| You have done all your risk management in advance | | | | can surround yourself with to clearly describe the |
| and understand the risks. There is a downside risk of | | | | situation you now own. If you are the right person |
| 1 in x of unfavourable and possibly catastrophic | | | | to lead the response then offer yourself up as the |
| outcomes. You mitigate to the best of your ability | | | | leader. If you know someone who would be a more |
| and take the view that the benefits that will accrue | | | | appropriate leader engage them and offer to support |
| from your decision will far outweigh the possible risks. | | | | them in their role in every way you can. Keep a calm |
| You take the decision to proceed and then an | | | | head and do not react to those who are criticising |
| unforeseen event causes a catastrophic outcome for | | | | you or slinging mud your way. Keep focussed on |
| your activity. At this point many people flee and | | | | what needs to be done to address the situation that |
| work hard to ensure their name cannot be | | | | has arisen. Use all of the skills you used to get to the |
| associated with what took place. Strong organisations | | | | level you are currently at to apply your energy to |
| will not allow this to happen as accountability will have | | | | the task in hand. Remaining level headed and getting |
| been clearly established before, during and after the | | | | done what needs to get done will all be remembered |
| event. If you are the owner of one of these | | | | with power when the current work is done. |
| decisions how you now act will determine the sort of | | | | The second step is to accept for yourself what has |
| future you can expect. This will usually range from no | | | | happened and be willing to suffer the consequences |
| future at all in the industry you are in to being given | | | | for your career. Remain accountable with the decision |
| a second chance and rising to the top. | | | | you took. You may suffer with the current company |
| The first step is to acknowledge that the event has | | | | you are with but you will suffer less than backsliding |
| occurred and to describe as fully as you can the | | | | or distancing yourself from a decision you took. Hold |
| consequences. Don't at this point waste time on | | | | firm with sound integrity and there is a good chance |
| blame and finger pointing. Stand tall and explain clearly | | | | you will be given another opportunity to show what |
| what has happened and engage the best people you | | | | you can do. |