Posts Tagged ‘readiness’

by Richard Martin

Copyright: Tomas Griger

After the magnitude 8.3 earthquake in Mexico last week, an acquaintance of mine was fretting about how these natural disasters couldn’t be a simple coincidence.

Of course, that acquaintance was referring to the apparently large number of violent systems in the South Atlantic this hurricane season in combination with an earthquake. I’m not sure what these phenomena have to do with each other. How are weather and geology supposed to be connected? Perhaps in the very long term, on the scale of eons. But over days or hours? Not likely.

Humans have a propensity to see causality and correlations where there is just coincidence. Most things happen for no reason at all. It’s easy to see patterns where there are none, especially in nature. If you see linkages where there are none, you can drive yourself crazy with anxiety and paranoia. Things happen. Sometimes they bunch up in time and place. Other times they are more or less spread out.

The trick to being prepared isn’t so much to predict specific causes or events, it’s to prepare for generic outcomes and effects. If you’re in a hurricane or seismic zone, you can’t predict when or where events will occur, but you know that they will occur with a certain frequency and power. For instance, every decade or two, there is a major hurricane in your zone. Every year there is at least a major tropical storm. Geological risks are much harder to characterize, but if you are in high-risk seismic region, then you have to prepare for the worst case.

Of course, preparedness and resiliency are largely a function of wealth. Storms, earthquakes and other natural events are a lot costlier in wealthy regions, but relatively less destructive of life and limb. In poor regions, the relationship is inverted; there are many more deaths and the destruction, although extensive, costs much less. However, the time to rebuild and recover are a direct function of wealth. The greater the capital resources, the faster and easier it is to absorb the costs of reconstruction and resiliency.

These factors also play into the perceptions of coincidence, causality and correlation. We must keep things in perspective when assessing probabilities and impacts. Human destruction is greater in poor countries and increases toward the past. Material destruction was less in the past and is continually increasing. This isn’t because of some connection between events. Rather, it comes from the increased investments in infrastructure, housing, and transportation networks. What was the damage along the Gulf Coast or in Florida prior to people building houses right on the water?

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin

Here is an easy to use four-step to help in readiness for anything, any time.

Step 1: Mobilize

  • Confirm situation and mission
  • Do time estimate
  • Activate team and support network
  • Prepare equipment, dress, “ammunition”
  • Inform “troops”

Step 2: Reconnaissance

  • Terrain (market)
  • Objective (client, goal)
  • Enemy (competitors)
  • Weather (context, conditions)

Step 3: Plan

  • Aim, factors, options, decision, plan
  • Tactics: frontal, flanking, bypass manoeuvres
  • Exploit/protect centre of gravity
  • Economize and mass for optimal impact
  • Pit strengths against weaknesses, exploit gaps

Step 4: Deploy

  • Brief team, supporters, colleagues
  • Initial and final rehearsals
  • Update plan, develop contingency plans
  • Final preparation – material and psychological
  • Morale – How is your will to win?

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

 

by Richard Martin
Readiness depends on gaining and refining as exact a picture of reality as possible. Without a realistic picture, we can’t know if our preparation is-literally-realistic. Our plans and readiness measures may be highly detailed and precise, but we may end up being precisely prepared for the wrong things.
Here are some principles to guide in developing and refining a realistic understanding of conditions:
Multiple Viewpoints: This is analogous to the triangulation technique in orienteering or navigation. You take a bearing on 3 or 4 known landmarks and then plot their reciprocal on a map. (Incidentally, this is how GPS works, but with satellites instead of landmarks.) If the multiple perspectives lead to similar results, that is a strong hint that you’re reading of the situation is realistic.
Converging Evidence: Analyze problems and conditions using different methodologies. Continuing with the analogy from navigation and orienteering, triangulation is one methodology to find your location. Analyzing topography and relating it to a position on a map is a second methodology. Calculating one’s position from dead reckoning-i.e., based on previous distances and orientations-is a third locating methodology. If all three methods converge on the same result, then you can be as close to certain as is reasonable about your actual exact location. If the results of the various methods diverge, this is an indication of a fundamental uncertainty in your assessment of actual conditions.
Independent Analysis: Ask different people or teams to analyze the problem or situation. Keep them separate during the analysis then compare their independent results to see what the commonalities and differences are. This gets around group think and uses the competitive spirit inherent in any cooperative or collaborative endeavour.
Dissenting Opinion: Analyzing dissenting opinions is exactly what Google DIDN’T do with the recent firing of a software engineer who openly questioned the company’s so-called “diversity” policies and practices. Whatever you think of the guy’s opinions, it’s rather ironic that an organization that boasts about its openness and innovativeness felt obliged to quell a clear example of reasoned dissent. You don’t necessarily have to agree with the dissent, but it surely deserves at least to be studied to see if it’s substantive before taking such a radical counter-action.
Skepticism: Skepticism is often equated with systematic disbelief and dissent. In actuality, it is an attitude of questioning inquiry beyond dogma, doctrine, and established truths. Just because you’re skeptical doesn’t mean you must reject accepted beliefs. But nor should you accept them blindly without considering the results of multiple viewpoints, convergence of evidence, independent analysis, and dissenting opinions.
Self-Doubt: This is probably the most important one of all. It’s okay to be confident and to believe in yourself, as long as it’s based on something substantive. The following quote by Nobel Prize winning physicist Richard Feynman says it all: “The first principle is that you must not fool yourself-and you are the easiest person to fool.”
© 2017 Alcera Consulting Inc. This article may be forwarded and reproduced only for non-commercial use with proper attribution.

