Day 1: Leading Decisions When Options Narrow

Leading Crisis Executive Teams

• Clarify executive crisis team priorities
• Assign decision roles under pressure
• Maintain focus on strategic consequences
• Set cadence for executive decisions

Making Decisions Under Pressure

• Frame decisions with limited information
• Assumptions behind available options
• Balance speed risk and reversibility
• Record rationale for critical decisions

Managing Ambiguity and Uncertainty

• Separate known facts from uncertainty
• Information needing urgent confirmation
• Use scenarios to bound uncertainty
• Update decisions as facts change

Day 2: Building Situational Pictures for Priorities

Strengthening Situational Awareness

• Build a shared operating picture
• Prioritize information needed for decisions
• Verify critical information before escalation
• Changes in incident conditions

Prioritizing Critical Resources

• Resources critical to response
• Allocate resources by life safety
• Rebalance resources as conditions change
• Protect capacity for emerging priorities

Coordinating Participating Entities

• Clarify roles across participating entities
• Establish shared coordination objectives
• Resolve conflicting priorities between entities
• Maintain reliable interagency information exchange

Day 3: From Command Center to Coordinated Response

Operating Crisis Command Centers

• Set command center operating rhythm
• Structure situation reporting and briefings
• Maintain visible action tracking
• Escalate unresolved issues promptly

Coordinating Emergency Response

• Set priorities for emergency response
• Coordinate field and support teams
• Responder safety and capacity
• Adapt response as conditions evolve

Structuring Executive Briefings

• Lead with the critical facts
• Separate decisions from background detail
• Present options risks and recommendations
• Confirm required executive actions

Day 4: Protecting Trust Under Media Pressure

Managing Crisis Communications

• Communication priorities by audience
• Maintain consistency across official messages
• Correct misinformation using verified facts
• Coordinate message approvals under pressure

Managing Media Response

• Prepare credible media holding statements
• Select appropriate official spokespersons
• Respond without unsupported speculation
• Correct false narratives quickly

Protecting Stakeholder Confidence

• Stakeholders requiring direct reassurance
• Communicate impacts and response actions
• Acknowledge uncertainty without losing credibility
• Maintain consistent follow up communication

Day 5: Learning from Exercises Before Events

Conducting Tabletop Exercises

• Objectives for tabletop exercise
• Use scenarios requiring leadership decisions
• Introduce realistic complications during play
• Observe coordination and decision quality

Evaluating Exercise Results

• Compare performance with exercise objectives
• Decision and coordination gaps
• Prioritize improvements by operational impact
• Assign actions with clear ownership

Integrating Lessons Learned

• Capture lessons from real events
• Separate lessons from isolated observations
• Convert lessons into concrete improvements
• Implementation of agreed changes

• Hands-on workshop building a practical tool for Leading Crisis Executive Teams
• Small-group case requiring decisions about Managing Ambiguity and Uncertainty
• Guided simulation requiring participants to apply Coordinating Emergency Response
• Workplace case review testing judgment around Integrating Lessons Learned