Earlier this week, I was in Washington, D.C., at Jeff Sonnenfeld's annual meeting, where the rooms are concerned – pay, China and national security dominate the debate. I wasn't exactly in a bad mood, but I wasn't even a chipper either.
But when I sat in that packed room of corporate leaders and policymakers, I was impressed that it was not discussed: Covid. I don't mention it, it's not a question. In a way, it's miraculous. This week the world was closed just five years ago.
But you've recently felt the credibility of President Trump, that it's due. His administration led the speed of warp speed, crash development of the Covid-19 vaccine program, and one of the most miraculous scientific achievements in human history. It literally saved the world.
Another hero of that time was in the room: Pfizer chief Albert Brula. We thanked him on the cover of the sisters' publication, chief executive officer, Summer 2021, but I never did it in person. I had a chance on Tuesday. It's better than never being late.
When the room was sunny I spoke to one of the best industrial CEOs I know. I won't name her here, as it wasn't an interview. Al, and she shrugged. Like many leaders, she had grown older as CEO during Covid, so she didn't know anything different for most of her tenure.
Covid has made us realize that it has fake a new generation of corporate leaders (board members and executives) who are being combat-tested by the post-crisis crisis. This experience made them more agile, less flapping, and more empathetic.
“This is forging for a new generation of American leadership,” we wrote in a special May 2020 issue. chief executive officer. “This experience will forever change the CEO who successfully navigates the organization during this period, whether he has already overcome the era of uproar or has never faced a quarter of decline before.”
Of course, we were optimistic and energetic in the scary moments.
But we also found out that we were right.
