Wheeler L. Baker Quotes

Plan in the real world.

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

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.

We consider ourselves the leading military school in the country, and we want to stay there. We adapt to change very well; we recognize different learning styles and we adapt to that. We maintain our standards and use the military model as a way to provide structure in education.

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.

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.

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.