The Woodlands is the U.S. city with the No. 10 biggest holiday spending budget in 2023, and a few other Texas neighborhoods rank highly as well. The Woodlands Mall/Facebook

Santa and his elves get busier with every passing year, but sometimes even Kris Kringle has to use his black card to get the job done. And according to a new study by Wallethub, Santa's gonna be working overtime to fulfill the orders for residents of The Woodlands this holiday season.

The personal finance experts have determined The Woodlands is the U.S. city with the No. 10 biggest holiday spending budget in 2023. Shoppers in the affluent Houston suburb are expected to spend $3,316 this festive season.

According to the U.S. Census Bureau, The Woodlands' estimated population of 114,436 had a median household income of $130,011.

This is The Woodlands' first time in the holiday shopping spotlight. The Houston suburb ranked a much lower – No. 71 – in last year's report with an average spending budget of $1,733. Way to step it up.

The nearby city of Sugar Land is a returnee, and moved up one place from No. 15 last year into No. 14 this year. The average holiday budget for a Sugar Land household is $3,210.

Houston fell into No. 209 this year with an average household holiday budget of $1,296. Houston skyrocketed away from its previous rank as No. 366 in 2022 with an average spending budget of $890.

Six other East Texas cities landed in this year's report on the heftiest holiday budgets:

  • No. 31 – Pearland ($2,566)
  • No. 34 – Missouri City ($2,517)
  • No. 234 – Beaumont ($1,244)
  • No. 238 – Pasadena ($1,237)
  • No. 407 – Conroe ($935)
  • No. 438 – Baytown ($872)

Each year, WalletHub calculates the maximum holiday budget for over 550 U.S. cities "to help consumers avoid post-holiday regret," the website says. The study factors in income, age of the population, and other financial indicators such as debt-to-income ratio, monthly-income-to monthly-expenses ratio, and savings-to-monthly-expenses ratio.

Shoppers will have to keep a closer eye on their bank accounts this year while they search for the best gifts for their loved ones. Many consumers are running out of savings accumulated during the height of the COVID-19 pandemic, according to Yao Jin, an associate professor of supply chain management at Miami University.

To combat overspending, Jin suggests setting hard budgets based on personal financial circumstances and develop a list of "must haves" rather than "nice to haves."

"Holiday times are festive, and retailers know that festivities can boost mood and lead to a propensity to overspend," he said in the Wallethub report. "In fact, that is also why retailers tend to have more generous return policies to both alleviate concerns of unwanted gifts and buyer’s remorse. The key to avoiding holiday overspending is for consumers to take the emotions out of the decision, to the extent possible."

Other Texas cities that made it in the top 100 include:
  • No. 3 – Frisco ($3,546)
  • No. 5 – Flower Mound ($3,485)
  • No. 22 – Allen ($2,964)
  • No. 30 – Plano ($2,566)
  • No. 44 – Cedar Park ($2,354)
  • No. 56 – McKinney ($2,165)
  • No. 67 – Carrollton ($1,928)
  • No. 71 – Austin ($1,877)
  • No. 77 – Richardson ($1,809)
  • No. 95 – League City ($1,733)
  • No. 99 – North Richland Hills ($1,706)

The report and its methodology can be found on wallethub.com.

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This article originally ran on CultureMap.

Hey, big spenders of The Woodlands and Sugar Land. Photo courtesy of Holiday Shopping Card

Shoppers in these Houston suburbs are among biggest holiday spenders in U.S.

big spenders

It appears that delivery drivers (and Santa) will be hauling sleighs full of gifts to homes in The Woodlands and Sugar Land this holiday season.

A new study from personal finance website WalletHub ranks The Woodlands and Sugar Land sixth and seventh, respectively, in the country for cities with the biggest holiday budgets. WalletHub estimates that consumers in The Woodlands will ring up an average of $2,729 in holiday spending; Sugar Land residents will spend $2,728.

Other Greater Houston-area suburbs on the list include League City, No. 15 at $2,501, and Missouri City, No. 98 at $1,264.

Elsewhere in Texas, Flower Mound came in second for holiday spending; residents there will ring up an average of $2,973. Only Palo Alto, California, had a higher amount ($3,056) among the 570 U.S. cities included in the study, which was released November 17.

The five factors that WalletHub used to come up with budget estimates for each city are income, age, savings-to-expenses ratio, income-to-expenses ratio and debt-to-income ratio.

Flower Mound consistently ranks at the top of WalletHub's annual study on holiday spending. Last year, the Dallas suburb came in at No. 3 (budget: $2,937), and in 2018, it landed atop the list at No. 1 (budget: $2,761).

Aside from Flower Mound, five cities in Dallas-Fort Worth appear in WalletHub's top 100:

  • Richardson, No. 36, $2,002
  • Frisco, No. 53, $1,684
  • Plano, No. 59, $1,594
  • Carrollton, No. 71, $1,492
  • North Richland Hills, No. 95, $1,303

Two cities in the Austin area also make the top 100: Cedar Park at No. 73 ($1,472) and Austin at No. 99 ($1,259).

Austin's No. 99 ranking puts it in the top spot among Texas' five largest cities. It's followed by Fort Worth (No. 306, $718), San Antonio (No. 394, $600), Dallas (No. 399, $596), and Houston (No. 436, $565).

Harlingen is the most Scrooge-y Texas city: The estimated $385 holiday budget puts it at No. 560 nationwide.

Overall, Americans predict they'll spend an average of $805 on holiday gifts this year, down significantly from last year's estimate of $942, according to a recent Gallup poll.

Outlooks for U.S. holiday retail sales this year are muted due to the pandemic-produced recession. Consulting giant Deloitte forecasts a modest rise of 1 percent to 1.5 percent, with commercial real estate services provider CBRE guessing the figure will be less than 2 percent.

"The lower projected holiday growth this season is not surprising given the state of the economy. While high unemployment and economic anxiety will weigh on overall retail sales this holiday season, reduced spending on pandemic-sensitive services such as restaurants and travel may help bolster retail holiday sales somewhat," Daniel Bachman, Deloitte's U.S. economic forecaster, says in a release.

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This article originally ran on CultureMap.

From online shopping to gifting devices, technology plays a huge role in the holidays, this Houston expert says. Getty Images

Americans are expected to spend $97.1B on technology gifts this year — Houston expert shares financial advice for shoppers

Guest column

Like clockwork, the holidays are here again. Black Friday, Small Business Saturday, and Cyber Monday have all successfully come and gone, but yet, many of us are still left with presents to purchase and to-do lists to complete. Houstonians are expected to spend $1,562 this holiday season completing their holiday shopping. That is up three percent from last year.

While Houstonians expect to spend over $500 on gifts for loved ones, a whopping $606 will be spent on "experiences" and $421 on non-gift items such as clothing and home furnishings as they gear up for the holiday season with parties and houseguests.

What are Americans planning to buy this holiday season? Nationwide, 74 percent of Americans are expected to spend $97.1 billion on technology gifts this holiday season. According to a survey, the number one technology gift for this year is content-related gifts such as video games or streaming services. The days of buying discs or consulting the TV Guide are long gone. Americans are looking for ways to stream music, movies, and TV shows.

Other hot technology gadgets include smart speakers, smart phones, TVs, laptops, tablets, and wearables. Smart camera doorbells, which allow residents to see who is at their door, and smart lightbulbs, which enable lighting to be controlled remotely through the internet, continue to climb the gift-giving lists.

Technology is playing a significant role in how we make our purchases. Fifty-six percent of Americans are planning to buy their holiday items online, with only 36 percent obtaining gifts and other seasonal items in brick and mortar locations. Many of us are ordering gifts right from our smart phones.

All this spending on others, while thoughtful, is bound to get some of us in financial hot water. The key is to budget. Set a budget for each person you plan to shop for, such as family members, colleagues, friends, even for service providers such as your hairstylist. Once your budget is set, stick to it. I have found that using a spreadsheet to track expenses is helpful, or good old-fashioned pen and paper works well, too. You may be surprised how quickly your expenditures add up, even the small ones. Tracking is an excellent way to stay accountable to your budget.

Last year, the average consumer racked up over $1,000 in debt as part of their holiday shopping. By budgeting wisely, you can avoid debt. While credit cards are convenient, sometimes they make it a little too easy to spend more than planned. Not staying within your budget can give you quite a spending hangover in January. To combat credit card overuse, use cash whenever possible.

