08 APRIL <strong>15</strong>, <strong>2020</strong> Viewlink The English Fortnightly (Since November 1999) ISSUE 436 | APRIL <strong>15</strong>, <strong>2020</strong> The challenge of economic pandemonium As Covid-19 continues its unabated onslaught on every country, throwing economies out of gear. People are falling out of jobs, companies are going out of business, debts are mounting and worst of all thousands of people are succumbing to the disease. New Zealand is clearly leading the charge with early and stern action, promulgating the Epidemic Notice and the Public Health Act and all the restrictions that go with Alert Level 4. As we wrote this piece, Finance Minister Grant Robertson said that he would be announcing further measures on <strong>April</strong> 16, <strong>2020</strong>- steps that would offer relief to Small and Medium Enterprises. Relief to the media is also under consideration. As International Monetary Fund Managing Director Kristalina Georgieva said, world economy will take one of its worst hits since the Depression of the 1930s. Bleak outlook for all More than 170 countries are expected to experience negative per capita income growth this year. As she mentioned, the bleak outlook applies to advanced and developing economies alike. This crisis knows no boundaries. Everybody hurts. Given the necessary containment measures to slow the spread of the virus, the world economy is taking a substantial hit. This is especially true for retail, hospitality, transport, and tourism. In most countries, the majority of workers are either self-employed or employed by small and medium-sized enterprises. These businesses and workers are especially exposed. More relief to New Zealanders And just as the health crisis hits vulnerable people hardest, the economic crisis is expected to hit vulnerable countries hardest. New Zealand appears to be well-positioned to handle the crisis. As Mr Robertson said, further financial relief will be available to almost sectors of the economy, perhaps another $12 billion or more and yet keep the debt under 20% of the GDP, which compares favourably with the OECD average of 70%. Together, we will fight the challenges of the pandemic and emerge on the other side stronger. The fear of the unknown compounds behaviour The global economy is on the precipice, perpetuating gloom, uncertainty, fear, agony, anxiety- everything fact that comes with darkness. Coronavirus or Covid-19 seems to have taken over the world, attempting to uproot humanity. Most of the world- save for a country or two – is in lockdown mode, with everyone except those providing or accessing essential services asked to remain in the safety of their home bubbles. The pandemic needs unity of the entire world. There is no reason for countries, regions or communities that remain open to do so. There is nothing they can achieve anyway. New times of troubles should promote introspection. Covid-19 will redefine humanity, rearrange priorities and create a new world order. Predictions are always perceived with scepticism because it is natural for the human mind to embrace the past and ignore the future, the unknown. Challenges on many fronts However, as people spend more time indoors, in the confines of their house, there are opportunities to reflect on realities. As the Santa Fe (New Mexico) based American Institute of Vedic Studies said, we are in a time of great challenges in terms of ecology, technology and societal changes. “While there is no end of the world in sight, at the same time the negative karmas of our civilisation out of balance must begin to manifest, until we deal with them in a responsible manner. For this the wisdom of Vedic knowledge systems, notably Yoga, Vedanta, Ayurveda and Vedic astrology remains crucial,” it said. We may see turbulence, uncertainty, and confusion before a clear light emerges for humanity. One could call this upcoming period in the twenty-first century a “New Time of Troubles” – an extended period of obstacles during which we are gradually forced to change the values of our civilisation that is getting ever more removed from both nature and the Divine Self within us. Indian Newslink is published by Indian Newslink Limited from its offices located at Level 1, Number 166, Harris Road, East Tamaki, Auckland 2013. All material appearing here and on our web editions are the copyright of Indian Newslink and reproduction in full or part in any medium is prohibited. Indian Newslink and its management and staff do not accept any responsibility for the claims made in advertisements. Managing Director & Publisher: Jacob Mannothra; Editor & General Manager: Venkat Raman; Production Manager: Mahes Perera; Financial Controller: Uma Venkatram CA; Phone: (09) 5336377 Email: info@indiannewslink.co.nz Websites: www.indiannewslink.co.nz; www.inliba.com; www.inlisa.com Masterclass in crisis leadership from Jacinda Ardern Suze Wilson Imagine, if you can, what it is like to make decisions on which the lives of tens of thousands of other people depend. If you get things wrong, or delay deciding, they die. Your decisions affect the livelihoods of hundreds of thousands of people, resulting in huge economic disruption, mass layoffs and business closures. Imagine you must act quickly, without having complete certainty your decisions will achieve what you hope. Now imagine that turning your decisions into effective action depends on winning the support of millions of people. Enforcement and compliance Yes, you do have enforcement capacity at your disposal. But success or failure hinges on getting most people to choose to follow your leadership – even though it demands sudden, unsettling, unprecedented changes to their