Working from home (WFH) is quickly becoming the new normal. The Covid-19 pandemic kicked the WFH movement into high gear, and many experts believe it will continue long after the crisis has passed. (This article makes a solid case.) But before we can optimize this new way of working, we’re all going to have to get proficient at one of the biggest work-from-home fundamentals: the virtual meeting.

Remote meetings are inherently different from in-person meetings. If you’re not used to running them, you’re going to make tons of mistakes. And those mistakes can have major ramifications in terms of how well people perform once they log off and get back to work.

The good news is that well-run online meetings can be extremely powerful. In fact, according to the Harvard Business Review, online meetings can be even more effective than in-person meetings when done right. But first you need to be aware of what not to do.

In the trenches of the battle against Covid-19, critical defensive gear and medical equipment are in short supply. Doctors and nurses fighting the nonstop onslaught of the highly contagious coronavirus desperately need more ventilators, test kits, surgical masks, shields, and gowns.

In Spain, healthcare workers are making their own shields or reusing disposable gowns, but 12,000 of them had caught the disease by the end of March. In worst-hit Italy, more than 60 doctors have died. The American epicenter of New York asked for 30,000 ventilators from federal authorities but got only 400.

The coronavirus pandemic has forced tens of millions of employees across the United States to work from home. While this will save lives by limiting the transmission of Covid-19, it also poses significant challenges for employees’ well-being.

How can companies support the health of their employees—many of whom have never before worked from home for a significant amount of time?

As researchers in the area of human resource management, we have studied companies’ ability to adopt and encourage practices to improve employees’ well-being.

Here are four research-backed ways we believe companies can promote employees’ health and well-being during this crisis.

Hong Kong scientists teaching a panicked populace to make their own surgical masks with paper towels and metallic wire must surely rank as one of the most Kafkaesque moments of the new coronavirus disease outbreak. But the worst is yet to be if global medical supply chains, already stretched in parts to breaking point, are not shored up to cope with the pandemic.

A desperate shortage of surgical masks, the most visible symbol of the epidemic since China began fighting it at the start of the year, underscores the scale of the problem. The country made five billion masks last year and supplied about half of the global market. But with its people churning through tens of millions of masks every day, China is cranking up domestic production even as it imports medical gear from the West.

When educational and public sectors consider applying a proven method like lean Six Sigma, the perception persists that this “manufacturing program” will not work in a nonmanufacturing environment. Along with that limiting assumption, there is an underlying expectation within the service industry that it requires a substantially customized approach.

This makes perfect sense. It’s logical. If I’m not making the proverbial “widget”—if I’m processing transactions, delivering services, or providing a learning environment—then how do I use lean Six Sigma? It’s got a proven track record of success in manufacturing, but this success can morph into a hindrance when considering spreading the gains in nonmanufacturing.

If a different approach is necessary to successful lean Six Sigma implementation in the public sector, then how do we adapt the approach without compromising the fundamentals that lead to success?