Additionally, limit your shopping days. The less you visit stores or malls, the less likely you are to be tempted. Moreover, purchasing online can help you stick to your budget, just be careful not to spend more than your budget allows. Another smart strategy to cut costs is to select items with free shipping over fast shipping.

With the holidays quickly approaching, ensure you are smart about your holiday spending. Technology is a fantastic and convenient avenue for shopping. And, our smart phones have provided us another avenue in which to compare prices and look for deals. Whichever channel you choose to shop — bricks and mortar or cybershopping — ensure you stick to smart spending.

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Dominic Cellitti is a financial adviser with the Wealth Management Division of Morgan Stanley in Houston.

The Woodlands and Sugar Land go big for the holidays. Photo by Tetra Images/Getty Images

These Houston suburbs top the list of biggest holiday spenders in U.S.

BIG SPENDERS

Santa Claus is coming to two Houston suburbs in a big way. A new study by personal finance website WalletHub estimates the typical holiday shopping budgets in The Woodlands and Sugar Land will be some of the highest among U.S. cities.

To come up with its ranking for holiday spending per person, WalletHub compared 570 U.S. cities across five metrics: income, age, debt-to-income ratio, monthly income-to-expense ratio, and monthly savings-to-expense ratio.

The Woodlands ranks seventh in the U.S. with a budget of $2,833; Sugar Land, with a budget of $2,386, comes in 13th.

In terms of income, the suburbs far exceed the median amount per household in Texas, meaning there's presumably more money in the bank to buy holiday gifts. According to the U.S. Census Bureau, the median household income for The Woodlands stood at $115,083 in 2017, and Sugar Land stood at $108,994. By comparison, the median household income in Texas was $57,051.

Four other Texas cities are in this year's top 30 for holiday spending:

  • No. 3 — Flower Mound ($2,937)
  • No. 6 — Frisco ($2,836)
  • No. 14 — Cedar Park ($2,263)
  • No. 17 — Allen ($2,212)

Not surprisingly, a couple of those cities bear some of the state's highest per-household burdens for credit card debt. According to personal finance website ValuePenguin, the average credit card debt in Flower Mound was $11,715 in 2017, compared with $6,948 statewide, while Allen was at $12,101.

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This article originally ran on CultureMap.

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Houston startup scores $12M grant to support clinical evaluation of cancer-fighting drug

fresh funding

Allterum Therapeutics, a Houston biopharmaceutical company, has been awarded a $12 million product development grant from the Cancer Prevention and Research Institute of Texas (CPRIT).

The funds will support the clinical evaluation of a therapeutic antibody that targets acute lymphoblastic leukemia (ALL), one of the most common childhood cancers.

However, CEO and President Atul Varadhachary, who's also the managing director of Fannin Innovation, tells InnovationMap, “Our mission has grown much beyond ALL.”

The antibody, called 4A10, was invented by Scott Durum PhD and his team at the National Cancer Institute (NCI). Licensed exclusively by Allterum, a company launched by Fannin, 4A10 is a novel immunotherapy that utilizes a patient’s own immune system to locate and kill cancer cells.

Varadhachary explained that while about 80 percent of patients afflicted with ALL have the B-cell version, the other 20 percent suffer from T-cell ALL.

“Because the TLL population is so small, there are really no approved, effective drugs for it. The last drug that was approved was 18 or 19 years ago,” the CEO-scientist said. 4A10 addresses this unmet need, but also goes beyond it.

Because 4A10 targets CD127, also known as the interleukin-7 receptor, it could be useful in the treatment of myriad cancers. In fact, the receptor is expressed not just in hematological cancers like ALL, but also solid tumors like breast, lung, and colorectal cancers. There’s also “robust data,” according to Varadhachary for the antibody’s success against B-cell ALL, as well as many other cancers.

“Now what we're doing in parallel with doing the development for ALL is that we're continuing to do additional preclinical work in these other indications, and then at some point, we will raise a series A financing that will allow us to expand markets into things which are much more commercially attractive,” Varadhachary explains.

Why did they go for the less commercially viable application first? As Varadhachary put it, “The Fannin model is to allow us to go after areas which are major unmet medical needs, even if they are not necessarily as attractive on a commercial basis.”

But betting on a less common malady could have a bigger payoff than the Allterum team originally expected.