by Richard Martin

Back in March I put out a Strategic Readiness Bulletin titled “Is Canada Facing an Incipient Refugee Crisis?

The situation has evolved to the point where the Canadian Forces have been tasked to set up a temporary reception centre near the Quebec-US border. Asylum-seekers are being temporarily lodged in Olympic Stadium and the old Royal Victoria Hospital in Montreal. The Canadian Border Services Agency (CBSA) and RCMP have sent reinforcements south of Montreal to help with the overflow of migrants arriving on foot at the border. Most are of Haitian origin, but it seems that other nationalities may also be arriving and that the mix could very well change quickly.

You can surmise from reading my bulletin, referenced above, that this situation was entirely predictable, if not in its specifics, then at least in outline. I don’t think we’re at a crisis point yet, but that could develop rapidly, as we saw when the same thing happened in Europe two summers ago.

A crisis occurs when you lose control of a situation, and you are constantly reacting to conditions rather than shaping them. If at any point border crossings or reception and housing facilities are overwhelmed, then it will be a crisis.

The question at this point is whether plans and actions can be undertaken now to prevent and/or mitigate these possibilities. Organisations must stay ahead of events by envisaging various scenarios and possibilities and implementing plans and measures to cater to them, before they occur.

And this isn’t just a federal or provincial government responsibility. Municipalities, private businesses and non-profits can be affected. Some small municipalities are already being stretched by the demands of reacting to the situation.

If you are running a business, can this affect you? What if you are near a border area, or have clients in the US, or depend on shipments to and from the US? Could you be affected. I talk more about this in the bulletin, so you should definitely check it out.

Also, here are some other articles I’ve written over the years that you may find of interest, especially for interagency cooperation and planning.

Five Myths About Crises: Why we’re surprised by unsurprising things.

Crisis? What Crisis?: The type of crisis we’re facing, and how it is likely to unfold.

Mobilizing for Readiness: What you need to do to mobilize your team or organization.

Proven Techniques for Crisis Leadership: Leading effectively before, during, and after a crisis.

Battle-Proven Principles for Disaster Leadership: The focus of this article was disaster management, but there is a lot of good information, especially for public agencies.

© 2017 Alcera Consulting Inc. Reproduction and sharing permitted for non-commercial reasons.

by Richard Martin

  1. Velocity: Action is a vector. You can get to your objectives earlier by combining the right direction of movement with fast speed of execution.
  2. Decisiveness: Don’t wait for perfection; move when you can act and generate results that contribute to your aim.
  3. Opportunism: Accelerate execution and results by exploiting favourable events and conditions.
  4. Momentum: Consider changes carefully, as it takes time and energy to change direction and speed.
  5. Preparation, planning, and logistics: Use time judiciously (or make it) to prepare for action; consider all relevant factors, conditions, scenarios, and risks; develop courses of action to achieve your aim and select the optimal one for detailed planning; balance resources and priorities accordingly.
  6. Initiative and creativity: Tell your people what outcomes they are responsible for, and let them find the optimal ways to achieve them; give them the requisite authority and resources in line with their needs and overall priorities; make them accountable for their actions and results.
  7. Security: Protect your flanks and lines of communication through 360-degree situational awareness; validate your assumptions.
  8. Surprise: Don’t advertise your intentions, unless you can be almost certain of the results beforehand.
  9. Depth: Act in waves and phases; don’t put all your eggs into one basket; reinforce success and stop doing what isn’t working; don’t expect success on the first try, but be ready for it nonetheless.
  10. Reserves: Always keep forces and resources in reserve, because you can never foresee everything beforehand.

