Leadership: Flirting with Disaster
Much was made of the international support in fighting the fires started by terrorists. Yet similar help appeared in The difference was in , such support was deployed as part of broader operational strategy jointly developed by the Israeli Air Force and first responders from overseas that reduced response time and maximized impact.
Flirting With Disaster
In the Prime Minister could only make speeches and show up without anything concrete to back up promises. By , Israel had a diversified response to fires, faster communications among first responders and the citizenry and resources in place to help people and begin rebuilding. Troy warns against the facile conclusion that the best way to protect people is always to reduce in advance whatever hypothetical risk may be imagined.
Rather successful presidential responses consist mainly of enabling people to cope in a resilient fashion with dangers when, as, and if they manifest themselves. Unfortunately — as Troy points out — presidential action or inaction can make such resilience more difficult to generate.
Presidential leadership is most effective in helping citizens bounce back. And resilience is a combination of preparedness and knowing what disasters can be prevented or mitigated and what disasters require nimble responses and learning from experience.
Flirting with Disaster (film) - Wikipedia
Presidents must not over promise nor over prepare or overregulate to keep Americans safe from everything. Robb was named co-CEO alongside Mackey in The common thread in these successful examples is that one — if not both — CEOs founded the company. People who built a business from the bottom up can tick more of those boxes than two individuals who are thrown into a shared leadership role without an existing side-by-side relationship.
Based on her research, Greer says that power struggles can be defused when co-leaders are as equal as they can be in terms of status and privilege, down to their salary and office size.
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Catz focuses on internal finance, legal, and manufacturing matters, while Hurd handle outside affairs, like sales and service. The wild card in this arrangement is Ellison, who has opted to take on a role as chief technology officer at Oracle. What do we call that?
Oracle better figure this all out soon. Having two CEOs is tough. Simkins knew that LexJet's inventory of printing material was safe. Stashed in a warehouse in Milwaukee, the stock was well beyond the storm's reach. But because most of the company's customers required that their printing materials be delivered within one or two days, the business couldn't afford to shut down until the storm had passed. So while most Sarasotans simply headed for higher ground, LexJet deployed its disaster plan. Half a dozen of LexJet's 14 employees packed up the company's client-contact data and headed for the airport, where they prepared to board the first available flights for Atlanta, where LexJet had lined up call-center backup and short-term office space for just such an occasion.
Meanwhile, Simkins sent an E-mail alerting LexJet's 2, customers about the hurricane warnings and letting them know that until further notice the company's calls would be routed to the service center and then forwarded to temporary offices miles north of Sarasota. As it turned out, LexJet's emergency team might as well have hunkered down in Sarasota.
To everyone's surprise and relief, Hurricane George veered west toward Texas and then headed back out into the Gulf. By Monday morning, it was business as usual in Sarasota. Still, LexJet's managers say that this unanticipated trial run of their contingency plan was an important, and worthwhile, exercise.