Before the new CPRIT grant, Allterum’s funding included a previous seed grant from CPRIT of $3 million. Other funds included an SBIR grant from NCI, as well as another NCI program called NExT, which deals specifically with experimental therapies.

“To get an antibody from research into clinical testing takes about $10 million,” Varadhachary says. “It's an expensive proposition.”

With this, and other nontraditional financing, the company was able to take what Varadhachary called “a huge unmet medical need but a really tiny commercial market” and potentially help combat a raft of other childhood cancers.

“That's our vision. It's not economically hugely attractive, but we think it's important,” says Varadhachary.

Atul Varadhachary is the managing director of Fannin Innovation. Photo via LinkedIn

Houston researcher scores prestigious NSF award for machine learning, power grid tech

grant funding

An associate professor at the University of Houston received the highly competitive National Science Foundation CAREER Award earlier this month for a proposal focused on integrating renewable resources to improve power grids.

The award grants more than $500,000 to Xingpeng Li, assistant professor of electrical and computer engineering and leader of the Renewable Power Grid Lab at UH, to continue his work on developing ways to use machine learning to ensure that power systems can continue to run efficiently when pulling their energy from wind and solar sources, according to a statement from UH. This work has applications in the events of large disturbances to the grid.

Li explains that currently, power grids run off of converted, stored kinetic energy during grid disturbances.

"For example, when the grid experiences sudden large generation losses or increased electrical loads, the stored kinetic energy immediately converted to electrical energy and addressed the temporary shortfall in generation,” Li said in a statement. “However, as the proportion of wind and solar power increases in the grid, we want to maximize their use since their marginal costs are zero and they provide clean energy. Since we reduce the use of those traditional generators, we also reduce the power system inertia (or stored kinetic energy) substantially.”

Li plans to use machine learning to create more streamlined models that can be implemented into day-ahead scheduling applications that grid operators currently use.

“With the proposed new modeling and computational approaches, we can better manage grids and ensure it can supply continuous quality power to all the consumers," he said.

In addition to supporting Li's research and model creations, the funds will also go toward Li and his team's creation of a free, open-source tool for students from kindergarten up through their graduate studies. They are also developing an “Applied Machine Learning in Power Systems” course. Li says the course will help meet workforce needs.

The CAREER Award recognizes early-career faculty members who “have the potential to serve as academic role models in research and education and to lead advances in the mission of their department or organization,” according to the NSF. It's given to about 500 researchers each year.

Earlier this year, Rice assistant professor Amanda Marciel was also

granted an NSF CAREER Award to continue her research in designing branch elastomers that return to their original shape after being stretched. The research has applications in stretchable electronics and biomimetic tissues.

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This article originally ran on EnergyCapital.

Houston expert shares 3 leadership challenges inspired by jazz improvisation

houston voices

Crises, whether supply chain disruptions, natural disasters, or the arrival of an upstart rival, are a revealing moment for leaders. Such scenarios can push companies to the brink of meltdown or usher in dramatic organizational transformation. Whether an organization withers or thrives during a crisis is shaped by its resourcefulness—how it uses its existing resources.

The pandemic decimated many industries, but the performing arts industry faced especially grave challenges: rampant unemployment, limited prospects for revenue, and an existential crisis over the relevance of the arts in dire times. Initially, musicians could not congregate to practice, performance halls were shuttered, and classical music was the last thing on the public’s mind.

As tough as these circumstances appeared to be, what collaborator Kristen Nault and I learned during a multiyear study of two prominent orchestras surprised us: Not only was it possible to survive trying times, but it was also possible to emerge better because of them. The leadership key? Becoming nimbler by thinking more like jazz ensembles and less like classical orchestras.

Business leaders often call this agility, but for a musician, this is the realm of jazz improvisation. Our research found three critical changes in leadership practices that helped leaders facing disruptions act like talented jazz musicians. Leaders in any industry can apply these practices during their organization’s next crisis.

The Resource Paradox During a Crisis

An organization’s most significant challenge during a crisis is that it typically needs resources — including time, money, expertise, equipment, and connections — at a time when activating resources has become more difficult. When faced with high levels of uncertainty, a leader’s first instinct might be to pare down investments to lower the risk of worst case outcomes. Ironically, such defensive behaviors can contribute to the organization’s demise. Threat rigidity sets in, with the leader doubling down on old habits and control mechanisms that make it difficult to harness the full potential of resources.

