Comments on: Contingency Planning http://www.n2growth.com/blog/contingency-planning/ Where CEOs Come to Grow & where Leadership Matters Tue, 07 Feb 2012 18:46:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Tanveer Naseer http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32328 Tanveer Naseer Thu, 29 Sep 2011 14:32:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32328 My pleasure, Mike.  Always enjoy participating in the wonderful discussions you foster here on your blog. My pleasure, Mike.  Always enjoy participating in the wonderful discussions you foster here on your blog.

]]> By: Mike Myatt http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32325 Mike Myatt Thu, 29 Sep 2011 01:49:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32325 Hi Tanveer: Thanks for sharing your observations. Too many leaders forget to close the feedback loop with their own employees. Business Intelligence is most valuable when it is produced organically. Thanks again for stoping by Tanveer.   Hi Tanveer:

Thanks for sharing your observations. Too many leaders forget to close the feedback loop with their own employees. Business Intelligence is most valuable when it is produced organically. Thanks again for stoping by Tanveer.  

]]> By: Tanveer Naseer http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32323 Tanveer Naseer Wed, 28 Sep 2011 19:41:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32323 Hi Mike, Great post and definitely a subject that requires more light be shed on it given the current tendency to react/implement damage-control instead of reflect/anticipate problems. One thing I would add is that in planning for contingencies, leaders need to be more receptive to the warnings being offered by those on the front line.  Although now decommissioned, NASA's shuttle program demonstrated how turning a deaf ear to the problems foreseen by those on the ground can lead to long-term repercussions, if not the inability to develop a truly viable "Plan B" when current conditions demand a course change. Of course, this also means that leaders should also provide clear directives on what fires employees have the power to put out on their own without having to seek the approval of those higher up the chain.  Such initiatives will ensure smoldering fires are put out before they have a chance to evolve into a more consuming and costly firestorm. Hi Mike,

Great post and definitely a subject that requires more light be shed on it given the current tendency to react/implement damage-control instead of reflect/anticipate problems.

One thing I would add is that in planning for contingencies, leaders need to be more receptive to the warnings being offered by those on the front line.  Although now decommissioned, NASA’s shuttle program demonstrated how turning a deaf ear to the problems foreseen by those on the ground can lead to long-term repercussions, if not the inability to develop a truly viable “Plan B” when current conditions demand a course change.

Of course, this also means that leaders should also provide clear directives on what fires employees have the power to put out on their own without having to seek the approval of those higher up the chain.  Such initiatives will ensure smoldering fires are put out before they have a chance to evolve into a more consuming and costly firestorm.

]]> By: Mike Myatt http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32317 Mike Myatt Mon, 26 Sep 2011 22:41:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32317 Thanks for sharing your insights and observations Wally. I particularly liked your point about contingency planning lessening the impact of an unplanned outcome. Thanks again for adding to the thought stream Wally.  Thanks for sharing your insights and observations Wally. I particularly liked your point about contingency planning lessening the impact of an unplanned outcome. Thanks again for adding to the thought stream Wally. 

]]> By: Wally Bock http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32316 Wally Bock Mon, 26 Sep 2011 22:29:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32316 Great post on an important issue, Mike. Let me add three things from my experience, mostly with police and fire services. Having contingency plans lessens the emotional hit of a surprise outcome which increases the odds of coming up with a good decision. Those odds are enhanced still further because the plans are drawn up when there's no pressure. It's hard to make tough decisions, but it's even harder when you have to make them quickly. One thing I found about the top performing supervisors I studied was that they might not have formal contingency plans, but they were constantly doing "what-if" analysis in their head. Great post on an important issue, Mike. Let me add three things
from my experience, mostly with police and fire services. Having contingency
plans lessens the emotional hit of a surprise outcome which increases the odds
of coming up with a good decision. Those odds are enhanced still further
because the plans are drawn up when there’s no pressure. It’s hard to make
tough decisions, but it’s even harder when you have to make them quickly. One
thing I found about the top performing supervisors I studied was that they
might not have formal contingency plans, but they were constantly doing
“what-if” analysis in their head.

