There's a lot of stuff they don't teach you in the mythical editors' school. They don't teach you that you're going to have to spend a lot of your life in crisis management.
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I think to adequately manage a crisis, you have to see it. Because there's only so much somebody else can tell you about it, and they impose their own distortions on the description. You need to see it yourself.
Staying composed, focused, and effective under pressure are all about your mentality. People who successfully manage crises are able to channel their emotions into producing the behavior that they want.
My time as editor has been overlapped by a crisis - a prolonged, labyrinthine, tragic, seemingly non-ending crisis - that involves the prehistory of 9/11, 9/11, Iraq, Afghanistan, fraught histories between the United States and almost everyone.
The main thing during a crisis is discipline, to begin investing in time again after the crisis subsides.
What one decides to do in crisis depends on one's philosophy of life, and that philosophy cannot be changed by an incident. If one hasn't any philosophy in crises, others make the decision.
Over the years, I've been involved in many business crises. I qualify this, since my crises have never involved life and death or the survival of the human race. But they are still crises.
If you have spent your life building Ineos, and you find yourself in a crisis, you are going to do anything you can to save what you have been building.
Close scrutiny will show that most 'crisis situations' are opportunities to either advance, or stay where you are.
It's difficult when you're an appointee of any administration to publicly come out and say before a crisis occurs to say that we need to do X, Y and Z to avoid a crisis, because you probably wouldn't be around very long if you did that.
Any kind of crisis can be good. It wakes you up.
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