Crisis Planning Quotes

When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.

There cannot be a crisis next week. My schedule is already full.

Always think, 'what's the worst that can happen' and have some kind of strategy to deal with it

Emergency does not create power.

You never let a serious crisis go to waste. And what I mean by that it's an opportunity to do things you think you could not do before.

We've got to be judged by how we do in times of crisis.

As soon as something really bad happens, I guarantee you Congress will act. I absolutely guarantee you Congress will act. But the question is, should we wait for that?

I always prepare for the worst.

Nuclear apocalypse - who do you need? Actors are probably not top of the list. What can I do for you? I can pretend to be somebody who can grow you some nice crops.

. . . it is worth discussing radical changes, not in the expectation that they will be adopted promptly but for two other reasons. One is to construct an ideal goal, so that incremental changes can be judged by whether they move the institutional structure toward or away from that ideal. The other reason is very different. It is so that if a crisis requiring or facilitating radical change does arise, alternatives will be available that have been carefully developed and fully explored.

September 11 was horrific, but I've been through enough crises before that I had my own pattern as to how to collect facts, what a leader should do, how to communicate with people, how to set up operating mechanisms to work our way through it.

When raising money, you want to look through the lens of 'What happens when things go wrong?'

I think we need to prepare for the worst, and so I support energy efficiency measures.

If national safety - the ability to respond to hurricanes, terrorist attacks, earthquakes - depends on the execution of explicit plans, on soldierly obedience, and on showy security drills, then a decentralized security scheme is useless.

What you say and do in a crisis matters.

For political and bureaucratic reasons, governments at all levels are telling far less to the public than to insiders about how to prepare for and behave in the initial chaos of a mass-casualty event.

We know we cannot underestimate the importance of emergency planning in our region, nor can we assume we'll have ample warning time. If an earthquake or terrorist attack hits, we won't necessarily have advance alerts or opportunities to double- and triple-check our plans.

The main thing during a crisis is discipline, to begin investing in time again after the crisis subsides.

When there is a crisis, how you handle the crisis is just as important as the crisis.

Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"

We've certainly learned a lot of lessons from Katrina, from Rita. Rita was better than Katrina. We're doing a better job planning. We're closer - more closely aligned with the Department of Defense. These things would be positive things if we were to have another attack.

I highly recommend inviting the worst-case scenario into your life.

When clients are involved in a crisis, we often start at the end. When this is over, where do you want to end up? What's your endgame? We try to start from that and work ourselves back.