Jim Collins introduced “Level 5 Leadership” as a powerful way to take a company from Good to Great and characterized the highest level of leadership as HUMILITY + WILL. Both HUMILITY and WILL are behaviors, which exist at the surface of Level 5 leadership. Many institutions try to build Level five leadership through either behavioral modification or EQ training, both of which are psychological tools. Do internal structures matter in Level five leadership building? Can one tool solve all problems? These principles apply to both leaders and talent.
Beneath the surface of HUMILITY + WILL lie a healthy Ego, a deep understanding of life, a big dream, extraordinary abilities and other integrated internal structures. Individuals with a healthy Ego typically accept themselves, can focus on the big picture, and have no need to seek satisfaction through pathological behaviors that will backfire later. Humility reflects a healthy Ego but is NOT the only reflection. Those who understand that success requires the right time, the right place and hard-working can easily understand and respect others. These individuals can direct their energy efficiently to pursue their big dream. Extraordinary abilities combined with other characteristics will increase their chances of success. In fact, many leaders who are great public speakers and somewhat self-centered also share these great features, for example, Winston Churchill and Franklin D. Roosevelt.
The Behavior Approach is a great tool for leadership development, but like any other tool it has its limits and cannot solve every underlying problem. For example, individuals can be HUMBLE because of a weak Ego, which stems from unsuccessful bids to gain parental approval during childhood. The parents are usually busy or are indifferent to the child. Behavior therapy can enhance their HUMILITY, but cannot build the powerful WILL needed to overcome various hurdles. However, with the right tools, it takes only days to help individuals stop seeking parental approval. It is better to identify the underlying cause(s) and target the issues precisely to achieve fast and lasting results.
In addition to a healthy Ego, WILL is closely linked to confidence that is built on vision, knowledge, learning, resources, health, and more. When confidence wanes, WILL will be threatened. For example, a young business owner suffered a Traumatic Brain Injury and became extremely frustrated by the necessity to re-learn EVERYTHING. He often called 911 as his stress management tool. Once transported to the Emergency Room (ER), he yelled at the doctors and nurses there. I recovered myself from TBI via a similar path and was doing a residency rotation in the ER the day when this young man came in. I understood his frustration, so I walked to him, discussed with him his progress and offered my own real life success in overcoming the challenges associated with TBI. He thanked me in the end, and the ER nurses later told me that his ER visit that day was his shortest and most pleasant, and he never came back again.
Business is rife with unexpected challenges, setbacks, and uncertainty, all of which can be more stressful than the challenges the above business owner has faced. Both HUMILITY and WILL can reflect the underlying structure and mainly belong to Emotional Quotient (EQ), an essential component of leadership. Those who act rashly under stress or uncertainty often have high EQs. To stay focused, individuals need the right tools to meet challenges, manage stress and handle setbacks and failures. One powerful tool is to be able to see the light at the end of the tunnel, either through their own resources or outside experts, which requires more than EQ.
Underestimated for decades, EQ is now overestimated, as if it is the only factor that matters in leadership development. In fact, many factors can affect EQ, either positively or negatively. Why? Each person is an integrated system of abilities, health, and their relationships with themselves and society. Each person is an integrated system of 6 Quotients that determine their directions and actions (Intelligent Q), help them stay updated (Learning Q), govern relationships with others (Emotional Q), maximize their results in society (Public influence Q), remain resilient in the face of adversity (AQ) and keep their energy level (Health Q). EQ is only a part of the integrated system, and, therefore, issues can come from IQ, LQ, PQ, AQ or HQ over which EQ or behavior has little or no power. How the young business owner acted before and after his last ER visit is a good example.
It takes great industrial or cross-industrial knowledge and instinct (IQ) to see the light at the end of the tunnel. It takes tenacity, problem-solving skills, learning, energy (AQ, IQ, LQ, and HQ) and more to see the light when facing setbacks and failures. Because he and other ER doctors were not sufficiently familiar with Traumatic Brain Injury recovery, the young business owner couldn’t see the light at the end of the tunnel. As time passed, his EQ became vulnerable. It is due to this same mechanism that some former high achievers develop “Learned Depression” after a series of failures. However, the business owner did not stay at home, depressed. He called 911 to go to the ER where I happened to be, and he regained his EQ power once I helped him see the light at the end of the tunnel. EQ can help an individual see the light and maximize resources and market share; however, EQ alone is usually not enough. Can Behavior Modification help him? No, because behavior approach cannot address root causes.
The internal structures of Level 5 leadership include a healthy ego that facilitates self-acceptance and the focus on the big picture, a deep understanding of human nature that fosters respect for others, a big dream that focuses energy, extraordinary abilities and more to leverage full power, maximize results and bounce back from adversity. Individuals with Level 5 leadership style often can see the light at the end of the tunnel when facing with uncertainty, either leveraging their own or external resources, so they have a strong WILL. They do not waste energy because of their healthy egos and a deep understanding of human nature (HUMILITY). People with Level 5 leadership style not only choose the right successor, but also use right people and create positive environments within their companies and society. As a result, they maximize their results and save even more energy. Individuals with Level five leadership are open to new ideas and new technologies, so they can stay on the right track and spend their energy and money more and more efficiently.
To develop Level 5 leadership style, individuals need not only key elements, but EVERY element to maintain internal stability and optimal performance. What sustains their stability and optimal condition can change as their environments change. Unfortunately, it only takes ONE element in one single process to break the whole system. The above young business owner is a good example. Weaknesses can be poor blind spot management of decision-making, under-utilization of new technology, poor reactions to adversity, etc. The insufficient elements may not affect their performance management today, but can be significant enough to impede them tomorrow when the environment changes. This is why we need to catch the development needs of a leader before “the 360 Degree evaluation” to Go from Good to Great and Optimize Top Team Performance Efficiently.
“Can He Handle the Job?” is a good example of developmental needs that are insignificant today but significant tomorrow. “All-in” intensity does not surface until individuals have to face all issues related to an organization on a daily base. Those who die of stress-related health issues, such as heart disease, stroke, and suicide, are good examples of individuals who ultimately pay the price for matters that seem insignificant now but have a cumulative impact. Consequently, it is important to anticipate the development needs of a leader in the face of change and target the needs precisely with the right tools. If leaders can maintain optimal performance, it will obviously have a positive impact on business, people around them, and personal potentials for success.
It is inefficient to build Level five leadership by copying some behaviors or one “surface,” because, ultimately, the individual’s internal structure determines their behavior and psychological response. No one tool can address all issues. Emotion and behavior are only a part of the human integrated system of abilities, health, and relationships with the self and society. In addition, emotional training and behavioral approach have limited power over complex issues with non-psychological or non-behavior root causes, such as abilities and health, which can create “intractable issues” and add months or years to the time to achieve results. The right approach is to look into all elements, get to the underlying causes, identify the “missing software,” and target issues with the right tools.
Unlike computers, human capacity can fluctuate under change and storm, which involves adversity Q, health Q, and public influence Q besides IQ, EQ, and learning Q. Behaviors can reflect the 6Q structural change but have limited power to change the 6Q system. By getting to the root causes, we can anticipate development needs of a leader before “the 360-Degree Evaluation” and take wise action. By addressing the underlying causes with the right tools and installing “missing software” smoothly, leaders often begin to show results in days to weeks instead of months to years. One of the best ways to speed up the Level five leadership development process is to act as if you already possess the qualities you want to develop.
Do you want to build Level 5 leadership style, become a level 5 leader or be an exceptional CEO? Do you desire to lead with a smart system and optimize your team performance efficiently? Do you long to take your company from good to great? Join our next webinar or try the Mini Leadership Assessment. You need to work on your surface as well as your internal structure and unlock yourself from What Stop Leaders from Good to Great,
About the Author
Bin Yang is a global Executive Adviser and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders and performance management systems and reducing healthcare costs. She is also the author of “What Stops Leaders from Good to Great.” For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.
Organizations always need great leaders who can identify emerging challenges, inspire their team, and turn strategy into effective action. The needs only have been intensifying as changes come at an exponential speed. A 2016 Deloitte survey found that only 13% of companies believe they are building effective global leaders
Other firms have several suggestions on top team performance– focus on the shifts that matter, provide continuous leadership development, simplify formula, etc. Should we just concentrate on the shifts that matter? Should institution baby sit leaders? Can one method fix all issues? The answer is NO.
The Root Causes of Poor Corporate Leadership Development
The main root cause is partial approach– unable to get to the roots cause due to a lack of knowledge of the whole human structure but psychometrics, behavior or technology. Subsequently, many people try to solve health, business, law and other NON-tech and NON-psychological issues with tech and psychological (behavior) tools
Leaders require different tools to meet challenges in various environments at different stages. The daily skills include how to communicate and take feedback. Others can be sleep, learning, business law utilization, etc. If they do not have the tool(s) or the potential to acquire the tool(s) to finish ONE process, the whole journey can be in jeopardy. Talent type, personality and others define the boundary of their potential. Motivation DOES NOT have unlimited power. The case below is a good example that behaviors are often secondary to challenge and only emerge AFTER a person is ON THE SPOT, which is what the 360 degree can observe.
Unable to identify the precise development needs of a leader also results in extensive time, money and opportunities waste. Other technical causes can also delay and fail corporate leadership development, for example, how to personalize learning, install the “missing software” smoothly, and enhance learning practices.
Administrative and social causes include lack of support from CEOs and senior leaders and lack of motivations and confidence from individuals. Some people only want “solutions” from certain resources, including themselves. Some only respond to certain language and format. Without knowing the underlying structure and related rules, people analytic is only behavior or psychological observation and cannot be actionable. Thus, we need to get to the root causes and develop corporate leadership accordingly. For leadership development history, please visit Catch the Development Needs of a Leader before 360 Degree Evaluation.
Focus on the Shifts that Matter as well as the Holes that can Leak and Sink the Boat.
Regardless what a company strategy is, individuals can have different leadership development needs and require different action to execute the same strategy. A company opened a new category and promoted a marketing talent to be its new sub-ordinary CEO because:
However, the person has difficulties balancing intangible financial benefit over tangible and struggles with conflict management since he was “too important.” In fact, his leadership development needs could remain INSIGNIFICANT until he was promoted to CEO. Can his self-awareness and learning mind-set help him? Not really since it is hard to learn to vision intangible benefit, not to mention to become almost a genius that an excellent CEO requires. In addition, his Ego could easily become an issue once he was too important. Warren Buffet once said, “A horse that can count numbers is a remarkable horse, but not a remarkable mathematician.”
It is wise not to correct a development area. However, not to correct a development area should not be equal to ignore the area, or damage control can be inevitable. The case is a good example.
Each person has different leadership development needs that requires different time, action or alternative. No fix amount time and action can guarantee a success. Once individuals can meet current challenges, no need to update them unless their challenges change or will change, like the case above. By knowing their 6Q, we can catch most development needs of a leader ahead of the time and take early action. The Executive 6Q Assessment results are often good for 2 years in the absence of significant events.
Recently, some HR personnel explored whether people analytics enhances performance, how to simplify their approach and make their people analytics actionable. Their first discussion really amazed us– of course, people analytics enhances performance. However, no one formula for all as each human part, process, environment and stage has its own rules as discussed above. Without knowing the underlying human structure and related rules, people analytic can only be behavior or psychological observation, and, therefore, cannot be actionable.
Not long ago, we met some “leadership development experts” who evaluated leadership through psychometrics only and nailed both psychological and non-psychological issues with psychological tools. In fact, many psychological issues are secondary to NON-psychological causes, for example failures and poor health. To evaluate only psychometrics and target NON-psychological issues with psychological tools was why their leadership development was so poor. Unfortunately, the “leadership development experts” could not see the whole picture because they only react to psychological signals due to their knowledge base.
For proper people analytics, please visit from PwC CEO Study to How to Go from Good to Great Efficiently.
Learning is another whole system approach, where knowledge structure, talent type, tenacity, resources, introspection, self-discovery, etc. can all impact the learning outcome. One efficient way to facilitate change management and strategy execution is to make learning easy and fast. To do so, we need to identify the development needs precisely and minimize learning resistance. In addition, integrate learning with practices to enhance memory and turn learning into rapid action. Our leadership group classes are designed to serve the purpose. Practices at work are great but on and off.
Furthermore, senior leaders’ participation matters in organizational leadership development. McKinsey’s recent research found that successful corporate leadership-development programs were five to six times more likely to involve senior leaders acting as project sponsors, mentors, and coaches. The reason is that the senior leaders are good role models and know what matters most to the company.
Many CEOs strike to be exceptional but underestimate the needs to translate strategy into effective organizational capabilities that will affect their ultimate success. In fact, corporate leadership development can achieve a quick impact through the same mechanism of building exceptional CEOs.
1. Identify the development needs of a leader before “the 360 degree,” based on the 6Q assessment result instead of IQ, EQ and Behavior alone. The difference can be 50% of time less, efficient solutions to 30-40% “intractable” issues, and minimum damage control.
2. Install the missing tools as smoothly as possible. The difference here can be weeks vs months, months vs years.
3. Integrate learning with practices. The difference here can be knowledge vs action.
As the pace of change increases, so does the impact and cost of poor corporate leadership development and top team performance improvement.
How do you score in the above 4 key areas?
It is normal if you do not score high, which is why we are here. Read how to implement the 4 keys at What Stop Leaders from Good to Great.
About the Author
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can. She is also the author of What Stop Leaders from Good to Great, that many Fortune 500 CEOs wish they have long before their “retirement.”
For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.
To many leaders, how to become a CEO is not good enough– they desire to be an exceptional CEO, whether they are at Fortune 100 companies or startups. Should they improve behaviors or build the underlying structure? Is there a timetable? Are IQ, EQ and Behavior tools enough? What is the difference between how to become a CEO and how to be an exceptional CEO? Recently, McKinsey released its CEO study on what makes a CEO “exceptional” based on the pattern they have recognized among a big data through behavior analytics. Let’s review its 3 key findings and explore how to be an exceptional CEO or how to become a CEO. In the meantime, give yourself a quick self-evaluation.
The key here is how to keep a fresh and objective view and minimize attachments to old glory and routines, which is a part of human nature management. Unable to do so has stopped many CEOs in our leadership study and Fortune 1000 CEO study. I have paid a heavy price here myself.
However, not everyone needs to come from outside to gain the quality, for example, Microsoft CEO Satya Nadella, Ford CEO Alan Mullaly, and American Express CEO Kenneth Chenault. They all came internally and have transformed their businesses.
How do you do here? You can take a quick leadership assessment.
The time is very important when reshuffling management. However, what if an organization cannot afford the 2 years to warm up? For example, Alan Mullaly joined Ford Motor in 2006 when Ford was on edge of bankruptcy. Jeffery Immelt became the CEO of GE 4 days before 911 attack hit GE badly. Regardless where they came from, neither had 2 years to warm up self and their institutions. Let’s explore what takes to develop the strategy and translate it into effective action in a timely manner.
After assessing hundreds of CEOs and non-CEOs from different sizes of institutions, we have found the following:
All the above elements require IQ, EQ, learning Q (LQ) as well as Adversity Q, Public Influence Q, Health Q. How the 6Q work together just like how human muscles work together in body movements. Industries, stages of business, the status of the team and others can add, modify, or delete the required elements. CEOs are the keys to business success and need to be ready for the worst, be stable and stay healthy; therefore, their issues are often too complex for traditional IQ and EQ tools alone to handle.
Behavior analytics can recognize many behavior patterns but not their root causes. However, most institutions, including top MBA, build leaders with behavior analytics and pattern recognition and have received poor results. A 2016 Deloitte survey found that only 13% of companies believe they are building effective global leaders.
The differences between how to become a CEO and how to be an exceptional CEO are significant– an average CEO can be extraordinary in some areas and certain process, not almost all areas and all processes, especially learning and the health of their Ego. Today, we can identify the “missing software” and strengthen leadership rapidly.
In general, symptoms are not equal to their root causes because all 6Qs can interact with one another. For example, IQ and EQ can lose their power due to poor AQ and HQ, which is why IQ, EQ, LQ and behavior tools cannot solve all issues. Being cool in the storm makes a leader unforgettable. Being able to manage team’s mental health often can win CEO more hearts, minds, and social credits.
In addition, each element above can involve a lot of underlying work. For example, “Focus on the Big Picture” involves not only decision-making quality, but also industrial insights, rules of games (business, society, and government), leaders’ health of Ego, innovation, resilience, and others. Whether a leader can focus on the big picture is behavior. Decision-making, knowledge, the health of Ego, innovation, resilience, and others are the underlying structure that will shape the behavior. However, most people only focus on the technical part (IQ) but miss the rest, and many institutions either categorize leaders based on their today’s behaviors or secondary behaviors.
For further analysis and more case studies, please read Can Behavior and EQ alone Build a Level 5 Leader and What Stop Leaders from Good to Great.
How to become a CEO is a part of corporate leadership development. A recent Deloitte survey found that only 13% of companies are building effective global leaders. One fundamental cause is that traditional IQ, EQ, and behavior tools alone cannot solve complex issues that also involve Adversity Q, Public Influence Q, and Health Q. To personalize development with the right tools is one key. Here are other keys to optimizing corporate leadership development.
How well do you do at each part? Take a quick assessment.
First, Today Is NOT Tomorrow. Not every leader has what they “should.” Instead of focusing on their behaviors today, we should explore the underlying structure and find the “missing software.” Without the underlying supporting structure, today’s behavior WILL NOT last to tomorrow. The tools are often beyond IQ, EQ and behavior alone.
Second, catch the development needs of a leader before “the 360 degree” and make wise investments because NOT all issues have quick solutions, for example, talent type and pathological Ego. In addition, there is no one tool for all issues; therefore, we work with the best in different industries, including McKinsey.
Furthermore, many “intractable issues” are due to a lack of the right tools. For example, target all issues involved in “Focus on the Big Picture” with IQ tools. By getting to the root causes with the right tools, we often can save at least 50% of the time and discover fast solutions to 30-40% “intractable issues.” Time is money. Efficiency is life. I wish everyone agree with me.
After years of researches, we have found that building exceptional leaders is the most efficient way to strengthen society. For someone who desire to be an exceptional CEO, he or she first has to be a happy and healthy person, a level 5 leader, and be ready to handle all-in-one responsibilities. Thus, the program “Be an Exceptional CEO” usually requires more time and effort than “Leadership, from Good to Great.”
In summary, to be a CEO, you want to know not only how to become a CEO but also how to be an exceptional CEO. The sooner you know the difference, the better CEO you can be, the more impact you can make on the world.
1. Identify your “missing software” before “the 360-degree evaluation.” The difference can be to do damage control or take early action and find efficient solutions to 30-40% “impossible.”
2. Install the “software” as smoothly as possible. The difference can be weeks vs months or months vs years.
3. Integrate learning with practices. The difference here can be knowledge vs action.
4. More tips on how to go from good to great, to exceptional.
The right approach means more when you are a “underdog.” It is easier to score higher, faster and better than to be frustrated about “justice” although you should never give up your right. General job exposure and self-discovery are helpful but often too general and time-consuming. Speed and results can determine the rise and fall of a business and a CEO.
If the 6Q approach new to you, consider read more CEO case studies in the book What Stop Leaders from Good to Great. Like Reid Hoffman, the founder of Linkedin, said at one of his Master of Scale episodes, “You have to frequently ask yourself, ‘Which of the old lessons have to be thrown out? And which things do I have to unlearn or learn anew?’” Throw out your old tools and embrace new ones. In addition, DO NOT give up your issue before consulting The Prince Synergy even if it is impossible to anyone else.
About the Author
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can. She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently. For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.
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ABSTRACT:Many hospitals have run out of space due to Coronavirus (COVID-19). It is critical to enable non-infected to stay healthy with optimal Internal PPE + External PPE since face masks and social distance (External PPE) cannot block all viruses and not everyone has strong internal PPE. The more non-infected can stay non-infected, the fewer hospital beds needed. No lockdown needed if every powerful tool is used, and everyone can do their part.
Coronavirus (COVID-19) has surged again recently. Although the positive case number may be due to great testing, hospitalization number matters. Yet, not everyone can stay at home, work from home, or close their stores.
Facemasks, gloves, and social distance cannot block all virus. Studies found that a surgical mask can block as much as 75% of virus, N95 can block up to 95% of small particle, and social distance can reduce up to 99% virus exposure. Individuals either beat the rest virus or get infected.
It is easy to understand that the elderly better stay at home during the COVID-19 pandemic since their internal PPE is often low. Many working personnel has low internal PPE even they are young due to stress, poor self-management, co-morbidities, etc. The CDC estimated that 45.4% of U.S. adults are at increased risk for COVID-19 complications because of co-morbidities. The CDC also found that 19% of COVID-19 infection could come from health care personnel (HCP) who often use N95 facemasks.
Among infected HCP, 38% have at least one underlying health issue, and 62% have NONE. The median age was 42 when work and life are full of tough challenges and associated stress that can suppress their immunity and self-healing (internal PPE). Many individuals need to serve customers in person like HCP, and their internal PPE is not optimal. If infected, they will not be able to work and can be the source of new infections.
It is wise to empower vulnerable non-infected with internal PPE besides external ones according to their work environment and health so that they can stay healthy and not spread infection. Many of them can optimize their internal PPE via fast relief, early action, or the right action. Optimized internal PPE can also help them handle many other hazards and save 15~40% of healthcare costs down the road. To think differently is the first step.
The first step is to minimize virus exposure as much as possible, especially those who need to serve customers in a closed area, for example, HCP, flight attendants, pilots, bank tellers, and supermarket associates, for COVID-19 can harm not only human lung but also heart and brain. No health, no liberty, no pursuit of happiness. One group often underestimates the evil power of COVID-19, do not minimize virus exposure with face masks, and get infected, for example, President Donald Trump. Another group lacks education due to poverty and can overly expose to the virus due to density. When a big family live under one roof– once one member is infected, the entire family is involved.
Some individuals overly protect self. For example, they wear 2 face masks while sitting inside their own car or home alone.
Immunity is the key to fight infection. Although asymptomatic, many individuals’ immune systems are suppressed by stress— 45 % of youngsters (MTV), 80% of workers (Harris), and 100% of CEOs (Vistage). For example, a healthy person can suffer a severe infection after working too hard for a while. A vegetarian athlete can develop a heart attack after a series of intensive challenges.
While we sleep, our immune system can also become more robust and fight harmful substances better. However, one in four Americans develops insomnia each year. About 90% of students at an EMBA program raised their hands when I asked who had insomnia under stress. Yin Yang imbalance can also impact individual immunity.
Many individuals can restore their internal PPE quickly from the suppression of stress, insomnia, and Yin Yang imbalance. Some can fall into sleep within 30 minutes. Thus, we want to be sure that individuals have a few hours to sleep before we help them. Optimized immunity and self-healing can also solve early bacterial infection within 30 minutes with NO medication. The video below can tell you more.
I initially used these technologies when I tried to recover myself from Traumatic Brain Injury and pass medical licensing exams in 1999. In 2012, I found pus on my throat after working extra hard for a while (I used to be completely healthy). I knew how long it could take if I went to the ER, so I decided to try to deplete my stress and restore my Yin Yang balance. It worked– the pus disappeared in 30 minutes with NO medication. Then we help various people.
Through the integrated approach, we have reversed fast Aging, burnout, TBI, and heart attack, and enable individuals to maintain optimal performance and health. In the meantime, we have perfected the techniques and need no pill, no injection, no needle, and no surgery.
Some individuals have low internal PPE due to poor self-management. Many people drink, smoke, or drug to manage stress since they cannot handle setback or failures or do not know healthy alternatives. Some people “cannot find the time” to take care of themselves. It is not hard for them to develop new skills and habits by evaluating their 6Q. To meet challenges efficiently and live healthy is a key to maintain long-term internal balance and achieve optimal health.
The next is co-morbidity. About 70% health issues, including heart diseases and diabetes, are related to non-health causes, such as stress. We can control many of them at the early stage with the right tool, for example, heart attack. Healthcare becomes expensive endless symptom relieves when handling non-health causes. By minimizing co-morbidities, many individuals can significantly reduce their risk to COVID-19, save lives, and save money. The video Learn from Maradona and Tony, Protect Your Life and Dream can tell you further.
Businesses can further reduce infection and death by integrating healthcare with their daily management. Some companies let employees 70+ work hard while the fatality rate of the group is nearly 10%. Some have high healthcare deductible, which make their employees hesitate to go to the hospitals when their lives are threatened. In fact, the government pays for the COVID-19 care for everyone, whether they have insurance or not.
Many people are used to going to the hospital after they develop typical symptoms or start treatments after others become ill. That works perfectly with fast-developing illnesses, such as injury.
Like most other diseases, COVID-19 has the incubation stage. When many hospitals have run out of space, it is wise to help as many non-infected not enter the acute stage as possible. While Western medicine can provide face masks, social distance, and vaccines, Eastern medicine and the 6Q tools can enhance internal healing, eliminate stress suppression and Yin-Yang imbalance, and minimize non-health causes that contribute to about 70% of co-morbidities.
There is a saying, “It does not matter if it is a white cat or a black cat. As long as it catches a mouse, it is a good cat.” As many cities lockdown, many businesses have closed for good, which is significant economic losses. Yes, face masks and social distance are low cost and simple to follow. However, when they are not enough to help non-infected stay non-infected, we should be open to more effective non-invasive solutions. The more people can stay non-infected, the fewer hospital beds needed, the more cities and businesses can remain open. No lockdown is necessary if every powerful tool is used, and everyone can do their part.
Some institutions invest heavily in COVID-19 diagnostic and antibody tests, which is great but can be greater. The COVID-19 diagnostic tests help to catch asymptomatic infections but cannot replace internal and external PPE or health care needed. Also, individuals only develop COVID-19 antibodies AFTER exposed to the virus, and the reliability of the antibody is unclear, per CDC.
COVID-19 has made 2020 unforgettable. It is wise to fully utilize non-invasive and highly effective tools to help non-infected stay healthy per their work environment and health needs before a vaccine is available to everyone. When one tool is not enough to meet a new challenge, we should be open to more effective tools. The more people can stay healthy, the fewer ICU/hospital beds needed, the more cities and businesses can stay open. Furthermore, we can save a lot of healthcare costs down the road once individuals can optimize their internal PPE and manage self efficiently.
Different individual and industry have different needs. Most individuals need 1~2-day basic training. Some people may only need a 30-minute consultation for the right direction. Those who need to handle complex tasks may need comprehensive evaluations and solution. Businesses often need to better their performance management system. See which program fits you.
About the AuthorBin Yang is the Managing Director of The Prince Synergy and Dream & Power, a leading consulting firm that focuses on building exceptional leaders, teams, healthcare, and saving costs. For more information or to schedule an interview, lecture or appointment, please call 310-668-1828.