How Do You Plan for the Unimaginable?

I am an unapologetic bibliophile. 

I simply love to read books. Although I’ve had a Kindle for several years and it is rarely out of reach, especially when I travel, I love the feel of my fingers running along a row of books; especially older, leather-bound books. There is something about the smell of leather and ink, and the exploration of a story that is soothing to me.

But what if there were no more books? It’s unimaginable, right? Even in today’s technologically advanced society, the idea of never picking up a printed book again is unfathomable.

In business, as in life, crisis management begins with identifying the unimaginable, the imaginable, the probable, and then planning how to mitigate the damage IF they happen.

Being caught off guard by the unimaginable is manageable if you routinely engage in, and actively fund, crisis management planning.

However, being unprepared to deal with a crisis of any type or size can be catastrophic and is, unfortunately, often fatal. 

In their book, Managing Crises Before They Happen, Mitroff & Anagnos point out that unlike in previous centuries, today crises are an unfortunate fact of life. Some are minor and affect only your own business, but in a global economy even small events can cause ripple effects that become tidal waves all over the globe.

At the risk of sounding like a management professor by quoting Mitroff & Anagnos, crises fall into one of seven categories:

• Economic
• Informational
• Physical
• Human Resource
• Reputational
• Psychotic Acts
• Natural Disasters

Regardless of the type of crisis your business faces, having a well-defined crisis management plan is essential to its survival. Good crisis management plans include:

• Identifying the type of risks that are possible, probable, and unimaginable (see bulleted list above)
• Determining the ramifications of the possible, probable, and unimaginable
• Identifying mechanisms for recognizing, preparing for, responding to and learning from crises
• Planning for the allocation of the company’s PR, HR, IT, culture, organizational systems and other resources before, during and after a crisis
• Open, frequent communications with all stakeholders so that everyone knows what their responsibilities are during a crisis.

In short, the unexpected will happen, and sometimes even the unimaginable happens. The key to surviving the unimaginable is careful, thoughtful crisis management planning.

So now I’m curious to hear what others think about crisis management.

Please take a moment to share what works for you, what doesn’t, and the best or worst advice you have ever received on the topic. 

Oh, and if you have a favorite book, I'd be happy to read it. 

Thanks for sharing!

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the military, higher education, and healthcare fields for 25 years. As a Lean/Six Sigma Green Belt, Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is the author of the Management in Motion blog, and has written a number of articles for RESOLVE: The National Infertility Association on the topic of childfree living.

Do You See the Forest or the Trees?

“Based on what you are saying, you obviously can’t see the forest for the trees in front of you. You need to see the bigger picture!”

How many times have you said and/or heard this? I’ve personally lost count.

And yet, many times we get so caught up in the great new idea we formed or heard presented at the last executive seminar we attended, that we actually fail to see how it fits into the big organizational picture; how many others and/or projects and programs it will affect if implemented.

As noted by Kotter and Schlesinger in the Harvard Business Review, one of the most significant challenges for business leaders is the ability to anticipate, recognize, and acknowledge the need for organizational change. Once they accept the need for change, they are then faced the additional challenges of choosing the method and degree of change, while developing a vision to move the company forward that is the most appropriate for their specific circumstances. 

Failing to consider these cornerstones when embarking on a change initiative can only be described as not seeing the forest for the trees. As we all know, the unintended consequences of focusing on the trees instead of the forest can be catastrophic in business. 

Sure, the keynote speaker (aka organizational development expert) at your last executive seminar presented a fantastic option for improving the efficiency of your organization; that’s his job. It’s what he does for a living, and his presentation was simply awesome!

Regardless of how good he made it sound, think about the forest instead of the trees. In other words, will you commit yourself, your organization, and the necessary resources to the work that must be done before dropping it on your employees, or are you just excited about the presentation you saw, and now believe wholeheartedly that it’s the quick and easy answer to all your organizational problems?

Change is inevitable

As Kotter and Schlesinger point out, there are many factors to be considered in the development and choice of manner for a change initiative in order for it to be successful in the long run. 

• How much change is necessary? 
• How will you engage and communicate with your organization so that they can see and support your vision? 
• How do you mitigate the resistance that is inevitable? 
• Can you sell this vision to your company and board even though it can take years to bear fruit? 
• Can you afford the cost? 
• Can you afford not to do it? 
• What will the new structure look like, and how will you manage the effects of the change?

Change is inevitable, and leaders who cannot, or will not, anticipate change and lead the way with a sound, innovative strategic plan and organizational structure its employees and board can get behind will find themselves at a distinct disadvantage. Just ask Ron Johnson how that worked out for him at JCPenney.

Again, looking at the trees only offers a beautiful, peaceful view filled with obstacles. However, looking at the forest rather than the trees, and then painstakingly devising a fully researched, inclusive and developed way through it is the only path to successful implementation.

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the military, higher education, and healthcare fields for 25 years. As a Lean/Six Sigma Green Belt, Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is the author of the Management in Motion blog, and has written a number of articles for RESOLVE: The National Infertility Association on the topic of childfree living.