Left of Bang Presentation Toolkit | Colorado KravMaga Conference
Thank you for attending the Left of Bang presentation—and for your commitment to protecting yourself and your families.
This toolkit brings together the key resources that expand on concepts from the session, so you can take action with clarity, confidence, and a shared language.
Below you’ll find articles, courses, and frameworks to help you deepen your understanding and translate these ideas into impact.
As a Colorado Krav Maga Conference attendee, you’re eligible for a 25% lifetime discount on paid access.
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What to Read First
Situational awareness is not sitting with your back to the wall, keeping your phone in your pocket, or keeping your head on a swivel. Those are habits. Awareness has to be oriented toward recognition, tied to assessment, and connected to decisions that can be made before time runs out.
This article shows you how.
🔒For Paying Subscribers: If you want to build this skill, our online course is the most direct next step: video lessons + practice that translate the method into repeatable observation and decisions.
See what others have said: Course Testimonials | A Case Study
Much of the left of bang approach is focused on situational awareness. And for good reason. But while recognition of potential threats is a prerequisite, it isn’t the objective. Situational awareness is only an enabling function.
If we are going to shift left of bang, we have to be capable of both seeing early and doing something with the time it gives us. It requires that organizations can change behavior.
When talking with CEOs and founders about the challenges they're facing, one frustration consistently rises to the surface: being blindsided by sudden changes in their operating environment.
This article isn't about eliminating uncertainty entirely, that's impossible, it's about minimizing surprise, giving you the awareness needed to consistently stay ahead, and turning proactive situational awareness into a competitive strength.
🔒For Paying Subscribers: Learning a new skill isn’t the same as developing a capability. For a function to be a capability, the organization needs all the elements: plans, people, skills, resources, and validation.
Have a question after exploring these resources?
Email us if you want help applying these ideas or exploring an assessment tailored to your organization.
Email | training@cp-journal.com