daily lives. This is the harsh reality that political leaders around the world have faced in responding to Covid-19. As someone who researches and teaches leadership, and has also worked in senior public sector roles under both National and Labour-led governments, I would argue that New Zealand’s Prime Minister Jacinda Ardern is giving most Western politicians a masterclass in crisis leadership. Three communication skills every leader needs When it comes to assessing New Zealand’s public health response, we should all be listening to epidemiologists like Professor Michael Baker. On Friday, <strong>April</strong> 3, <strong>2020</strong>, Baker said that New Zealand had the “most decisive and strongest lockdown in the world at the moment” and that New Zealand is “a huge standout as the only Western country that’s got an elimination goal” for Covid-19. Effective communication But how can we assess Ardern’s leadership in making such difficult decisions? A good place to start is with American professors Jacqueline and Milton Mayfield’s research into effective leadership communication. The Mayfields’ research-based model highlights “direction-giving,” “meaning-making” and “empathy” as the three key things leaders must address to motivate followers to give their best. Being a public motivator is essential for leaders – but it is often done poorly. We are in extraordinary times, calling rightly for extraordinary measures. Although our vision of the future is obscured by the “bubbles” we are confined in, we need to continually look beyond the pandemic, beyond self-isolation, and consider what the political and cultural changes we make now will mean on the other side of this thing. There will be some things to hold on to, and some to let go. We must hold onto our renewed sense of solidarity, re-grasp our freedoms, and take up an expanded vision of the “essentials” of life. Precious solidarity Our solidarity is precious. The Government has called on us to “Unite Against Covid-19,” and on the whole, we have. Denied the usual community coming-together that binds us in times of crisis, there is still a strong sense that “we’re in this together.” We have sacrificed much of the social interaction with others that makes life worth living, staying home for the sake of the vulnerable, one another, and the common good. This is worth holding on to. The research shows that direction-giving is typically over-used, while the other two elements are under-used. Ardern’s response to Covid-19 uses all three approaches. In directing New Zealanders to “stay home to save lives,“ she simultaneously offers meaning and purpose to what we are being asked to do. In freely acknowledging the challenges we face in staying home – from disrupted family and work lives, to people unable to attend loved ones’ funerals – she shows empathy about what is being asked of us. The March 23, <strong>2020</strong> Press conference announcement of New Zealand’s lockdown is a clear example of Ardern’s skilful approach, comprising a carefully crafted speech, followed by extensive time for media questions. The contrast in Boris Johnson In contrast, British Prime Minister Boris Johnson pre-recorded his March 24 lockdown announcement, offering no chance for questions from the media, while framing the situation as an “instruction” from government, coupled with a strong emphasis on enforcement measures. Ardern’s approach also strongly reflects what well-known Harvard leadership scholar Professor Ronald Heifetz has long argued is vital – but also rare and difficult to accomplish – when leading people through change. Ardern has used daily televised briefings and regular Facebook live sessions to clearly frame the key questions and issues requiring attention. Also consistent with Heifetz’s teachings, she has regulated distress by developing a transparent framework for decision-making – the government’s alert level framework – allowing people to make sense of what is happening and why. Four Level Alert Importantly, that four-level alert framework was released and explained early, two days before a full lockdown was announced, in contrast with the But as time goes on, we must regain our grasp on our freedoms and way of life taken away over this period. Our political response has been in the spirit of political philosopher Thomas Hobbes, who argued centuries ago that while freedom is good, security is better, and we need a strong state to ensure the latter. I think that the Government made the right call to go big on this, but they must resist the temptation hold onto all that power. Risk of getting accustomed And we, the people, need to keep them to account. There is a risk we could become accustomed to, and even embrace the restrictions to our freedom that we couldn’t have imagined before to ensure our safety. Swiftly-enacted legislative changes made in times of crisis can be difficult to pare back under “normal” conditions. I am not suggesting that lockdown will become business-as-usual, but more subtle challenges will arise. Take our tightened borders, for example. To stop the spread, it makes sense to maintain these for now; the process of opening them again will be fraught but very important to our ongoing place in the world. Or public spending. With at least $16 billion being spent on keeping us and our jobs safe, fiscally, spending will need to be reined in. There may be another rainy day soon. prevarication and sometimes confusing messages from leaders in countries such as Australia and the UK. Persuading many to act for the collective good. The work of another leadership scholar, British Professor Keith Grint, also sheds light on Ardern’s leadership approach during this