The After-Action Review
Ninety minutes, held within three weeks, run by somebody who is not the senior person. Reconstruct the timeline before anybody explains anything, and produce three fixes…
Read →Idaho leadership
Leadership Lessons
Practical leadership lessons from experienced Idahoans across the state's industries, institutions, and communities — guidance you can apply in your own work.
The Part Everyone Skips
The window for institutional learning opens when the situation ends and closes within weeks. Almost every organization spends it recovering, and then relearns the same lesson…
Read →When the Crisis Is a Person
An allegation against someone inside the organization is the hardest situation a leader faces, because two obligations that both feel absolute point in opposite directions.
Read →Deciding With the Facts Still Moving
Decide provisionally and say that it is provisional. The failure is not being wrong; it is presenting a decision made on incomplete information as though it…
Read →Sustaining a Long Crisis
A response built for seventy-two hours will not hold for eleven weeks. The transition from surge to sustained operation has to be made deliberately, because nobody…
Read →Candour and Legal Exposure
The tension is real and the usual resolution is wrong in one direction. Counsel should shape what you say; letting counsel decide whether you say anything…
Read →Delivering Bad News Early
The cost of disclosure is roughly fixed. The cost of delay compounds, and it compounds fastest in the part that has nothing to do with the…
Read →Information Discipline
One source of truth, one channel, one voice. Without it an organization generates several versions of events, and the inconsistency becomes the story regardless of the…
Read →The First Six Hours
Sequence rather than speed. The instinct to gather complete information before acting is usually the most expensive decision available, because several obligations are running on clocks…
Read →The Crisis Roles Card
One page, printed, filled in before it is needed. Names and numbers, decision rights, notification order, and the first hour — the four things that fail…
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