People with COVID have reported a wide range of symptoms, ranging from mild symptoms to severe illness. Some people do not have any symptoms. Symptoms may appear two to 14 days after exposure to the virus. If you have mild to moderate symptoms, stay home. Do not leave home except to get essential medical care including testing for COVID or to get basic needs such as groceries, if someone can not get them for you. If you tested positive and are not sick enough to be in the hospital, monoclonal antibody treatment for COVID could help you reduce symptoms and avoid a trip to the hospital.
This is not a complete list. If you are concerned you may be experiencing a medical emergency, contact your provider immediately or call Call your health care provider if you have symptoms, especially if you are an older adult, pregnant or have health conditions that put you at increased risk for severe illness. Call, text, use telemedicine or use your patient portal to contact your health care provider.
If you need help getting medical care, call You can get care in NYC regardless of immigration status or ability to pay. Tests are free. You should look for a testing site near your home. If the test result is negative, talk with your health care provider about whether you should get tested again the following week. Health care workers, other essential workers and workers who have in-person contact with people as part of their jobs should get tested once a month. People who are not essential workers do not need to be tested as often.
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Do not go to school or to work, even if you are an essential worker. Only leave home to get essential medical care or to get basic needs such as groceries, if you have no other way to get them. When taking medicine, remember that many products to treat fever, cough and other symptoms contain the same active ingredient, and you could be taking too much if you take more than one medicine. Follow the recommended dosage on the medicine label. To check if you are managing medicines safely, contact the Poison Control Center to speak with a registered pharmacist or nurse.
These hotel rooms are intended for people who do not have a safe place to isolate at home. Rooms are also available for people without COVID who live with someone who has the virus or may have been in close contact with someone who has it. There are still many unanswered questions about COVID, including whether it is possible to get sick again. For this reason, it is important to continue physical distancing, wearing a face covering and taking other precautions even after you are better. Most people who have COVID completely recover, but some have lasting symptoms and health problems. Symptoms include fatigue, breathing problems and muscle pain.
I travel because you can only find these kinds of things on the home ground. While they are traveling, human-assets CEOs tend to focus on several specific aspects of corporate policy. The first of these is hiring, an area that occupies human-assets CEOs more than it does chief executives in any other category. For example, he was once involved in hiring two new M.
Similarly, Herb Kelleher of Southwest Airlines says that he has participated in the selection of ramp agents at small regional airports. Human-assets CEOs also focus on other areas of personnel management, such as training, incentives, career planning, and programs to increase retention. Al Zeien, for instance, personally conducts performance reviews per year at Gillette, monitoring employees for their commitment to acting in ways that benefit the entire company, not just their units or countries.
The man accepted the appointment. Other human-assets CEOs show the same kind of attention to personnel matters. At the British food manufacturer United Biscuits, for example, chief executive Eric Nicoli oversees a system that evaluates the performance of hundreds of employees semiannually. Echoing many other CEOs in this category, Nicoli notes that close attention to so many individuals and careers requires an enormous commitment of time but that it is the only way to manage an operation in which the CEO simply cannot be everywhere or know everything. These CEOs can and do give authority to members of the organization to act quickly and freely, without corporate approval.
But in organizations led by effective human-assets CEOs, this group of proven team players is often large.
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Consider what happened at Southwest Airlines when Midway Airlines went out of business in Put another way, these chief executives believe that they must create a specific capability that will allow the organization to differentiate itself from its competitors and will thereby lead the company to a position of sustainable advantage.
Expertise, we found, can be a process. Expertise can also be a concept.
When does a CEO decide to use the expertise approach? When he or she believes that a well-conceived, carefully developed area of competence is the surest way to gain and sustain a competitive advantage. In their daily activities, expertise CEOs cover more organizational territory than CEOs from any other category because they do not become as involved in operational details.
In hiring, for example, expertise CEOs do not generally conduct interviews. They do, however, design and monitor the policies behind the hiring process to ensure that their companies will attract candidates who are experienced in the area of expertise or who seem inclined to become fully immersed in it. Expertise CEOs usually do not devote much time to gathering or analyzing data. But they direct those who perform that work to collect data that will help them determine which types of knowledge or competencies are relevant to consumers, which competitors have the edge, and how much it will cost to be the best.
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Expertise CEOs formed the smallest group that emerged in our research. The reason, we believe, lies in the difficulty of sustaining the approach. With the free flow of information and people between companies and countries, expertise is hard to keep proprietary. Virtually every CEO in this category acknowledges these challenges.
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But like many proponents of this approach, Beers advocates expertise leadership for focusing an organization on what it must do to compete and win. From the most entrepreneurial software company to the most conservative bank, every company has a box —a set of procedural, financial, and cultural controls to which members of the organization must conform.
All CEOs spend some of their time designing and maintaining controls, and evaluating the performance of business units and employees relative to those controls. But CEOs who are truly box leaders view these tasks as their primary responsibility. Our research shows that CEOs using this approach are often running companies in highly regulated industries, such as banking, or in industries in which safety is a paramount concern, such as airlines. All CEOs spend some of their time designing and maintaining controls, but true box leaders see this as their main responsibility.
Box CEOs often sound remarkably similar to human-assets executives. Leaders from both categories say that they are trying to build organizations in which each individual, in any circumstance, will act just as the CEO would. But instead of using personnel development and the inculcation of values as their means, box CEOs use control systems.
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In other words, they create explicit rules and rewards for acceptable behaviors, outcomes, and results. With such controls in place, box CEOs spend much of their time attending to the exceptions—tracking down the reasons for missed deadlines, unexpected losses, or below-average performances of divisions or employees.
These CEOs frequently use internal reviews and external audits, employee rating scales, strict policies, and financial reports. They usually spend their days at corporate headquarters meeting with the managers responsible for business units or with other members of the corporate team, and scrutinizing proposals for new programs or requests for resource allocations.
They study reports from the field concerning performance, often request additional data, and rigorously question what they see and hear. Finally, box CEOs tend to be intensely involved in company communications, both external and internal. Thirty percent of the CEOs we interviewed devote enough of their time and attention to the techniques mentioned above to be considered box leaders.
Lippens, for example, employs hundreds of auditors to monitor the performance of each business unit on an ongoing basis and benchmark it against other units as well as competitors. Bond is not the only box CEO who acknowledges the negative side effects of the approach.