]]> By: Mike Myatt http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32314 Mike Myatt Mon, 26 Sep 2011 18:05:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32314 It's been said that most things take twice as long and cost four times as much as original planning estimates. One of the best things leaders can do is to challenge their own logic. Just asking themselves "what will happen if this takes longer or costs more than planned?" can save a great deal of brain damage down the road. Smart leaders understand that  proformas and projections are just that - they are theory and not much more...Thanks for weighing in Mike.     It’s been said that most things take twice as long and cost four times as much as original planning estimates. One of the best things leaders can do is to challenge their own logic. Just asking themselves “what will happen if this takes longer or costs more than planned?” can save a great deal of brain damage down the road. Smart leaders understand that  proformas and projections are just that – they are theory and not much more…Thanks for weighing in Mike.    

]]> By: Mike Myatt http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32313 Mike Myatt Mon, 26 Sep 2011 17:58:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32313 Hi Ron: We're in agreement that far too many leaders place the ego of their agenda ahead of reality based needs, which may occur outside of the initial planning process. Thanks for stopping by Ron.  Hi Ron:

We’re in agreement that far too many leaders place the ego of their agenda ahead of reality based needs, which may occur outside of the initial planning process. Thanks for stopping by Ron. 

]]> By: Ron http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32312 Ron Mon, 26 Sep 2011 17:33:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32312 Mike. Another great post! Most business "Generals" I've known are insecure, egoistic narcissists who believe any miscarriage of their perfect plans can be traced to insubordination. Why should they even consider contingencies when everyone should be simply rapt in awe as they carry out their schemes -- to which universal laws will simply have to conform? Thankfully, most of these demigods have some good lieutenants who get the job done in spite of them. Loved your historical sidebar! I was surprised to learn that 'blood 'n iron' Bismarck saw a need for a 'Plan B'. Such humility and foresight is foreign to most centralizers. Ron Mike.

Another great post! Most business “Generals” I’ve known are insecure, egoistic narcissists who believe any miscarriage of their perfect plans can be traced to insubordination.

Why should they even consider contingencies when everyone should be simply rapt in awe as they carry out their schemes — to which universal laws will simply have to conform? Thankfully, most of these demigods have some good lieutenants who get the job done in spite of them.

Loved your historical sidebar! I was surprised to learn that ‘blood ‘n iron’ Bismarck saw a need for a ‘Plan B’. Such humility and foresight is foreign to most centralizers.

Ron

]]> By: Mike Henry Sr. http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32310 Mike Henry Sr. Mon, 26 Sep 2011 16:50:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32310 It's only fitting that Mark would know the history of something like that.  Great post Mike.  "No matter how smart you are, things rarely go as planned." I liked the line "In most cases your wins won't put you out of business but your losses most certainly can."  Many times we spend so much effort on the half-full side of things that we underestimate the potential downside of half-empty.  It's wise to count the costs and plan for something other than ideal outcomes. Mike... It’s only fitting that Mark would know the history of something like that.  Great post Mike.  “No matter how smart you are, things rarely go as planned.”

I liked the line “In most cases your wins won’t put you out of business but your losses most certainly can.”  Many times we spend so much effort on the half-full side of things that we underestimate the potential downside of half-empty.  It’s wise to count the costs and plan for something other than ideal outcomes.

Mike…

]]> By: Mike Henry Sr. http://www.n2growth.com/blog/contingency-planning/comment-page-1/#comment-32311 Mike Henry Sr. Mon, 26 Sep 2011 16:50:00 +0000 http://www.n2growth.com/blog/?p=699#comment-32311 It's only fitting that Mark would know the history of something like that.  Great post Mike.  "No matter how smart you are, things rarely go as planned." I liked the line "In most cases your wins won't put you out of business but your losses most certainly can."  Many times we spend so much effort on the half-full side of things that we underestimate the potential downside of half-empty.  It's wise to count the costs and plan for something other than ideal outcomes. Mike... It’s only fitting that Mark would know the history of something like that.  Great post Mike.  “No matter how smart you are, things rarely go as planned.”

I liked the line “In most cases your wins won’t put you out of business but your losses most certainly can.”  Many times we spend so much effort on the half-full side of things that we underestimate the potential downside of half-empty.  It’s wise to count the costs and plan for something other than ideal outcomes.

Mike…

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