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The immediacy and the magnitude of the COVID-19 outbreak present difficult problems for today’s critical institutions’ executives. It’s common to see how so many people have squandered chances for strong action and open conversation. However, it is a fallacy to believe that failures by our leaders are the only thing we can anticipate in such trying times. Take NBA Commissioner Adam Silver, who made a sudden decision to suspend the pro basketball league for the entire season. Adam Silver’s choice became one of the first elevated reactions to the pandemic.  

Whenever the scenario is ambiguous, human nature and fundamental ad training may cause leaders to postpone action and minimize the danger until the scenario appears more apparent, out of fear of putting the incorrect measures and needlessly causing others anxiety. However, acting in this fashion will result in you flunking the coronavirus management test because, by the time the problem’s dimensions are evident, you will be well behind with trying to contain the problem. To meet that standard, leaders must respond quickly, honestly, and iteratively, realizing that errors are unavoidable and that adjusting course rather than placing blame is the best coping mechanism with them. 

Adam Silver’s bold move — much before state legislators began prohibiting large events — set in created a domino effect of events that changed the trajectory of the epidemic. Over one million sports fans would therefore stay away from sports because of the risk of being exposed. The cancellation of the NCAA’s iconic March Madness college competition, the National Hockey League, Major League Baseball, and some other major sports leagues ceasing activity. Furthermore, the postponement of the Boston Marathon were all consequences of the action. 

Would a politician, on the other hand, display the same bravery in anticipating the virus’s consequences before it became known? That is precisely what occurred in New Zealand. The Prime Minister, Jacinda Ardern, made an aggressive approach to the virus in March, which drew overwhelming acceptance. The Prime Minister addressed New Zealand in an eight-minute broadcast address that day, announcing a COVID-19 protection system that has four levels. This well-known strategy, based on hazard systems that have been in operation in New Zealand, laid out explicit expectations in how the administration would respond and what individuals will be required to do if rates of infection rose.