Is the unforeseeable always, well, unforeseeable?
In the context of ‘terrible things that could happen to my business’ you probably know what a majority of them are because they’re the thoughts that creep into your head at 3am when you’re trying to sleep.
So get them down on paper. And create a plan for what to do if the “unforeseeable” were to happen.
When you plan for your worst case scenarios not only will it allow you to mitigate them happening but you’ll also be well-prepared if “the terrible thing” actually occurs.
And a swift reaction could be the difference between surviving the fallout and going under.
Write down a process to follow if “x” were to happen – draft press releases and holding statements, decide which team members are going to provide support and ensure all the practical stuff – pens, paper, telephone lines etc – are available.
And then keep all your statements and plans in a physical or digital binder, and let your senior team know where they can be found.
You won’t be able to plan for every possibility but your pre-crisis work will pay dividends when you can react quickly and decisively, rather than flounder when the “unforeseeable” happens.