by RENATO PROFICO 
The exponential growth of the coronavirus outbreak is terrifying, wreaking havoc on the health and safety of millions of people around the world. Job growth is feeling the pain too, with a growing number of American companies clamping down on their hiring, budgets, and growth plans overall. Moody’s Analytics estimates nearly 80 million jobs in the U.S. economy are at high or moderate risk right now.
Not every company can afford to completely halt their hiring plans, as certain roles may be essential to sustaining and growing the business amidst these uncertain times. And for some industries, hiring is absolutely essential right now. Amazon, for example, plans to hire an additional 100,000 warehouse and delivery workers to keep up with the surge in online orders amid the coronavirus outbreak.

For Amazon and others, virtual recruiting will be a new way forward.
Onboarding is different because it’s the first official impression of a company and typically ....

By Elaine Lipworth, Content Writer at Thrive Global

The coronavirus pandemic has brought with it a massive and widespread spike in anxiety. To cope, family members and friends are leaning on each other for support and guidance — looking for ways to alleviate one another’s stress and fear, and sometimes simply seeking help to get through the day. We all need someone to listen to us, and fortunately, you don’t have to be a professional therapist to listen well and help improve someone’s state of mind.

“If you are fully listening to someone who is upset, whether that’s face to face or virtually, it allows that person to feel connected and less isolated,” Vanessa Jung, Psy.D., a clinical psychologist in Torrance, California, tells Thrive. Listening with empathy is a gift. “We can’t solve the world’s problems, or an individual’s problems either,” says Jung, “but we can give someone the benefit of our time and our full presence.” 

by David Sluss and Edward Powley

https://hbr.org/2020/04/build-your-teams-resilience-from-home?ab=hero-subleft-2

By Patrick Lencioni

I’m a big believer in reminders.  Samuel Johnson, the 18th-century author, once said that “people need to be reminded more than they need to be instructed.”  I’ve learned this in the context of managing my own life, in the parenting of my children, and even in consulting to CEOs and other leaders.  Which is why I wasn’t all that surprised when a long time client recently asked us the question, “as a CEO, I’m not sure how I should be spending my time every day.”
Here was a guy who has been using the organizational health concepts from The Advantage in his company for years, but who had lost sight of how those concepts should relate to the prioritization of his daily activities.  Basically, he needed a reminder, which prompted me to write this essay. 
The simplest answer to his question is this: “A CEO should spend most of his or her time doing the things that only he or she can do.  Anything else can be delegated, and should be whenever possible.”  There are a few responsibilities that leaders of an organization, whether they are CEOs, division presidents, school principals or pastors, cannot delegate.  A large part of those responsibilities relates to what we call organizational health.  They include: