“Great navigators owe their reputation to storms.”
I like this quote from the Greek philosopher Epicurus and I think it describes well what is happening to Brazilian business leaders in the midst of the coronavirus crisis.
In exceptional situations, marked by great uncertainty, with a strong risk to human life, what strengthens or weakens leaders is what, ultimately, sets us apart when it comes to making important decisions: our system of values, our moral and ethical principles.
The fight against the disease, and especially the adoption of extreme isolation measures, has brought two opposing visions of leadership face to face: that of the “pragmatists”, who are against radical confinement strategies, as they understand that they suffocate the economy; and the “humanists”, who defend quarantine and the idea that no human life is worth less than the entire economy of a country.
The first, stigmatized for downplaying the deaths and threatening unemployment, paid a heavy reputational price – a notable example of this group, Júnior Durski, owner of Madero, fell from grace on social media and saw his company, in the midst of the crisis, threatened with boycott; after apologizing, he backtracked, went on the offensive and ended up firing 600 employees.
The latter, on the contrary, rose a few notches in society's perception because, at the beginning of the pandemic, they took care to preach home office to employees, call for cooperation, announce the donation of products and services and support the most vulnerable workers.
Neither side is absolutely right or absolutely wrong. That's life, beyond Manichaeism. And although I don't like summary or simplistic judgments, there's no denying that the "pragmatists" made a major mistake by subjecting the orientation of human values (respect for people, altruism, solidarity and justice) to another, more perverse one, arbitrated by economic-financial logic and, therefore, essentially dehumanized, known for putting numbers before people.
In practice, by preferring numerical objections to human arguments, what the “pragmatists” did was destroy trust at a time when only trust, thanks to its intrinsic social value, is capable of reducing insecurities, shedding some light on dark horizons and calming the hearts of people forcibly torn from their work and from their family and friends.
Trust is nothing more than the belief we have that, when the time comes, what and whoever cannot be missing will not be missing. In situations of social catastrophe, where the rule is to punish the weakest more harshly, we inevitably expect altruism, solidarity and justice from the strongest. This expectation, instinctive in times of war, applies to governments and companies, but also to the richest and leaders.
In times of crisis, we need care, attention, and protection. Not blackmail disguised as good intentions. This explains why, in the eye of the storm, “humanist” leaders, those who showed they cared more about the common good than their own interests, rose in the public eye. And also why, on the other side, “pragmatic” leaders dug an abyss of antipathy before themselves, establishing an uncomfortable distance from people’s affections.
Trust has to do with loyalty, truth, cohesion, convergence, predictability and ordering of social relations. According to Dostoevsky, it brings peace and serenity. According to Fukuyama, it is a determining factor for the economic life and well-being of a nation. Trust only exists when relations are guided by human values. To use Epicurus' example of navigators, we only trust the captain whose values, expressed in actions, demonstrate that he will give his own life to protect his crew in a storm. In storms, for no other reason, leaders guided by values stand out.
The idea of values-based leadership, it is worth noting, is not exactly new. The English Richard Barrett (with the concept of a “values-driven” leader) and Charles Handy (creator of the “eager spirit” leader), and the North Americans Peter Drucker (leader is “how to be”, not “how to do”) and Jim Collins (the “Level 5” leader) have already addressed it, at different times, with different emphases. However, it has never seemed so current, urgent and necessary. The transition from business as usual to a business model based on purpose before profit, a message increasingly present in capitalist circles that preach a new type of capitalism, will only be possible with more ethical, transparent and honest leaders, who like people and respect the environment.
Jean Jereissati, CEO of Ambev, is, I believe, one of these leaders. To help readers better understand what this new “mental model” of leadership means, I will share some ideas he shared with me a few days ago:
“No one is prepared to face a crisis like the Covid-19 crisis. What makes the difference in these times is the willingness to help and knowing what to do. And these things are not trivial when you are under pressure and facing the unknown. At this moment, we need to keep our feet on the ground, recognize our humanity and the fact that we are all full of uncertainty, fighting for the survival of individuals and organizations. We have an unprecedented urgency for companies, brands and individuals to be united. The world has become even more connected, but also more divided than ever.”
Leading an initiative that is building a hospital in the city of São Paulo, Jean hopes that we will overcome the crisis as quickly as possible. And that, once the pandemic is over, there will be a “turning point” in the creation of businesses that are increasingly focused on positive impacts. His personal dream is that this situation will lead to a “new business reality” capable of activating Brazil’s full economic potential, based on the concept of collaboration.
By Ricardo Voltolini
