Are you in control of or are you running after the facts? In a crisis, time is a luxury we had yesterday. The first 15 minutes in a crisis are crucial.

I look out over the Limburg hills. The sun sets and the sky and clouds turn a deep red. As if nature seems to ask if we still don’t understand. “No” I mainly mumble to myself, we really don’t understand anything at all. In a crisis, time is a luxury, the first 15 minutes are crucial. They can make or break an organization. And also your reputation…

Your first reaction determines whether you are behind the facts or are directly in control.

Invest on time or recover costly?

Time is a luxury. If only we had this, or if only we had .. It is always cheaper to ensure that you are well prepared beforehand than the costs you have to make in order to recover afterwards. “Never waste a good crisis”. In the unlikely event that you have to go through hell, at least learn from it, but keep going!

Make learning a “way-of-working”. Learn, plan and practice … over and over again by simulating multiple situations.

Can you avoid a crisis?

Perhaps…perhaps not. It is of course best to avoid a crisis by being ahead of it. By being prepared for unexpected events. But how do you do that?
We look a bit like ostriches. It is our nature to regularly put our heads in the sand. Not wanting to see what dark clouds are gathering above us. Often because we don’t want to take unlikely threats seriously. And certainly not if they have never occurred before. “that will not happen to us, will it?” And yet it is good to realize that threats also contain opportunities. You just have to be open to it. You must want to see it. And ‘you will only see it when you realize it,’ said Johan Cruijff.

How much time do you have to respond to a crisis?

S23k crew trainingThe time to respond after a violent event varies by sector and by profession. The more at stake, the less time you have to respond. An airplane that gets an engine failure at 1 kilometer altitude hits the ground after 3 minutes. The only thing that can help the pilot is an emergency landing plan and training. And that means practice, a lot of practice.

How can you prepare well for an unexpected crisis?

Met Business Resilience Management you buy more time in the event of a crisis. Because a trained crew will immediately know what to do. In every situation. And that saves time. And in a crisis, time is a luxury, because every moment counts: the right decision at the right time can save your company. Land the aircraft safely.

What is relevant and what is not?

The processing of information is very important here. In a crisis, management receives a lot of information. And what is relevant and what is not? What do you do first? Where are your priorities? How do you prevent essential information from disappearing into the masses? This is therefore an important spearhead within Business Resilience Management; practice who communicates with whom and when. Which information is crucial. Business Resilience. This is therefore an important spearhead within  Business Resilience Management; practice who communicates with whom and when. Which information is crucial. Business Resilience Management is investing in quick recovery, investing in surviving, living. Whatever happens.

But investing in something that may never have happened?

There is also a direct benefit from it Business Resilience Management. It provides insights into wasteful work processes and procedures. We often do things without knowing why. We are stuck in patterns, walking in worn paths, while there are often shorter routes.
Innovation takes place where no rules apply. The Business Resilience Exercities break through patterns and traditions and provide new insights that clarify and last but not least save costs.

With Business Resilience Management you are always in control. Prepare for take off..

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