What makes management by wandering around so successful is the ability to make a genuine link between a task or job and a larger overarching purpose.

Although not as spontaneous as walking around, video calls and chats, when kept to relatively small sizes, can still develop the connective tissue linking actions to a shared vision for the future.

The degree to which leaders can manage their own stress and feelings, and the reason why emotional self-awareness and mindfulness are so important in times of crisis, is because leaders become emotional contagions, inflicting positive or negative feelings on others.

And, although sometimes leaders may want to induce some stress into a situation to insert new energy and momentum, most of the time it’s better to engage people in positive pursuits to retain a higher level of creativity, productiveness, and engagement.

As a leader in this point in time, you don’t want to be faking your emotions. There is an enormous need for genuineness and transparency. And that means some leaders might have to actually train themselves to be caring, curious, and positive, which is hard to do when you’re in a state of threat or fear when self-protection becomes an overwhelming instinct.

There is a strong temptation to just dive right into business without acknowledging what others might be up against. Best practice is therefore to stop, pause, breathe, and remind yourself to be interested in what’s going on for others.

A shared vision or shared sense of purpose is the strongest predictor of organizational-leadership effectiveness, engagement, organizational citizenship, and even product innovation.

This is a time for leaders to try to invoke or provoke a degree of reflection, spending the time to talk about a shared sense of purpose and core values while also spending the time to emotionally check-in.

Purpose and vision are critical today, but only to the extent that both are recognized as updatable, and reflective of a continuous learning process.