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…
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Stories of Idaho leadership.
Leader profiles, participant spotlights, leadership lessons, and updates from across the Idaho Leaders network.
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…
Read →The Tabletop Exercise
An exercise that everyone passes has told you nothing. The design question is what would have to happen for this to surface a real gap, and…
Read →Continuity Basics for Small Organizations
The realistic threat to an organization of thirty is not a disaster. It is one person being unavailable for three weeks, and that is entirely foreseeable…
Read →Crisis Roles and Decision Rights
Four roles, assigned by name while everyone is calm. The most common failure is the senior person absorbing all four and becoming the constraint on their…
Read →What Can Be Prepared and What Cannot
Scenarios are the wrong unit. Prepare the roles, the decision rights, and the first hour, because those are identical across crises and are what actually fails…
Read →Early Recognition
The signals are almost always present and almost always explained away. The obstacle is not detection but a system in which raising something costs the person…
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