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include failsafe and backups plans for points of failure, attributed to emotional responses. Additionally, as leaders, always benefit from the learning opportunities, personal and professional leadership growth and “lessons learned” turned into “best practices” from post crisis cold and hot wash reviews. LEADER As leaders, we cannot and should not deny ourselves our human emotions. Although we, as effective leaders, are obligated to keep our emotions under control during crises, we must understand and allow for “moments,” from which we continue to move forward. General Colin Powell (2003) noted in his 13 Rules of Leadership, “Get mad, then get over it.” He further explained, “Instead of letting anger disrupt you, use it to make constructive change.” We can certainly bring this forward in our discussion by recognizing that emotions are a powerful element we can use to further our leadership mission. Emotions can serve to motivate, express empathy or sympathy, and indeed reaffirm that we are all human. Leaders must plan, train, and estimate how they will react to various stimuli. During crisis events, leaders are expected to communicate effectively, be decisive, and respond while remaining calm and collected. Emotions have strong tendencies to interfere with clear thinking. Thus, any new or diverted plan should be cautiously considered. Certainly, a balance between the timeliness of a decision and making a well-planned decision must be heavily measured during a crisis. As General George Patton (1941) stated, “A good plan, violently executed now, is better than a perfect plan next week.” Thus, make a command decision and do not let emotions interfere or rule your path as a leader. FOLLOWER We depend on each element within our planning model to complete specific tasks, and during a crisis their effectiveness and efficiency is critically important. Understanding that we are all human and have emotional responses to stimuli, followers must also not be denied their emotional response “moment.” As with leaders, followers must have the training and skills to move past a potential psychological impediment and continue with the mission. As with leaders, we conceptualize that not all followers possess the ability and skills to work within an extreme crisis environment. Thus, selection and readiness for duty should be robustly evaluated. Leaders should also consider conducting operations training, including tabletop exercises and field exercises, incorporating elements of what should be expected in various crises. Further, there is a treasure trove of outside training opportunities that should be explored. From the FBI to the Federal Emergency Management Administration (FEMA), there are continually posted updates on various online training opportunities covering numerous crises. PARTICIPANT As expected, the participants and general populous are exceedingly variable. Attempting to determine, or even anticipating specific emotional responses can prove to be extremely challenging. Knowing your community and having “Community Intelligence” before significant planning for crisis events will indeed flatten the curve of emotional response uncertainty. Planning for a spectrum of emotional responses, including various mental health components, is critically important.

By way of example, a municipal police department formulated an educational institutional response plan for active shooter situations. The plan followed national models and was seemingly flawless. When a safety response called for the evacuation of a school with autistic children, the so-called flawless plan suddenly lacked the needed elements to effectively assist these children, many who exhibited non-normative emotional responses. CONCLUSION We, as humans, bring a vast array of emotions to any event. We understand that there is indeed a spectrum of emotions and responses to the same stimuli, brought forth by variations in circumstances surrounding everyone’s life experiences and values. As leaders and followers, we must be able to manage our natural emotional “moments” and move on with the mission at hand. Maintaining a clear mind, devoid of emotional decision- making, has historically proven to be the key to success. Furthermore, incorporating the anticipation and planning for emotional responses can be challenging, but tremendously necessary in the formulation of a complete crisis plan.

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Managing Chaos: In further articles we will discuss the overall crisis model and the technique to plan for the unexpected by naming variables.

References Harari, O. (2003). The Leadership Secrets of Colin Powell . New York: McGraw-Hill. Williamson, P. B. (2009). General Patton’s principles for life and leadership . Tucson, AZ, USA: Management and Systems Consultants.

About the Authors: Special Agent Anthony Giaimo , M.S., (Session 241) is a Past President and Vice President of the Eastern Pennsylvania FBI NA Chapter and Chief of Police and Emergency Management Coordinator (Ret. - Tredyffrin Township Police) and currently is a University professor, teaching crisis leadership with duties as a Special Agent for the Florida Department of the Lottery – Law Enforcement Division. Dr. Dale Retzlaff is the Director of the Organizational Leadership Program at the University of Charleston. He is a combat veteran having served with the 2nd Ranger Battalion and a career police commander with the Washington State Patrol (Lieutenant, Ret.).

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