© 2017 Alcera Consulting Inc. Reproduction and forwarding for non-commercial use are permitted.

by Richard Martin

That’s the title of a song popularized and sung by Nat King Cole. Here in Canada, and especially in Quebec, things tend to get lazier, hazier, and yes, even a bit crazier, in the summer. I think it has to do with our (he says clearing his throat)–shall we say–interesting climate? Canadians spend most of the year fighting against the weather, so when it gets nice for about 2 months in the summer, we tend to let things ride a bit more. Unfortunately, a lot of people kick back so much that they put everything on hold. “Too many key people are on vacation.” “We’ll get to this after the summer.” “Nobody’s thinking about this right now, so don’t be a party-pooper.”

Well, life goes on. We can’t just pretend that business and life stop because it’s summer. In most areas of the world, summer is actually when things get done and life gets more hectic. Back in January I kicked off the new year with a list of the steps for ensuring the continuous and continuing focus throughout the year on building organizational and strategic readiness (See this link.). Not just once or twice, but actually incorporating a readiness mindset into all your processes and systems on a regular basis.

Here’s what I suggested for the 2nd quarter:

April-May: Issue guidance for next fiscal year so that the entire organization can identify their planning focus and prepare to hit the ground running when the next year starts. These plans should be briefed up the “chain of command” so they are fully aligned with the strategic and operational guidance and direction.

June: Review performance of first half and adjust plans and focus to end of current year. Submit initial budget forecasts, especially for funding of special projects, new product development, marketing initiatives, etc.

And for the 3rd quarter:

July-August: Senior leadership reviews long-term plans and projects under the 2-3 year forecasting framework. Budgets and plans at all levels are reviewed and adjusted in accordance with strategic forecasts and intent for next fiscal year (starting in 4-5 months).

September: Senior leadership confirms overall budgets and plans for next fiscal year and issues updated guidance and direction to organization. Subordinate elements of the organization adjust their plans and forecasts to align with this guidance.

Well? How are you doing so far? It’s not too late to get caught up on the 2nd quarter tasks. As for July and August, these are the perfect months to look ahead and gain a sense of where you will head at the start of the next year.

Seems a bit premature? Actually, it’s when people are focused on other things, on their vacations, and the fine weather, that you should be thinking ahead. You probably have a bit more time to reflect and plan, and to prepare for the post-Labour Day rush (see September above).

by Richard Martin

I’m currently updating a course on crisis and emergency leadership for a government client. It’s a great opportunity to revisit the responsibilities of leaders BEFORE a crisis strikes.

Research shows that most crises have internal causes (see the United Airlines incident, and now the one that has just occurred on an American Airlines flight); they are therefore predictable and can be prevented and mitigated through proper vigilancepreparation, and robustness.

Here are 10 techniques and principles you can apply as an organizational leader to prevent or better prepare for a crisis, before one strikes.

  1. Mobilize your team by anticipating and identifying potential crises before they strike.
  2. Implement rational risk management and prevention/mitigation measures.
  3. Establish priorities for prevention and preparation on an ongoing basis.
  4. Create robust contingency plans to deal with the most likely and most dangerous situations you can envisage.
  5. Implement sound policies and procedures for the most likely crisis situations and events.
  6. Prepare yourself and your team through diligent practice and training.
  7. Employ trusted advisors and associates and ensure they are well qualified and working as a team.
  8. Build as flexible and resilient an organization as possible within the constraints of time and resources.
  9. Work on becoming more self-aware as a leader and seek to acquire the competencies to lead in a crisis.
  10. Develop the support structures and welfare systems you will need to maintain morale, unity and cohesion if a crisis should occur.

And with that, go forth and lead!

New Testimonial

“Richard has been instrumental in drawing on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.