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Humanity is a social species — yet the coronavirus pandemic requires that we reduce physical contact. Here are actionable suggestions for effective interactions to help balance efficiency and connectedness, as modern technology helps us move our interactions to the virtual world and avoid significant social isolation.

Churchill and Lincoln deliberately solicited the opinions of those who were willing to challenge them. Leaders may be best advised to evaluate where loyalty lies: the leader’s self-interest or the organization’s mission? Professor Detert discusses courageous leadership — necessary to get us through COVID-19.

What’s novel about COVID-19 isn’t just the coronavirus. It’s the sheer scale and depth of The Big Human Pivot that this tiny infectious particle has triggered. In unprecedented times, what can you do to lead mindfully through it? In this series, Lili Powell introduces a Leading Mindfully strategy: “see it, name it, tame it and reclaim it.”

The COVID-19 crisis has accelerated the number of teams working virtually. Here: tips for leaders of virtual teams on how to communicate expectations clearly, choosing the appropriate communication style and supporting a team from afar.

Mandated by the Constitution, the U.S. Census Bureau counts the nation’s residents every 10 years. The data determine seats in the House and federal funds for local communities, as well as inform practical research. Examples from Darden: studies on poverty and race, allocation of opportunity zones, and the effect of technology on rich and poor.

COVID-19 has sent us into a grand and growing telework experience. How do organizations, employees and leaders function in a world in which operations must continue but face-to-face may be impossible? Included: alternatives to in-person communication and physical contact, developing relationships virtually, and managing yourself and productivity.

The coronavirus has spread around the world rapidly. Here, one Darden professor examines the financial implications versus the ethical ones. What would an uncontrolled outbreak mean in the U.S.? What can we learn from China and Italy? And what questions should organizations be asking?

Darden Professor Robert Carraway, an avid basketball fan who teaches in Darden’s Quantitative Analysis area, offered his thoughts on selection criteria and the power and limits of advanced analytics.

From the Civil War and Reconstruction to Martin Luther King Jr. and Richard Nixon to Jay-Z and Killer Mike: Darden experts discuss the history of minority depository institutions, the integral service they provide diverse communities and the challenges that still exist.

When Apple’s longtime design guru Jony Ive announced that he’d be starting his own agency, it meant major change. The situation serves as a case in point for any organization whose success rests on strategic human capital: If strategy is intrinsically tied to talent, how does a firm support that talent or proceed if that talent disengages?