Brad Carson Quotes

Well, you know, any defense force worth its salt has to be able to deal with uncertainty, has to be able to deal with events that we may not have planned for.

There's nothing wrong with a plan, but remember Von Moltke's famous dictum that no plan survives first contact with the enemy. The danger is a plan that seduces us into thinking failure is impossible and adaptation is unnecessary - a kind of ‘Titanic' plan, unsinkable (until it hits the iceberg).

We're hoping for the best, but we need to prepare for the worst.

When you face unexpected events, you have to try to overcome those problems, but at the same time, you have to continue working according to the plan that you defined since the beginning. So that's what we have tried to do - not to avoid the urgent responses but to continue the route that we had defined.

I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people.

Security... it's simply the recognition that changes will take place and the knowledge that you're willing to deal with whatever happens.

There is nothing we can do to assure that this will never happen, but there is a lot we can do to assure that it happens more rarely.

I learned one of the very important lessons in life in the 9/11 attacks. It's good to have a plan for your future; it's even better to write your plan in pencil.

This is something that baffles me about managers: if you know the formation that you will revert to if you are in trouble, why not start with it?

It is such an uncertain universe out there that you have to create what I call 'real' options and develop capabilities that will enable you to deal with an environment that will change anyway.

Always plan, but never plan on your plans.

The more adaptability exists for a given kind of decision, the less risky it is to make plans for the future, and therefore the more likely it is that more people will make more plans in such areas.

If there's one thing that's certain in business, it's uncertainty.

Uncertainty is a permanent part of the leadership landscape. It never goes away.

Don't wait until you're in a crisis to come up with a crisis plan.

But I don't bet the farm on any of those possibilities, either. I'm also preparing, intelligently, to walk away from this, and walk away from it happy to have had the experience.

In the future, instead of striving to be right at a high cost, it will be more appropriate to be flexible and plural at a lower cost. If you cannot accurately predict the future then you must flexibly be prepared to deal with various possible futures.

When there are things that don't go according to plan, London will cope.

As cheesy as it sounds, all my eggs were never in just one basket. I had a thousand baskets going on.

Always have a backup plan.

Expect the best, Prepare for the worst.

Prepare for the unknown by studying how others in the past have coped with the unforeseeable and the unpredictable.

People need to learn to live with more risk.

We are ready for an unforeseen event that may or may not occur .

I’ve worked as a leader for many years and I’ve always trained myself to be prepared for the worst.