Preparedness Gaps, Near-misses, Trigger Mapping & More.
Profiles in Preparedness #30
There’s a crucial preparedness gap that is holding back many public safety and corporate security leaders from effectively preparing their organizations for an uncertain future.
On one side of the divide are teams whose preparedness programs start with exhaustive threat and hazard inventories, methodically assessing every scenario’s likelihood and consequences. Though thorough, this exhaustive approach often disperses limited resources, diluting focus and undermining the value of the work.
On the other side are forward-thinking organizations that anchor their risk assessments directly to clearly articulated organizational goals and objectives. They first define precisely what they aim to achieve and how they'll get there, then identify only those threats and hazards that genuinely threaten mission success.
Every day, the preparedness decisions these groups make—and the projects they choose to pursue—further widen the divide between them.
While the first group expends precious time, energy, and funding chasing scenarios that may never have a meaningful impact on their operations, the second strategically aligns every investment in plans, staffing, partnerships, resources, and events to support mission-critical outcomes.
As a leader, your resources and attention are limited, particularly while operating left of bang. Success comes down to a simple yet essential question: Do you, and your team, clearly know what your organization is setting out to do?
Your answer determines which side of the preparedness gap your organization stands on and ultimately, how ready you are when disasters, disruptions, and acts of violence occur.
Inside The CP Journal
Here is an article that was added to the site this week.
Selecting the wrong type of exercise to test your response capabilities can do more harm than good. That's why it's essential to clearly understand the reasons why you are doing an exercise, your team’s readiness, and recognize the competing demands on your partners' time. In this new article for Academy subscribers—part of our Project Management in Emergency Management Playbook—we break down how to bring these three elements together to ensure your exercises deliver meaningful results.
This Week‘s Reads
Here are a few standout reads from this week with insights, ideas, and perspectives that caught my attention.
Article | Near-miss Massacre. About 24 hours before missiles struck an Israeli hospital, an order was given to evacuate the surgery floor. While some initially questioned the necessity of this precaution, the decision saved countless lives. When Iranian missiles hit the surgical ward the next day, only one patient sustained a minor injury. As the article notes, “His anticipatory action turned what could have been a massacre into a story we may barely remember.” Decisions made left of bang require courage and deserve our recognition. Special thanks to A.F. for sharing this important story.
Article | Data Brokers are a Killer's Best Friend. Minnesota State Representative Melissa Hortman and her husband were killed after their attacker found their address using online people-search services. Judges, lawyers, and celebrities have similarly been targeted after their personal details were exposed online. Selecting a target’s location is a critical step in an attacker's planning cycle, yet our current systems make this disturbingly simple. While federal judges and some law enforcement officers can opt out of data-broker sales using government records, everyday Americans are not granted this same protection.
Article | Israel’s secret war inside Iran. From the Financial Times, "Commercial satellites, hacked phones, deep-cover agents recruited locally, covert warehouses to assemble drones and even miniaturized weapons systems fitted into everyday vehicles. The goal, the people said, was to create a densely populated bank of targets to take out in the first hours of a military operation." This article highlights the transformation of intelligence into action and its resulting outcome. As America enters the war alongside Israel, and as media coverage highlights the successes that have been earned, it's worth remembering that reactions to attacks can't always be predicted. Stay vigilant.
Article | Trigger Mapping: Identify What Motivates Clients To Act. What motivates people to act? Although this article focuses on consulting, the core insights directly apply to public safety, emergency management, and corporate security leaders. Understanding what prompts your executives to move from simply acknowledging a risk to actually investing in solutions is critical. Shifting preparedness initiatives from “important but not urgent” to something your executives feel must happen now is both an art and a science. It starts by clearly mapping the triggers (the events, conditions, or changes) that naturally lead decision-makers to shift the status quo. As you read, reflect on how you can identify and leverage similar triggers within your own leadership environment.
Article | Cognitive Load is Real. Who is helping you think? In today's operational environment, you're constantly required to absorb, contextualize, and interpret data, turning endless streams of information into actionable decisions. While this capability is essential, it's also exhausting. Intentionally building a network of team members, advisors, and partners who can help you process information, clarify priorities, and sharpen your focus is becoming increasingly crucial. This article is a valuable read and provides an opportunity to reflect on how you're managing your cognitive load and ensuring you have the mental bandwidth to remain agile as the world continues to evolve.
When You’re Ready
If you want more in-depth insights, you can become a paying subscriber to access exclusive content like our weekly Watch Office situation reports, our Tactical Analysis Course & behavioral analysis practice exercises, and the “Project Management in Emergency Management” Playbook.
And if you’re thinking about how to strengthen your organization's preparedness, that’s what we do. Whether it’s assessments, planning, speaking events, or exercises, we help teams build the skills and strategies to stay ahead of the next challenge.