2. Test plans to destruction

Understand the role that you and your team are expected to play in any crisis. Attend relevant CPD events and training. When engaging in table-top exercises, test your plans to destruction; it will help you to think ‘outside the box’ if the unthinkable happens. The alternative solutions may be impracticable or impossible but it’s better to consider them in a safe environment rather than in the middle of a crisis.

3. Use experts

You may only have a basic working knowledge of some problems and potential solutions. Identify the experts in these areas and embed them in your team. The final decision lies with you, but use your experts’ knowledge and experience to guide your thought processes and support an evidence-based approach to problem solving.

4. Think about resilience

Know your own resilience levels and the fact that everyone’s will be different. At the onset of the crisis, will you and your team be in the ‘right mindset’ to take on the challenge or is somebody else best placed to do it? It’s better to highlight any personal issues before taking control rather than mid-crisis, when a change of leadership or staff will be more difficult. Allow individuals to decline the role without losing face.

5. Don’t reinvent the wheel

Being in crisis mode doesn’t mean you have to stop using the people and processes you’d ordinarily use. You may just have to flex your response according to the scale of what you’re dealing with. Recognise that staff may not be used to the pace and urgency required, but with support and encouragement you’ll enable them to deliver beyond their expectations.

6. Surround yourself with a trusted team

Who are your go-to people – the people you trust most, who deliver results and complement your strengths and weaknesses? They may include your current staff or people you’ve worked with before. Bring them into your team at the earliest opportunity. The familiarity and bonds you share will help you successfully navigate all the challenges.

7. Document key decisions

Start a decision-making log and record the key decisions. Note the decision, when you made it, when you recorded it and what you knew at the time. By recognising and recording the complex decisions, you’ll be able to learn from your responses and defend your decision making at any subsequent review.

8. Identify key decision makers

Understand the hierarchy among partner agencies and who has the authority to make decisions within each one. You’ll only have time to brief key stakeholders once, and will need answers and agreement at pace. By identifying the right level from the outset, you’ll avoid repetition and having to constantly update interested parties as opposed to the actual decision makers.

9. Look after your team

Make sure that you have a robust policy to manage the physical and mental wellbeing of your staff during and after the crisis. Don’t forget to include yourself: who’s looking out for you, supporting your welfare and being your critical friend?

10. Hold your nerve

It’s imperative to show that you are calm, measured and in control — even when you’re feeling the exact opposite. You’re in charge because of your proven ability. Follow your training, stick to tried and tested processes and don’t panic. You will regain and maintain control. The satisfaction you feel from delivering in the most challenging circumstances will be one of the defining moments of your career. The stress is short lived, but the pride of success lasts forever. //