. I'll just add two more points here. Of course, during this crisis, there is also the learning that one can share because how do you convince management as well? One way of going about it is about sharing good practices that others have used. And this was the very intent of the report that we released last year on the crisis. Basically, we're looking at, during crisis, what were organizations doing? And being agile, basically, speeding decision making, I mean, the notion of focusing, not looking at too many things at the same time. All these communication and power to people, all these were uncovered as part of that research. So one can share the learnings of the research, that one thing. The second thing that we know also is, of course, right now, many organizations in the past are doing things that they wouldn't consider. So the crisis is creating that necessity to act differently. The good news is, after the crisis, some of the things that we are adopting now would stay. So let's say, working from home, some organization might have never considered. But today, if you move after the crisis, because there have been after the crisis, people will be more willing to consider this. One thing that I saw personally changing a lot is the event industry. In the past, of course, we have, I mean, on-site events, that's the standard. And then you have few online events. But all of a sudden, I've saw a massive shift where many organizations are hosting online events. And they're finding ways of making it useful. And then, of course, adapting to the context. So agility is also sometimes driven by the necessity. And the good news is, after the crisis, it will continue in many cases. Yeah. So a relevant question here. How do we understand which changes should be considered as permanent ones after the crisis? Yeah. Adler, thanks for your question. I could see it here. Look, it's not very easy to say, oh, that change will become permanent or not. But it's much more a trial and error. Right now, you are on the emergency stage. So you cut, you make some cutbacks here and there. Some of them, they will say, oh, God, this can be very helpful for us in the future. And those are the changes that will stay. Some of them are very obvious. For example, we are talking now about this crisis, the concept of working from home. Oh, my friend, there is no chance it will stay. Of course, I'm not talking about any industry, but in most of industries, because there is, there used to be that mentality that, oh, people staying at home, they don't work. They just enjoy themselves. Right now, you have no other choice. People will stay home working or not. So these would be, I can see easily that most of the policies for working from home will become permanent in many, many, many organizations, not all of them. Okay, so these are some permanent. Second thing, several organizations will rethink their own business. For example, I see another, I will jump to another question here, Alex, that Roberto Rigolon said about the entertainment industry, arts, theaters, moves, cinemas. What is happening now is that these businesses, as they are, have been massively challenged because nobody can go to the movie, to the theater. But it doesn't mean that entertainment has come to an end. So what these companies will have to do, they will have to reimagine themselves and find new ways of delivering their entertainment in a different setting, in a different setting. For example, we can see now how streaming is improving. So you need, I don't have all the answers, but you need to reinvent your business model to see, okay, how I can do a theater in a way that people can enjoy without going to the theater. So who is able to create a product or create a solution that people like? We'll win, we'll win. I always remember, I don't want to take this as a case, but I always remember when I was a teenager, I used to rent VHS tapes at Blackbuster, you know, and it was so crazy. I used to go there and they say, oh, all copies are rented, so you cannot rent one, you need to wait them to return. And I say, imagine how do I explain this to my daughter today? So how do I explain that you need to rewind the tape at the end of the movie? So these today make no sense because technology helped us to find a new way. It doesn't mean that the movie industry has come to an end, but it's just a different way of doing. For example, I'm entertained, I love to have friends. I'm entertaining myself and my family doing video conferencing. So I have my glass of wine and my friends on the other side at their home. It's perfect, no, but maybe this will be a way of reducing the distance. So this we need to be creative and this will become more permanent changes in our society. Tyrone, do you want to add something? I'm good, Ricardo, thank you. Very good. So we have time for one more question and I want to thank everybody for all the great questions that have been coming in. And this is from Sam. How should the leaders communicate with their teams? Should they be assertive and authoritative and crisis or be more supportive and inspirational and being empathetic, especially when time is of the critical asset? Look, Sam, this is a perfect question, but the time now is not, for example, I'm talking as a company leader. It's not the time to be exercise your authority. You know, people are weak during the crisis and we are, again, we are on this. We are exactly on this point today. Remember that. So people need support. People need empathy because it's very easy to say, oh, you need to work at the deadline must be kept the same. But then people forget that you live in a one bedroom apartment, that you live in a one bedroom apartment and that you have no other option to keep your kids outside your house or outside your room. So you need to be mindful of that. So for me, among these two options, there is, I have no doubt that you need to be empathetic, supportive, and you need to inspire and create. Let me tell you, it's so easy during a crisis to be pessimistic and say the world is over, everything will fall apart. We are done. This is the easiest trap. What is not easy is to keep up your mood, your family mood, and trying to work the best you can. And this is only possible if you have empathy. Without empathy, you don't move. And I'll add maybe Ricardo to that one. We created a document called People Manifesto, where we also talk about the role of leaders, and that applies during or after or before a crisis applied all the time. One thing that I'll say in this specific moment, as Ricardo was mentioning earlier, there are people, I mean, the leader doesn't know everything. That should be the premise that we'll be starting with, not assuming that it is one person who knows everything and then everybody is following. And during the crisis, the solution that we might need to get out of the crisis might not sit with a leader, might not sit with someone that, I mean, in a leadership role or management role or whatever it is. It could be someone within the organization sitting somewhere that has never been called for, that would have a brilliant idea that could help the organization coming out of that crisis, that could help the organization unleashing potential that were not there before. So going back again to the finding, power to the people, listening to people, getting them involved, showing empathy, because these are not normal times. And some of these things actually you want to have them in normal times, that people know that you have a caring leader that is open to listening and getting the different views. Of course, at the end the decision is made, the decision will be made. But as long as that decision is informed and as long that people feel that they are involved and they were heard, and then the point of view were considered, then when you make that decision, people are more willing to actually helping you implement in that decision, which is one important thing as well. Thank you. Yeah, Alex, I think we, it's time, right? It's time we are running over time. And this is my present management mindset. So I just want to thank all of you for participating. Thanks for the chance for us to share our ideas. Again, Brightline is a project management institute initiative. So you can find a lot of resources and a lot of things at Brightline.org that will help you to guide not only at this moment, but to translate ideas into reality. And my final message is let's be optimistic. It's not a perfect scenario, but this will be over and for sure we will all be better and more prepared for the future. Thank you very much. Be safe. Stay home. Okay. And try to keep the positive mood. Things will be better in the future soon. Thank you. Thank you. Thanks all. We'll be sharing a recording on the Brightline YouTube channel. Have a great day.