To be successful, CEOs must articulate a compelling vision, align people around it, and motivate them to execute it. But there’s one thing that can make or break them: how they respond in real time to unforeseen events. On average, addressing unexpected issues—which range from fluctuations in stock price, to just-discovered product flaws, to major accidents and crises—consumes 36% of a CEO’s time. That’s a big proportion, and not all those problems merit a leader’s attention. To help CEOs understand which ones they truly need to focus on, Nohria, the former dean of Harvard Business School, has created a framework that sorts events into four categories—normal noise, clarion calls, whisper warnings, and siren songs—and offers guidance on how leaders should handle each type.

In leading their teams and organizations through a crisis, women have repeatedly stepped up to the plate. We celebrate four of these women and highlight the ways they’ve been resetting priorities, demonstrating resilience and agility, and communicating effectively. Then, leadership coach Muriel Wilkins gives advice for taking care of yourself while taking care of the people you manage.

An analysis of 360-degree assessments done during the pandemic.

Don’t lash out at employees who aren’t as cool under pressure.

A psychiatrist who’s also a professor of organizational behavior observes that times of crisis usually evoke familiar images of generals or endurance athletes. Instead, he argues, “a public health crisis is not a war or a race.” Here’s what it will take.

Four lessons from Lincoln, Churchill, MLK, and others.

Explore resoures from CCL to improve leadership during coronavirus and beyond, as well as answers to frequently asked questions on leading through crisis.