This blog post highlights that challenging decisions require guts, especially in times of crisis. Those who have the fortitude to act decisively, on the other hand, may save lives and safeguard their communities. This is the essence of continuity of operations.

Government officials, as we all know, are responsible for making tough decisions that affect the lives of millions of people. And, as we witnessed with the COVID-19 epidemic, the stakes are higher in times of crisis. That is why government leaders must have the fortitude to act in the face of fear and uncertainty.

"Courage is not the absence of fear; it is acting in spite of it," Mark Twain reportedly observed. This quotation is especially pertinent when it comes to business continuity planning. We've all had "the talk" with our leadership about fulfilling the responsibilities of the continuity program. We're becoming very good at making plans as a profession, but having a plan on paper for leadership to follow is just half the battle. It requires guts to follow through and execute.

This is the next step in our education and activism.

Take, for example, the COVID-19 epidemic. There was a lot of ambiguity about how the virus would affect our lives when it first appeared. Many government authorities were unwilling to take harsh actions for fear of instilling fear or generating economic upheaval. Those who had the confidence to act promptly and forcefully, on the other hand, were able to halt the spread of the epidemic and save lives.

For example, New Zealand Prime Minister Jacinda Ardern shown incredible bravery in responding to the epidemic. She enforced a rigorous lockdown early on, even though there were only a few instances in the country at the time. Her prompt response aided New Zealand in maintaining its infection rates.

The lesson here is clear: challenging decisions require guts, especially in times of crisis. Those who have the fortitude to act decisively, on the other hand, may save lives and safeguard their communities. This is true not only for government officials, but also for corporate executives. More specifically, many of the same ideas that drive continuity planning also enhance daily decision-making.

Continuity planning is biased towards action.

Finally, I want to emphasize the necessity of bravery in leadership. You will encounter tough decisions in your job, whether you are a government official or a corporate leader. The important thing is to have the guts to execute the mission, which is why we are in the world of continuity and resilience.