As COVID-19 continues to spread in Africa, its impact on the continent is already proving to be devastating. And unless governments, development institutions, and the private sector act with extraordinary speed and agility in the weeks ahead, then Africa and her people are in for some very difficult years ahead.
Before the Pandemic, the continent was already plagued by a blatant lack of a structured healthcare system; few doctors as many of Africa’s talented healthcare professionals continue to flee to what they consider greener pasture, insufficient hospital beds compared to the population, and scarce ventilators and other healthcare equipment per capita.
The number of confirmed cases are still relatively small, but it continues to gain momentum.
Epidemiological projections suggest that, in a worst case scenario, there could be many millions of cases in Africa over the next 100 days if the spread of the virus is not contained. It is true that such projections vary and are sensitive to assumptions, including the starting position and the number of people a single infected person will infect in a population. They do, however, shine a spotlight on the scale of the health risks facing Africa.
Before the Pandemic, the continent was already plagued by a blatant lack of a structured healthcare system;
No matter how optimistic anyone wants to be about how this pandemic will affect Africa, we all must admit that Africa’s healthcare systems are ill prepared for a widespread outbreak.
There is therefore, a major health crisis of significant proportions potentially looming over the continent unless containment measures succeed and urgent action is taken to ramp up the healthcare system and resources.
On the economic front, the crisis in jobs and livelihoods could be far worse. Mckinsey predicts that after two decades of steady economic progress, the pandemic could tip Africa into its first recession in 25 years. According to their analysis, as many as one-third of all jobs in Africa could be affected. Africa’s high degree of informality and relatively low levels of social protection exacerbate the risk.
In a recent article titled “Tackling COVID-19 in Africa”, McKinsey underlines the urgency of action required to save lives and safeguard livelihoods in Africa, with specific suggestions of approaches that governments, development institutions, and business can take to act decisively on both fronts.
Focus is placed on three imperatives:
- Protecting lives – with new analysis showing some of the bold steps needed to strengthen Africa’s health-system capacity over the next 100 days, at a potential cost of more than $5 billion.
- Safeguarding livelihoods – showing that the jobs or incomes of 150 million Africans are vulnerable in the crisis, and subsequently sharing new analysis of the interventions required to mitigate the economic damage.
- Finding the right path – decisively looking at how governments can make optimal decisions on lockdowns, shutdowns, and shielding of people at the highest risk of contracting the virus, thereby achieving the best possible outcomes in protecting lives and safeguarding livelihoods.
On the one hand, the article by McKinsey provides key insights into where we are, where we could get to and some actionable steps to get there.
On the other hand, many organizations are coming together and looking for strategies to help them navigate both the current situation and life Post Covid-19. It is evident that African business leaders across the continent are very much aware that the coming months and years are filled with new risks and uncertainty.
Africa.com has partnered with faculty of Harvard Business to lead a four week webinar series, “Crisis Management for African Business Leaders.”
The webinar series looks at some key issues of concerns for leaders across different sectors, like, Leadership in Times of Crisis, Liquidity – Managing Cash Flow When Revenue & Funding Dry Up, This Isn’t the West – How Africa’s Informal Sector Reacts to COVID-19, Strategic Planning in the Face of Uncertainty and features panel discussions led by the faculty, with a few prominent African business leaders.
Teresa Clarke, Chair and Executive Editor of Africa.com, said “We are moved beyond words with the generosity shown by African business leaders and Harvard faculty to set aside their own tremendous challenges today, in order to share their best thinking with other African business leaders on how they are taking companies forward and protecting the communities they serve.
Personally, and as I watch leaders across sectors all over the world try to manage this crisis, here are my top tips, especially if you’re in a position of leadership. Leadership tips for COVIC-19 crisis management:
- Don’t panic. Ensure you are calm and can transmit the same to your team and members of your organization from top-down.
- Be visible. People want to see and hear from their leaders. Talk to people. Reassure them. Your mood and emotions are more contagious than this virus.
- Communicate, to employees, customers and stakeholders; It is not just about the information you share, it is about how you share it. Context and tone is everything.
- Be honest about what you feel in a way that will not escalate fear or panic. Be honest about what you know and what you don’t know.
- Acknowledge that you don’t have the answers and ask everyone to be a part of the navigation process.
- Show empathy, care and compassion to your employees. Show interest in their personal situation, as much as possible. What you do in a crisis can create powerful bonds or bad feelings which may never wash away.
- Be more inclusive. Re-strategize. Look for or create opportunities for collaboration. Unlearn some of the leadership styles that no longer serve you. Learn new ways of leading and managing change.
- Don’t overanalyze. Allow room for missteps. Consider worst-case scenarios and prepare accordingly as you define the course of action. React as fast as you can. It is better to overreact than underreact in this situation.
- Ensure you have the right team pulled together to tackle the issues you face. You need seasoned people and experts but you also need fresh eyes. Bring in emerging leaders and take cues for the future.
- Have a two-dimensional approach; surviving now while strengthening the foundations for a stronger future – immediate needs and long-term strategies.
- Do not forget your Corporate Social Responsibility. How can your business help the wider community? Work with NGOs and other parts of your supply chain. After this is over, you will sleep better at night and it will be hugely appreciated.
- Monitor your own energy, stress levels and reactions. Find professionals who you can talk to; Coaches, Mentors, Psychologists or other leaders that can feed you positive energy and help you stay motivated and on top of your game. You need to keep your spirits in good shape to lead your business and your people through this period and whatever will happen next.
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