There was big news in Corporate Social Responsibility, or CSR leadership, last summer. The CEOs of more than 180 major companies signed a document announcing that big corporations should no longer focus exclusively on maximizing shareholder profits. Jamie Dimon, Chair of the Business Roundtable and CEO of JPMorgan Chase, presented a statement that business leaders should focus on delivering value to all their stakeholders — to customers, employees, suppliers, and local communities, as well as their shareholders.

When I wrote about it at the time, I saw it as a shocking shift in how businesses would measure their success. But I was also skeptical. One of the main drivers of change in a business is what gets measured. So I said:

“Watch what the CEOs do about measuring their companies’ success. If they focus solely on stock price, then their statement was just window-dressing. They and their companies will continue to emphasize short-term shareholder value above all else. But if their quarterly reports and analyst calls start highlighting other measures, then perhaps they really mean to change the game. It should be interesting.”

The building project was a total disaster. It had been underway for decades and was nowhere near completion. In fact, it looked more like a ruin than a building under construction. A half-dozen architects had already worked on the project, and the multiple designs were incompatible and badly conceived.

My book, Curating Your Life, was published on April 8. News flash – the middle of a pandemic is not the best time to launch a book! But there’s also some good news. Although I wrote the book long before anyone had heard of COVID-19, it turns out that learning how to manage your energy for peak productivity is a highly relevant topic in this challenging time. As a result, I’m getting plenty of opportunities to write and speak about the book, including a recent “Coffee and Connect” session for the Executives’ Club of Chicago. 

We talked about how the demands on our energy have changed. Some of the tasks that used to exhaust us – commuting, hosting big meetings, going to networking events – are no longer such a big part of our lives. At the same time, other demands have ramped up – learning new technologies, connecting through Zoom and other media, doing our own housework, cooking all the meals and spending much more time with family members. The specifics vary from person to person, but the challenge is the same – how do we manage our energy for peak productivity and joy during this strange time?

As I write this on March 10, I’m feeling helpless. I hate that! So far, my daily life is pretty normal. I’m in my downtown Chicago office, and I just got back from a large lunch meeting listening to some very interesting panelists. My day, and the rest of my week, is heavily scheduled with both in-person and phone meetings. 

Meanwhile, I’m waiting for the tidal wave to hit: the day when everything gets cancelled, when my clients suffer severe financial losses, when my travel is curtailed, when people I care about start getting sick, when I get sick. It’s really scary, and it feels as if there’s nothing I can do. As I said, I hate that!