crisis. Wide public support For Grint, leadership involves persuading the collective to take responsibility for collective problems. Much of the prime minister’s public commentary has been dedicated to exactly that – and it has been overwhelmingly effective, at least so far, with a recent poll showing 80% support for the government’s response to COVID-19. Grint also argues that when dealing with “wicked problems” – which are complex, contentious and cannot be easily resolved – leaders must ask difficult questions that disrupt established ways of thinking and acting. It is clear this has happened in New Zealand, as shown in the suite of initiatives the government has taken to respond to the pandemic, including its decision to move to a national lockdown relatively fast compared to many – though not all – countries. A fool’s errand Of course, not everything has been perfect in New Zealand’s or Ardern’s Covid-19 response. Ongoing, independent scrutiny of the government’s response is essential. But as my own research has argued, expecting perfection of leaders, especially in such difficult circumstances, is a fool’s errand. It is never possible. Nor should we allow the “perfect” to become the enemy of the “good” when speed and enormous complexity are such significant features of the decision-making context. Whether you are comparing Ardern’s performance against other Western leaders or assessing her efforts using researchers’ measures of leadership excellence, as a New Zealander, I think that there is much to be grateful for in how she is leading us through this crisis. Suze Wilson Senior Lecturer, Executive Development at Massey University based in Palmerston North. The above article and video links have been published under Creative Common Licence. Freedom is good but safety is better to contain Covid-19 Kieran Madden Culturally, we also need to let go of the short-sighted distinction between “essential” and “non-essential” work. Hospitality, the arts, sports, and charities, for example, are all essential to the growth and character of a flourishing nation but have been deemed non-essential during a lockdown. It will be all too easy to allow this shock to shape our attitude towards different types of work after this. Changing language This may seem indirect, but the language we use is important. Director General of Health Dr Ashley Bloomfield shifted the language from “social distancing” to “physical distancing,” acknowledging how the initial term undermined how critical social connection would be for our wellbeing, for example. Likewise, let us inspect our use of “essential” for certain roles at this time to make sure these situational categories don’t shift our appreciation for people’s talents and contribution to society in the long term. It is hard to see beyond our present crisis, but we must look to the horizon. The real “new normal” is up to us all. Let us ensure it includes a stronger community spirit, a limited government, and a renewed value of the richness of life that goes beyond mere survival. Kieran Madden is Research Manager at the Auckland based Maxim Institute.
APRIL <strong>15</strong>, <strong>2020</strong> Businesslink 09 The vital link between people and solutions The Link2 Group brings the power and expertise of trained staff for your benefit Contract Logistic Services Picking, Packing, Labelling, Sorting, Recycling, Assembling, Transporting Offsite work including Reworking, Packaging Warehousing Distribution Innovative Agency dedicated to Industrial and Technical Sectors Founded by Manasa Sirigiri and managed by Indra Sirigiri as Chairman & Managing Director, the Link2 Group of Companies employs more than 400 staff with 50 different customers across Auckland. As well as providing personnel onsite and at its own facilities, the Group offers wide-ranging services that enable customers to optimise their productivity and efficiency. Awards and Achievements Indian Newslink Business Awards ● Supreme Business 2016 ● Best Employer of the Year 2016 ● Business Excellence in Customer Service 20<strong>15</strong> & 2016 ● Best Young Entrepreneur of the Year 2013 & 2016 ● Business Excellence in Health & Safety 2018 ● 20th Anniversary Commemoration Award for Business Ethics and Compliance 2019 Westpac Awards ● Supreme Business Excellence 2018 ● Best of the Best Employer of the Year 2018 ● Employer of the Year 2018 ● Excellence in Strategy & Planning 2017 (South) Manasa (extreme right) and Indra Sirigiri, Directors, Link2 Group, with Leader of the Opposition Simon Bridges and Fiji Attorney General Aiyaz Sayed-Khaiyum after receiving the Indian Newslink 20th Anniversary Special Commemoration Award for Business Excellence in Ethics & Compliance at the Twelfth Annual Indian Newslink Indian Business Awards on November 25, 2019. Indra Sirigiri, Chairman & Managing Director, Link 2 Group (Winner of the Supreme Business of the Year Award) with (from left) Manasa Sirigiri, the then Prime Minister John Key, BNZ Chairman Doug McKay, the then BNZ Managing Director Anthony Healy, Rahul and Jaya Sirigiri at the Ninth Annual Indian Newslink Indian Business Awards held on November 28, 2016 FLEXIBLE PERSONNEL RECRUITMENT SOLUTIONS Career Opportunities: We have multiple Casual/Fulltime/Part time jobs in following areas for: ● General warehousing (pick-packing, labelling, sorting, rework) ● Forklift/Reach hoist/Stock pickers drivers ● Container devanning 47 Allens Road, East Tamaki, Auckland 2013 ● P O Box 217206 Botany Junction, Auckland 2164 ● Phone (09) 2724700 Fax: (09) 2724699 Email: office@link2services.com ● Website: www.link2group.com ● www.lin2services.com ● www.link2solutions.co.nz ● www.stirlingrecruit.co.nz
Change language