Instead of fearing crises, leaders can learn to embrace their hidden benefits. And by following the adage “Necessity is the mother of invention,” organizations can unlock the full power of their existing resources to respond to a challenge. Research on resourcefulness finds that when leaders take this approach, they can foster collective creativity to help groups solve problems in adverse times.

During the COVID-19 pandemic, many businesses discovered ways to access more knowledge (to understand how to repurpose products and services), capital (to invest in IT infrastructure), and connections (to identify new markets for revised products and services). Resourcefulness helped businesses pivot: Bakeries pivoted to selling raw ingredients for home chefs, clothing companies to producing face masks, vacuum manufacturer Dyson to designing a ventilator in 10 days, and distilleries to manufacturing hand sanitizer.

A Tale of Two Symphonies — and Leadership Approaches

At the onset of the COVID-19 pandemic, we engaged in a multiyear research study with two of the world’s premier symphony organizations, the Houston Symphony and the Revenite Symphony (a pseudonym because the organization requested confidentiality).

When we began our research, it was an open question as to whether Revenite and the Houston Symphony would survive. Both organizations had struggled financially before the pandemic, with millions of dollars in losses and even more significant budget deficits. Both organizations were also steeped in customs and traditions, which, as any business leader knows, makes change difficult. Yet, crises often produce one valuable resource needed to instigate considerable change: urgency. Urgency makes it possible to rapidly implement changes that might otherwise have taken years (or not happened at all). A lack of urgency dooms many change management initiatives, making its abundance during a crisis an opportunity not to be overlooked. As we interviewed and observed symphony executives, staff members, and musicians, we discovered that the leaders of each organization took very different approaches to addressing the crisis and mobilizing their resources to respond.

Revenite announced a suspension of operations near the start of the pandemic. Its leadership could not envision how to pivot its labor and fixed assets, such as its performance hall, to capture new sources of revenue. As one Revenite executive told me, “I don’t think we had a sense of what the pathway toward restarting the business was going to be. … There were too many unknowns.”

After furloughing all of the musicians and most of its staff, Revenite focused on surviving. The organization radically slashed costs to 25 percent of the pre-pandemic budget and tried to get the remaining skeleton workforce to increase productivity to keep the symphony chugging along. Leaders sought to wait things out until the pandemic subsided. This defensive strategy led Revenite to constrict resources when the organization needed them most.

Afraid to go broke, the organization retreated — at a significant cost. Revenite lost any relevance to its community at this time of great need. Several difficult-to-replace musicians quit the industry. Trust between leadership and all employees, already strained from the furloughs, further deteriorated as Revenite’s leaders centralized control of the organization and focused on squeezing the remaining labor force to do more. Many employees felt burned out from working long hours with little purpose. No one, including executives, understood the “why” behind the work. As one executive said to me, “I’m working to sustain a thing that has no inherent meaning other than its survival. That’s a really weird place to be. … Our mission is to perform orchestral music.”

In contrast, the Houston Symphony made an early commitment during the pandemic to remain open. It abandoned the long-term planning that symphonies typically engage in (measured in years) and shifted to figuring out the next few weeks — for its concert program, staffing, safety practices, and marketing efforts.

At first, congregating in the performance hall was not allowed due to regulations and safety concerns. So instead, the Houston Symphony turned its musicians’ homes into performance venues. The musicians teamed up with musically talented (but not professional) family members, including partners and children. Instead of relying on a huge production team, the makeshift videos in its Living Room Series of performances were created by a minimal number of staff members. Other orchestras that livestreamed performances tried to re-create the symphony experience on Zoom, with 70-plus musicians appearing in tiny square boxes. The Houston Symphony realized that it would inevitably disappoint its customers by trying to transform a rich in-person experience into a mediocre online one. Instead, it reimagined the delivery of its content by inviting customers to learn about musicians and their families in an intimate setting while listening to enjoyable music.

When the Houston Symphony moved to livestreaming full concerts without an in-person audience, it could reach new geographic markets not possible with in-person-only events. It charged an admission fee for the virtual concerts (which was uncommon) and attracted donations from a wider variety of patrons. This brought in additional resources, such as revenue, new supporters, and media attention, as well as an enhanced reputation among industry peers.

