The lessons that Business Continuity and Emergency Managers can take away from a crisis are invaluable. As we make decisions and have to pivot we learn along the way. In most cases, we learn from our mistakes then from our victories. Here are 15 lessons that we learn from managing crisis.

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Even during this pandemic, people spend most of their time in two places. Home and at work. Are members of your team ready for a disaster at the workplace? As we explore how we can keep our employees safe at work from COVID, we need to think about other disasters as well.

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Why should you care about Supply Chain Management? As an emergency manager or a business continuity manager, the supply chain is the lifeblood of your organization. Whether is it is to keep your business running or managing a disaster logistics is king.

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If you’re like many organizations, you have an inadequate Business Continuity Program and your CEO may not even know or understand. This leaves your organization vulnerable to risks such as loss of revenue, penalties, and fines, not to mention the potential for negative impact to your institution's reputation. Despite these risks, you’re likely having a difficult time justifying an adequate investment in Business Continuity to your CEO or executive leadership.

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BCPs are like an organization’s parachute. They work to carry an organization to safety and diminish further loss and damage in the event of a crisis. But if a BCP is insufficiently maintained, haphazardly developed, difficult to interpret, and not easily accessible to personnel, your organization may crash.

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In the field of emergency management and business continuity, making decisions is a critical function. To be a better decision-maker, you need to balance between speed and accuracy, you must be comfortable with making a decision with less than 100% of the information you think you need.

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Tom Nichols book “The Death of Expertise: The Campaign Against Established Knowledge and Why it Matters”, got me thinking about the struggles of Business Continuity and Emergency Management professionals. At times EM and BC are thought as nice to have positions and are reduced to collateral duties. This week we are going to discuss why it is important for organizations to not look at these rolls as

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Antifragile by Nassim Nicholas Taleb, is one of those books that everyone in emergency management, business continuity, and risk must read. Oh yea you better have thick skin because he tells it like he sees it and he has some strong words for our profession.

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“Pivot,” is a word that has joined the lexicon of phrases linked to the COVID crisis. Businesses are being told to pivot their companies to meet the needs of the new economy. Of course that’s often easier said than done, How do you plan for the pivot?




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In times of crisis and significant change. Information is incomplete, evolving, and sometimes conflicting. Yet leaders must make decisions and take action. It requires situational insight, not simply situational awareness. Today we are talking about the principles written in the book “You’re It: Crisis change and how to lead when It matters most”

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