Corona-gate presents the ultimate leadership test

One could scarcely imagine a more effective stress test for “good” leadership — especially of the presidential variety — than coronavirus. It is obvious that a conventional leadership playbook relying on hierarchy and control won’t enable the kind of agility and speed needed to deal with the unexpected.

In addition, leaders driven by self-interest and narcissism will be found lacking in their ability to confidence and collaboration. But what do we not know? The very concept of “good” leadership, in a time of black swans, is now up for review.

Psychologists refer to cognitive complexity as the ability to draw on multiple frames of reference or intelligences at the same time. This enables nuance and timeliness in addressing new situations. I will mention six of these intelligences here that are the building blocks of “smart” leadership in disrupted times.

First, there is contextual intelligence. Fighter pilots, for example, are trained in the discipline of the OODA loop — observe, orient, decide and act. In the throes of combat, they are able to identify a problem by anticipating it, establishing choices, selecting a course of action and executing, all in a blink of an eye. Note that the “loop” begins with seeing things just as they are and being open to new input. There has been ample opportunity with coronavirus to “see things as they are” from the outset — knowing the science of epidemics, evaluating early signs from other countries and being aware of their strategies. Yet we have wound up playing catch-up. Context intelligence is critical for enabling timely action. Our hand may touch the hot stove, but we still have to pull it away.

Then there is moral intelligence — being clear about the values that in turn shape our purpose. Holding onto power and controlling a narrative expresses values. So does the priority of protecting life. Social and emotional intelligence in turn express our values in terms of how we interact with and influence others beyond our authority to compel. Leaders connect with others through their empathy and compassion. This in turn enables them to inspire and motivate.

Generative intelligence is the ability to birth new ideas and realize value from them. We have seen numerous examples of generative intelligence from other countries — the handwashing public service announcement from Vietnam that has become a meme, the overnight development of massive clinical infrastructure in China, the rapid deployment of drivethrough testing in South Korea. Generative intelligence requires openness and the ability to orchestrate diverse talents. And it depends on technological intelligence, a literacy with emerging technologies and their potential value.

Finally, transformational intelligence involves the ability to create and drive a roadmap for change that motivates people to act and align efforts. Such a roadmap comes alive with clear, credible communication, compelling narratives and evangelism by leaders that drives a sense of urgency.

Leaders must blend these six intelligences in order to take decisive action. What we have been given instead is cognitive simplification — opinions and beliefs disconnected from facts, wishful thinking, narcissistic distortions, the narrowing of creative thinking, rigid narratives, inappropriately slow tempo and the back-seating of expertise.

Whether for coronavirus or other (inevitable) black swans to come, it is the responsibility of leaders to hone their intelligences. We count on them to show us the realities of our situation, motivate us with their moral and emotional gravitas, develop new possibilities, harness science and technology, and motivate timely changes in behavior. Such proficiencies take time to develop and don’t always emerge via on-the-job training. As it stands now, many of our top leaders get no crown for coronavirus.