HomeResearch & Knowledgeback to HomeLeadershipback to Research & KnowledgeHow not to be a hostage to COVID-19: Episode 3back to Leadership

Video

How not to be a hostage to COVID-19: Episode 3

Managing emotions under times of threat, uncertainty and stress

By George Kohlrieser

7 min.

April 2020

This is an episode in the video series How not to be a hostage to COVID-19. Psychologist George Kohlrieser, Professor of Leadership and Organizational Behaviour, IMD, brings his long experience as a hostage negotiator to the table. He provides practical advice for getting past fear and worry, helping us to retake a position of power and refusing to become a psychological hostage to the COVID-19 crisis.

In episode three, Managing emotions under times of threat, uncertainty and stress, Professor Kohlrieser explains that stress is a part of life. Stress can be either positive or negative and results in the four basic emotions of anger, fear, sadness and joy. Emotions are essential to well-being and the ability to verbalize these emotions is vital.

During a crisis situation, including the COVID-19 pandemic, grief reactions like fear, anger and sadness are common. By being aware of these emotions and accepting them, leaders (specifically Secure Bases) can then react appropriately and take action to overcome any negativity, helping both themselves and others.

To view all videos, please visit our Leading in Turbulent Times page here

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

Unexpecting The Expected - Adapting To A Changing World

In complex situations, expertise can hold you back. Explore seven mindset shifts for unexpecting the expected and navigating uncertainty with greater agility.

Change Management Leadership Strategy

By Martin Fellenz

in I by IMD

Podcast

First Time CEO Pitfalls - How to Avoid Them

Avoid common first time CEO pitfalls with Kevin O’Brien’s insights on understanding the brief, aligning the team, and unlocking long-term leadership potential.

General Management Growth Leadership

By Richard Roi

in I by IMD

Article

Chief AI officer, meet chief sustainability officer: A blueprint for collaboration

A new frontier of business value lies at the intersection of artificial intelligence and sustainability, where innovation meets impact and leadership must adapt. This article outlines five strategic pillars for effective collaboration between Chie...

Artificial Intelligence Leadership

By Michael R. Wade and Konstantinos Trantopoulos

in The European Business Review

13 July 2025

Article

This much I know: 9 leadership lessons from global CEOs 

From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles. 

Leadership

By Jean-François Manzoni

in I by IMD Brain Circuits

10 July 2025

Case Study

HP Amplify Impact A: Channeling partners for change

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Case Study

HP Amplify Impact B: From launch to legacy

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Podcast

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Innovation Leadership Strategy

By Alyson Meister and Marc Maurer

in I by IMD

Article

How To Train Your Brain Like Your Body

Learn how to train your brain with six simple habits from Vishakha Singh’s SHIFT methodology, designed to boost mental fitness and reduce productivity loss.

Leadership

in I by IMD

Article

Le P-DG a fait un burn-out. Et maintenant ?

Les études de cas de HBR sont basées sur des problèmes vécus par des dirigeants d’entreprise et proposent des solutions d’experts. Celle-ci est tirée de l’étude de cas de l’Insead « Stress and the City (A&B) : Antonio Horta-Osorio, CEO of Lloyds B...

Leadership Organizational Behavior

By Jean-François Manzoni

in HBRFrance.fr

8 July 2025

Article

Mind games: How to train your brain like you would your body

According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity.  Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT methodology, to train...

Leadership

By I by IMD

in I by IMD Brain Circuits

8 July 2025

Unexpecting The Expected - Adapting To A Changing World

By Martin Fellenz
in I by IMD

Summary

In complex situations, expertise can hold you back. Explore seven mindset shifts for unexpecting the expected and navigating uncertainty with greater agility.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Change Management

Leadership

Strategy

Browse all topics

First Time CEO Pitfalls - How to Avoid Them

By Richard Roi
in I by IMD

Summary

Avoid common first time CEO pitfalls with Kevin O’Brien’s insights on understanding the brief, aligning the team, and unlocking long-term leadership potential.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

General Management

Growth

Leadership

Browse all topics

Chief AI officer, meet chief sustainability officer: A blueprint for collaboration

By Michael R. Wade and Konstantinos Trantopoulos
in The European Business Review 13 July 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Leadership

Browse all topics

HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

HP Amplify Impact B: From launch to legacy

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2695 ©2025

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD