FACING A GLOBAL EMERGENCY OF epic proportions back in March of 2019, companies rose to the challenge. Measures to safeguard employees were instituted, protective gear disseminated, tech tools adopted. Leaders looked for-and found-creative ways to engage with and motivate their newly remote workforces. Inspiring stories, from successfully pivoting toward new opportunities to keeping geographically dispersed teams collaborating and engaged, were shared. In short, amid the crisis, a can-do attitude prevailed. Through the summer, whether working on-site ensconced in personal protective equipment or at home with kids and pets underfoot, that sentiment held, agreed CEOs gathered for a Chief Executive roundtable underwritten by PURE Insurance. But with winter approaching and yet another Covid surge looming, the adrenalin bolstering Corporate America began to run out. As Carmine Di Sibio, chairman of EY, put it, "Right around Labor Day, a switch went on with people in terms of, 'Working from my summer house has been fine, but I want to get back to normal.'"
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机译：在2019年3月，面对全球史诗比例的紧急情况，公司升到了挑战。保护员工的措施，采用保护齿轮传播，技术工具。领导人寻找 - 并找到创造性的方式来与他们的新偏远的劳动力搞。鼓舞人心的故事，成功地追溯了让地理位置分散的团队合作和订婚的新机会进行了分享。简而言之，在危机中，一个可以做的态度普遍存在。在夏天，无论是在个人防护装备中的现场肌肉组织，还是在家里与孩子们和宠物在家中，这是由举行的情绪举行的，同意CEOS聚集在一起由纯保险承担的首席执行官圆桌会议。但随着冬天的接近，另一个Covid浪涌迫在眉睫，肾上腺素博尔斯特雷公司美国开始耗尽。作为Carmine di Sibio，Ey，Sult，“在劳动节左右，一条交换机与人们在一起，”从我的避暑屋工作已经很好，但我想回到正常。“
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