Importantly, these decisions also created extra time for the organization to figure out how to safely and effectively return its patrons to the performance hall, which Houston did long before most other symphonies. However, the organization went further, using the pandemic to usher in a more profound transformation.

Instead of making deep cost cuts and unsustainable workforce reductions like Revenite did in the name of resourcefulness, the Houston Symphony took a strategic approach to resourcefulness. Leaders focused not on simply surviving but on strengthening the organization’s long-term outlook — financially, operationally, and in terms of its mission:

  • The need to be more mindful of costs during severe financial distress helped leaders balance the budget, a goal that had proved elusive in years past. The entire organization made a newfound commitment to follow a pathway of greater fiscal responsibility into the future.
  • The organization expanded its donor base beyond Houston and reached customers worldwide with the paid livestreaming product. Although at face value a livestreaming ticket yielded fewer proceeds than an in-person concert, many attendees were first-time patrons. Additionally, a large portion of these people donated money in addition to buying the livestream tickets.
  • The symphony maintained livestreaming performances after returning to a full, in-person concert schedule — earning incremental revenue with little added effort.
  • In a striking change, the organization introduced its patrons, who traditionally heard Bach, Beethoven, and Mozart, to a more diverse set of composers. Prepandemic, the pressure to fill 3,000 seats deterred the Houston Symphony from experimenting with new composers: When programs featured unfamiliar works, filling the theater with ticket buyers was a challenge. But that pressure disappeared when the performance hall was restricted to less than 50 percent capacity. The organization brought in much-needed new voices, and its audiences responded positively — so much so that the symphony upped its efforts. In the year before the pandemic, fewer than 1 percent of the symphony’s classical concerts featured musical pieces composed by members of underrepresented populations or women. In the 2023 fiscal year, and with Houston’s hall at full capacity, that number expanded to 72 percent.

Learning to Get Jazzy: Three Strategies for Leaders

Many organizations, whether a symphony, manufacturing company, or professional services firm, are metaphorically structured like an orchestra. They have conductors (leaders) and rely on sheet music (routines and practices) to coordinate different parts (teams, divisions, or functional areas) of the enterprise. Organizational leaders aim for reliable and standardized performances, much like conductors aim to make the matinee performance of a symphony the same high quality as the evening one. Through many rehearsals (that is, the repetition of behaviors), it is possible to make incremental improvements, but leaders seek output that, by design, is predictable and relatively static. Operating like a symphony orchestra allows organizations to thrive in environments of stability and low uncertainty. But during a crisis, this type of model can be disastrous.

Our research found that the Houston Symphony significantly changed its operating model. It pulled ahead of peers in the industry when leaders changed the operating metaphor to that of a jazz ensemble. As one executive told me, the collective team saw the power of flexibility: “Leadership has come from the admin and staff side and the musician side. … We’ve combined different kinds of music and programs that [we] would never do before. I would say that as a large organization, we’re operating more like a small organization.”

That is the kind of result that many business leaders navigating disruptive crises only hope to nurture within their teams.

How did the Houston Symphony’s leaders inspire the organization to become so nimble? Our research found three critical changes in leadership practices that enabled them to adapt.

1. Keep the music playing.

Like a jazz ensemble, the Houston Symphony tried to keep the music playing, literally and figuratively. While Revenite stopped playing music and functioning as an organization, the Houston Symphony kept playing … anything. For example, the livestreamed Living Room Series was a far different product than a fully staffed professional production with 70 musicians in a 3,000-seat venue. However, those performances brought in new patrons and donors, and nurtured the symphony’s relevance in the community. This experiment also helped build the organization’s experience with livestreaming, which proved to be an important launching point for a more comprehensive virtual offering. Leaders, staff members, and musicians discovered their hidden capabilities around playing different types of music, utilizing novel technologies, and coordinating in new ways.

Without clarity on how the pandemic would unfold, the Houston Symphony focused on short-term decisions, asking “What can we play this week?” instead of trying to have an answer for the rest of the year. This allowed the symphony to have the most relevant information to inform its operations — real-time information that could be used to make decisions today, instead of relying on shaky assumptions about an unknown future. Leaders of any type of organization can understand a crisis by experimenting and then taking stock of lessons learned instead of remaining frozen by fear and uncertainty.

