When researchers and commentators talk about Climate Change, they often use the analogy of the frog sitting in a pan of slowly boiling water, not realizing the extreme danger it is in until it is too late.

With coronavirus, it is as if we have all been thrown into giant vat of boiling water and we have had no choice but to recognize and confront the immediate Crisis. Not just to our health but to our work and our whole way of life.

Now, after nearly fourth months of combatting the virus here in Rwanda, many professionals have been able to move from that initial state of shock, panic and fear into some kind of uneasy acceptance. The main challenge going forward will be Uncertainty.

"Most people would rather know for certain that they’re going to get an electric shock than to not be able to predict it”, according to a study in Nature Communications in 2016.

And this Uncertainty is likely to continue for at least another year until an effective vaccine is developed, approved, manufactured and distributed around the world.

As such, both established and emerging leaders are now being called upon to respond to these ongoing challenges in a different manner.

President Paul Kagame told new senior government leaders on 1 June: "Difficult times such as these make your work even more challenging. It requires us to work in unconventional ways.”

When the Coronavirus first hit Rwanda in mid-March, this columnist came up with a list of eight keys to decisive leadership in a Crisis: