Wheeler L. Baker Quotes

Not too many years ago a television ad depicted a service station attended selling oil filters. His pitch was, "you can pay me now or you can pay me later." The difference was an eight dollar oil filter or a new engine.

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?

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.

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.

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 military 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.

We have all heard the saying "the man with a plan is king." I believe a man without a plan is just a pawn to circumstance and embarking on a losing strategy.

The Exxon Corporation was, and is, working hard to take the lead in setting the standard for the environmental clean-up along the 1,200 miles of damaged Alaskan coastline. Yet, despite all their efforts they still hear cries of foul. News articles claim the corporation is falling short of its responsibilities. Video footage of out-of-work fishermen sitting in idle boats carries the depressing message that the fishing industry cannot provide a livelihood for several more years. Exxon has spent billions of dollars related to that tragic oil spill. In spite of their efforts they continue to pay the price in money, damaged reputation, and ill-will.

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.

To those thirteen-hour-a-day managers who lead people and make decisions.

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.

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.

Two a.m. in a dark alley or on a mountainside is not the time to discover your unit is missing a key piece of equipment, or that you are not sure of the radio frequencies of an adjacent unit. The procedural check lists created in training will prevent those critical and unacceptable mistakes. This is the time to benefit from those "lessons learned". But leaders must schedule the time to train, do it right, critique, and move on. It is an investment that will bring the most return.

I was honored to be selected as Hargrave’s ninth president and retire with mixed emotions. Hargrave Military Academy is a special place and clearly under God’s guiding hand.

Control your risks.
Identify important decision points.
Forecast potential crises.
The solution starts as soon as planning begins!

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.