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In this Secured bonus soundbite, Joshua Sullivan, Chief Operating Officer and Master Instructor of the Alive Active Shooter Survival Training Program, addresses one of the most overlooked gaps in organizational safety: mindset and preparation.
Sullivan explains that many organizations remain trapped in “optimism bias”—the belief that violence is unlikely to happen to them—despite clear evidence that workplace violence and political intimidation are occurring across offices, hospitals, schools, and public spaces nationwide. This mental blind spot, he argues, is one of the biggest barriers to effective preparedness.
When high-stress incidents occur, people don’t default to logic—they default to training. Without prior preparation, the brain is more likely to freeze in a fight-or-flight response. Sullivan emphasizes that proactive training gives individuals something to fall back on in moments of chaos, increasing the likelihood of decisive, life-saving action.
He draws a powerful comparison to fire drills, which most people have practiced since childhood, despite fires being statistically less likely than workplace violence events. The imbalance highlights a critical need for organizations to treat violence preparedness with the same seriousness and repetition.
Sullivan’s message reinforces a core theme of Secured: resilience isn’t built during a crisis—it’s built long before one occurs. By confronting bias, investing in accessible training, and normalizing preparedness, organizations can better protect their people in an increasingly unpredictable environment.
By MarketScaleIn this Secured bonus soundbite, Joshua Sullivan, Chief Operating Officer and Master Instructor of the Alive Active Shooter Survival Training Program, addresses one of the most overlooked gaps in organizational safety: mindset and preparation.
Sullivan explains that many organizations remain trapped in “optimism bias”—the belief that violence is unlikely to happen to them—despite clear evidence that workplace violence and political intimidation are occurring across offices, hospitals, schools, and public spaces nationwide. This mental blind spot, he argues, is one of the biggest barriers to effective preparedness.
When high-stress incidents occur, people don’t default to logic—they default to training. Without prior preparation, the brain is more likely to freeze in a fight-or-flight response. Sullivan emphasizes that proactive training gives individuals something to fall back on in moments of chaos, increasing the likelihood of decisive, life-saving action.
He draws a powerful comparison to fire drills, which most people have practiced since childhood, despite fires being statistically less likely than workplace violence events. The imbalance highlights a critical need for organizations to treat violence preparedness with the same seriousness and repetition.
Sullivan’s message reinforces a core theme of Secured: resilience isn’t built during a crisis—it’s built long before one occurs. By confronting bias, investing in accessible training, and normalizing preparedness, organizations can better protect their people in an increasingly unpredictable environment.