Wheeler L. Baker: Crisis

Wheeler L. Baker is President of Hargrave Military Academy. Explore interesting quotes on crisis.
Wheeler L. Baker: 44   quotes 0   likes

“Leaders and managers do not have to risk lives, profit, or mission failure because they failed to plan for a crisis. Do not allow yourself to be put on the defense by changing circumstances. No one enjoys wasting time, but don't be reluctant to call a meeting just to discuss something that might happen. Remember the oil filter theory. Rather than disobey your instincts and proceed with the status quo or embark on a risky course, invest some planning time in your business. Control your risks. Identify important decision points. Forecast potential crisis. Apply the six hour model. A little time spent discussing your business is never wasted.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 74

Failure , Business , Decision , Change

“Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 6

Business

“When an individual's or group's basic survival is threatened, stress becomes tremendous, and productivity drops. Under these conditions a manager's ability to reason and maintain a proper focus on developing plans or solutions to a crisis is extremely difficult.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 14

“Whether you are big or small, or face a high or low potential for crisis, a day devoted to discussing company business is never wasted.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 23

Business

“For almost all of us, recognizing a crisis can be difficult unless we have significant warning, or are prepared before-hand to deal with change. It is also important in an emergency, as it was in Dan's situation, to identify and focus on the actual crisis, not the cause. It is time to "put out the fire" not waste precious time figuring out how the fire started.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 7

Change , Time

“Never underestimate change. What seems simple at the top is magnified at lower echelons and is extremely disruptive. It is a festering crisis that needs attention from senior management or else loyalty, efficiency, and productivity will suffer.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 11

Suffering , Change , Loyalty

“It is natural for government and business leaders to want to make the best of a bad situation. For example, articles on Watergate postulated that we are now better off because the crisis demonstrated the strength of a democracy. Some contend that the Exxon Valdez oil spill had a good side in that there were many "lessons learned". THIS IS UNACCEPTABLE! I do not subscribe to the "I have to fail to learn and improve" theory. A set-back leading to "experience and growth" is one thing; total failure is another. Few corporations could sustain as much bad press as Exxon, not to mention the opportunity cost of billions of dollars that could have been applied more profitably elsewhere. An organization's most precious resources are its time, energy (individual and corporate) and capital. They should be directed toward increasing profit, providing better service and improving the organization's reputation. They should not be wasted on damage control. Yet we continue to hear stories of crisis situations that drain organizations of that valuable energy and focus.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 4-5

Democracy , Failure , Business , Nature

“There is absolutely no reason the command group can not pick the five most probable contingencies or missions that your unit could be called on to execute today. Identify those missions and then schedule a crisis planning session for each mission. The training and preparation value of doing this is tremendous.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 76

Training

“Police, federal agency and military operations are fraught with the potential for catastrophic disaster. The nature of operations routinely conducted by counter narcotic agents, special weapons and tactics units, special response teams, and mlitary special operations units leave no room for error. A drug bust in the wrong house or a botched hostage rescue situation will be on the evening news with some senior official hemming and hawing and wishing he'd planned better. Once that occurs there is no defense. The best that can happen is to convince everyone that it will not occur again because of all the "lessons learned, and hope that there is a crisis somewhere else that will take your place in the media's attention. THIS IS A LOSING STRATEGY.”

Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 12

Hope , Error , Nature , Learning