What Can an Orchestra and a Virus Teach Us?

Earlier in June, Chicago Symphony Orchestra music director Riccardo Muti tested positive for COVID-19 and Lina González-Granados took up Muti’s conducting duties on just a few hours notice (an encore of sorts for her, having also subbed for Muti during his April COVID quarantine). Fortunately, González-Granados is no stranger to the CSO, serving as its Georg Solti Consulting Apprentice. She conducted the orchestra and guest violinist Anne-Sophie Mutter to rave reviews in Muti’s absence.

Those events reminded me of the importance of establishing crisis plans.

A succession plan, whether temporary or permanent, is one such example. In the U.S. Constitution, the order of succession to the presidency is spelled out at length, including a process for temporary or “acting” authority.

Most businesses don’t need to go to the degree that the federal government does, but it doesn’t hurt to know who is supposed to step up, if someone becomes incapacitated—whether due to a pandemic or a multitude of life’s inconveniences that render a person incapable of fulfilling their duties.

Obviously, the CSO had such a plan, so that with the maestro unable to fulfill his duties, the strings, brass, woodwinds and percussion sections weren’t left to rumble in a leadership struggle. The performance went ahead and earned praise from reviewers.

Crisis plans should also include operational needs, which could range from backup power to alternate supply sources to remote working technology, in case on-site capabilities are lost due to a pandemic or other disaster.

Crisis communications also need to be planned. While every possibility can’t be anticipated, it is possible to plan such things as who will speak and when, and what that message should be. In today’s social media environment, even the slightest hesitation can be twisted into a conspiracy theory.

So take note of the CSO and keep your crisis plans in tune.