2. Don’t wait to practice transparency.

Houston’s leaders fostered strong trust between management and all employees. As resources become scarce during a crisis, it’s easy for trust to erode if decisions lack transparency. Instead of shrouding decision-making in secrecy, the Houston Symphony invited representatives from the front-line staff to weigh in on critical decisions. Relationships with the musicians’ union strengthened. By revealing sensitive information and disclosing the dire predicament the organization faced early on, leaders built trust and sparked a sense of urgency. Both were required in order for the team to quickly make significant changes.

Trust also came from empowering employees to experiment and not punishing them for making mistakes. For example, the marketing team had to try different campaign messages until they found one that resonated with patrons. The development team turned the mere fact that the symphony was playing into a comeback story—one that donors eagerly supported. The operations team discovered ways to socially distance musicians and audiences and continually modified its plans as the pandemic evolved.

3. Collaborate on a postcrisis identity.

Finally, the Houston Symphony constructed a new postcrisis identity that reflected its leadership role in the community. Instead of trying to return to pre-pandemic norms, leaders expanded the organization’s mission to cater to a wider, more diverse set of community members. The organization committed to experimenting with new types of music and continued with livestreaming to introduce audiences worldwide to a larger repertoire of selections. Expanded educational programs helped it reach underserved communities, providing a stronger foundation to diversify the artistic talent base.

Having helped shape the Houston Symphony’s comeback during the pandemic, employees embraced this community centered vision and rallied to keep the transformation momentum going. Additionally, they all came to see their own skill sets differently. After effectively coping with major adversity and helping to build a stronger organization, employees came to see themselves as capable crisis navigators — which will help everyone during future crises.

A Second Act

As our research progressed into its second year, we grew increasingly certain that Revenite would fold. We turned out to be wrong. As the organization neared the brink of death, Revenite’s leaders stopped waiting for the crisis to abate and ushered in a dramatic turnaround. It began when leaders engaged in updating. Updating is a leadership competency in which prior beliefs are revised to better address problems. It’s often a struggle for leaders to change direction after committing to a course of action, but Revenite’s leaders managed to dislodge their previous views of the crisis as the organization withered. They managed to adapt, as any jazz musician must.

Although the relationship with Revenite’s musicians had been deeply tarnished, leaders restarted a dialogue. The full impact of the furlough and Revenite’s decision to suspend operations became clear. Leaders updated their assessments of employees’ emotional states, gaining a more vivid understanding of how they had suffered economically and emotionally. Musicians explained that they had felt disconnected from their love of performance and struggled to stay sharp without practicing as an entire orchestra. After learning about employees’ hardships, leaders finally felt an urgent need to course-correct.

Revenite’s leaders next updated their assumptions about financial resources. They finally acknowledged that cost cutting was not a viable business strategy or a pathway to transformation. Instead of viewing employees as cost centers, leaders shifted to seeing them as revenue generators. By becoming more strategic with their resourcefulness, Revenite’s leaders could mobilize their existing resources to respond to the crisis more effectively. Musicians returned from furlough and started helping to increase revenues through donor outreach and, eventually, concerts.

Leaders also started noticing more about how other entities were adjusting to the crisis. They found inspiration in the Houston Symphony’s ability to operate during the pandemic — and also learned from Revenite’s musicians’ efforts to create COVID-safe concerts to raise money for themselves during the furlough. These examples showed Revenite’s leaders that operating during a pandemic was possible — something they had thought was insurmountable earlier in the year. By the end of year two of the pandemic, Revenite was well on its way to returning to its precrisis strength.

When a crisis hits, getting jazzy will help leaders in any industry adapt and positively transform their organizations. Instead of fearfully retreating at the onset of a crisis, using resourcefulness as a set of strategic tools can help leaders turn a threat into an opportunity. By unlocking the hidden potential of existing resources, organizations can emerge from a crisis with better financials, stronger operations, higher team morale, and a reinvigorated sense of purpose.

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This article originally ran on Rice Business Wisdom and was based on research from Scott Sonenshein, the Henry Gardiner Symonds Professor of Management at Rice University, author of Stretch: Unlock the Power of Less — and Achieve More Than You Ever Imagined (HarperCollins, 2017), and coauthor (with Marie Kondo) of Joy at Work: Organizing Your Professional Life (Little, Brown Spark, 2020).