By Michael Riggs, M.Ed.<\/p>\n
In a perfect world all would be perfect. But, we do not live in a perfect world and, despite all of our hopes and desires that \u201call will work out just the way we want it to\u201d, without forethought and intelligent intervention you may get run over by a runaway truck. How a leader<\/strong> plans<\/strong> for, and deals with, crisis<\/strong> situations<\/strong> is often the defining moment of his tenure.<\/p>\n Though we all wish the day had never occurred, September 11th, 2001 was the day that defined New York City mayor Rudolph Giuliani. He and his city had meticulously planned and practiced crisis strategies<\/strong> to handle monumental catastrophe — such as the attacks made upon the World Trade Towers. Not in his worst nightmare did he ever expect such an attack would occur. But, once the city was faced with its foe, it went into gear and followed its crisis<\/strong> plan<\/strong>.<\/p>\n Whether your professional position is one of upper management with many resources and significant control over a variety of situations or your domain is very small and compact, you have the ability to foresee problems and create plans<\/strong> to handle them as they arise. This forward thinking strategy<\/strong> applies to your personal or social life, as well. Note: It is not the mark of a pessimist that plans<\/strong> for the worst. On the contrary, it is the signature of a wise and talented person that considers \u201cworst case\u201d scenarios and determines a plan<\/strong> of action or exit strategy<\/strong>, in advance.<\/p>\n Too often, organizations and individuals are blind-sided by a crisis<\/strong> because they are working with their heads down. Day after day they put go about the task at hand of making, selling, and distributing widgets without giving sufficient thought to what is coming at them \u2013 often until it is too late. Many great institutions have teams that are solely responsible for predicting and planning<\/strong> for crisis<\/strong> so that when (not \u201cif\u201d) the crisis<\/strong> arrives, the ship is rocked but not sunk.<\/p>\n It is much like riding a bike in a race. A good portion of the time is spent head down, pedaling, making ground \u2013 as it should be. But, the rider must look up periodically to check for potholes, turns, and runaway trucks in his path so to avoid major problems. Look up and plan<\/strong>. Put your head down and pedal. Look up and plan<\/strong>. Put your head down and pedal. Repeat.<\/p>\n S\u00b2 Tip<\/strong><\/p>\n Make a monthly list of possible breakdowns that could occur in your personal and professional life and be sure you have, at least, a napkin strategy<\/strong> to get out of each crisis<\/strong>.<\/p>\n In Another\u2019s Words\u2026<\/strong><\/p>\n “Leadership<\/strong> is a matter of having people look at you and gain confidence in seeing how you react. If you’re in control, they’re in control.” Related Articles:<\/p>\n Business Continuity and Disaster Preparedness Plan<\/a><\/p>\n How to Prepare for Any Crisis<\/a><\/p>\n New Coalitions Increasing America’s Crisis Preparedness<\/a><\/p>\n Business Crisis & Continuity Management<\/a><\/p>\n
\n— Tom Landry, Football Coach<\/p>\n