Success Secrets and Stories
To share management leadership concepts that actually work.
You are responsible for your development as a leader. Don't expect the boss to invest the training budget in your career. Consider this podcast as an investment of time in your career, with a bit of management humor added at the same time.
Success Secrets and Stories
When The Flood Hits, Don’t Call for an Action Committee
A fire alarm rings. What do you do?... Do you wait for an action committee or act with clarity and speed? We dive into the real mechanics of critical decision making—from false alarms and incident command to a flooded manufacturing floor where seconds and amps collide. Along the way, we show how a simple, one-page SBAR (Situation, Background, Assessment, Recommendation) builds trust, cuts through politics, and keeps teams focused when the clock and the risk both run hot.
We start by grounding decisions in environment: timing, hazard, and the operating context. You’ll hear how to distinguish low-risk noise from true emergencies, how rapid communication—like pulling the building alarm—rallies people and systems in sync. Then we translate those high-stakes lessons to everyday operations where you have weeks instead of minutes.
From there, we widen the lens to strategy. Rolling 1–3–5 year planning aligns near-term ROI with longer-term vision, all under real limits like cash flow, capital approvals, and the painful reality of deferred maintenance. We talk about how to elevate unsexy infrastructure by quantifying risk-of-deferral in dollars and downtime. We also explore how AI now accelerates data gathering and forecasting while we still needing human judgment to read political shifts and market signals. Inclusive, cross-functional teams improve decisions by reducing blind spots, and psychological safety speeds the truth to the table.
By the end, you’ll have a toolkit for fast, fact-based decisions that scale from the plant floor to the boardroom: use SBAR to focus, evidence to persuade, and cadence to deliver. If this conversation helps sharpen your leadership edge.... follow this podcast, share it with a teammate, and leave a quick review so more people can find it.
Presented by John Wandolowski and Greg Powell
Well, hello, and welcome to our podcast, Success, Secrets, and Stories. I'm your host, John Wondolowski, and I'm here with my co-host and friend, Greg Powell. Greg? Hey everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today we want to talk about a subject that I think supports that concept. So today we'd like to explore the concept of what it takes to make a critical decision and the important element of being aware of your environment. It is often referred to as tactical or situational analysis. And in essence, it's trying to make sure that you are effective within the operating environment that you're in. Think of the complexity of what you have in terms of demands, in terms of skill or the situation. You need to have that broader view.
SPEAKER_00:Okay, John, I get the general idea, but can you expand a bit more on what you mean by environment and how situation analysis works?
SPEAKER_01:Yeah, it is confusing, I have to admit. And situational and tactical are terms that are interchangeable in my mind. And they're used to help organizations assess internal and external environments in order to create a guide for their decision and more importantly for their planning. The environment that influences it is basically trying to put that sense of timing. How quickly does a decision have to be made? So let's break that down. A situational process in most organizations is a systematic way to address an issue. One example that I like is what I learned in the hospital settings called the SBAR report. And we've talked about this before, but it is such a great tool, it is never a waste of time to talk about it again. SBAR stands for Situation, Background, Assessment, and Recommendation. Whether it's written formally in a committee or informally between individuals, an SBAR format helps ensure a clear and focused analysis. But to be truly effective, you have to recognize the fact that one of the biggest variables influencing that approach is the environment itself.
SPEAKER_00:Okay. I know we're not talking about global warming or climate change here, but can you give me an example of an environment that really affects decision making?
SPEAKER_01:Yeah, sure. Probably the best example I can give is from my days of being a facility manager. And one of the clearest examples I think anybody can have for effective decisions is a fire alarm. The situation's kind of straightforward. The alarm goes off. You need to act quickly. The assessment depends on how fast you need to act by what has been triggered in terms of that alarm. My favorite is when you have the nine-year-old that pulls the alarm as a prank. You know, mom and dad can't stop them, and bang, off goes the fire alarm. The action plan is kind of straightforward. You have a conversation with the child in an interrogation room. Uh no, I'm just kidding. You try to basically let the parents handle the kid. What you really are doing is going a very quick background analysis, and you understand that the critical issue of no fire, low risk. Then you, through any typical instant command kind of scenario, in this case, like me, the manager, I would make a quick assessment. I would get the background from the people who were involved with the fire alarm addressing, which was usually the electrical department team, and they would make their recommendation before a full blown-out committee gets together. It's action, plan, implementation. And that for the most part covers what you do with the alarm and you put it on reset. However, in a hospital environment, you're caught with that process again that you have to meet. And it's a situational kind of analysis for the fire department. They have to come in, see that your assessment is correct, the background's correct. And until they give the okay, the people are not allowed back into the building. They're doing the same S-bar approach that you should be doing. And when you know it's straightforward and it's a fact and you can move quickly, people usually do that quickly.
SPEAKER_00:But John, it sounds like you've lived through this more than once. Yeah. Right? So what can you really do to prevent these kinds of false alarms?
SPEAKER_01:Yeah, honestly, not much. I mean, there are all kinds of different low-risk uh disruptions in terms of the fire alarm systems that happen throughout the year. There's only so much you can do to prevent, you know, curious kids from pulling fire alarms. They're seem to be attracted to the colors and the red lights and the do-not-touch signs. It's like a moth to a flame.
SPEAKER_00:So that sets the stage for a real emergency. Can you walk us through how decision making works when there's an actual fire?
SPEAKER_01:Yeah. I mean, critical decision making and a fire situation is probably the best example I can think of. And the organization decision where the hospital's making that situational analysis is a little more involved. And there's a structure, and that is the essence of really what they call incident command. And I've been involved in manufacturing higher ed and other sectors of emergency response. And whether they use a formal SBAR report or a relying on a structure that is really from OSHA or incident command particularly, it really requires the same skill set. It all comes down to how quickly you can generate that report and respond.
SPEAKER_00:So, John, I've got a little bit of experience this from the HR side. So I think we're getting closer to the heart of it, but help me understand how situational analysis works in a high-risk environment where speed is critical.
SPEAKER_01:Yeah. Okay. Let me give you a different example. We had a flooding emergency in a manufacturing plant. The municipal water system was pressurized because of the storm, and water was pouring into the facility from the drains and the restrooms. Yeah, I know I still can't get that image on my head, but that's another story for another day. I understood the urgency, and what we were working in as a manufacturing site was a high voltage environment. And the risk to the electrical hazard was real. The storm was raging for at least an hour. And when the plumbing system backed up and the water started to build, I knew I only had a few minutes to act. I quickly briefed my manager and we both ran to the electrical room. I stopped him at the door and said, if something happens to me, tell my family I love them. And I pushed him back away from the doorway. I then entered the room and shut off the main electrical breaker. I think it was the riskiest move in my career, but I made the choice of risking one life, mine, instead of the 20 or 30 people that could have been affected by the same electrical issue. That situational analysis in action, there was no time for a formal action plan or a committee discussion. It was me and my boss. I agreed and we did something immediately. Even now it gives me chills on how dangerous that decision was.
unknown:Wow.
SPEAKER_00:That's a real serious assessment of risk and a very bold action plan you took. Is there anything you would do differently if you had a little bit more time to step back, you know, breathe a little bit, and complete a formal SBAR report? Yeah. Yeah. Funny you should ask.
SPEAKER_01:Today, there's a protective equipment design, especially for emergency situations where there's electrical flashback. And it's eye protection and chest protection and insulated gloves and even foot gear in some applications. If I had access to the gear back then, I would have suited up completely before touching that main switch gear. An important detail just for those of you who are of the electrical background that are probably shouting, get a broom handle. Don't touch it with your hand. The broom handle didn't work. I did. I started there, but from that day forward, we really did the best we could. And we put in the flashback protection into the main switch gear. I think long before it became a requirement for Osho. We we did that square one in the 80s. And to be honest, that left a permanent mark on me.
SPEAKER_00:Wow. So looking back on it, was there anything else you or your team could have done? Yeah.
SPEAKER_01:Um my boss was right behind me as we raced to the electrical room. And the the thing that I didn't think of that he did was to pull the fire alarm along the way, which was his way of warning the entire building. We didn't have time to talk about it, but it was the fastest way to communicate an emergency. Since the alarms and the emergency lights were on battery backup, everything kicked in as soon as I shut off the power, and the whole organization started to mobilize to minimize the damage.
SPEAKER_00:Okay. So maybe we can shift gears here a little bit. Let's talk about a situation that's a lot less dangerous. No fire alarms, no flooding, not a DEF CON 3-level situation, okay? So let's say it's an operational issue that needs to be addressed quickly, but you've got weeks instead of minutes to work with. How would situational analysis apply in that kind of environment? Yeah, great question.
SPEAKER_01:Um SBAR stands for situation, background, assessment, and recommendation. In the business environment, the most important skill is to understand the background. And in operational settings, whenever there is a failure, it's probably failed before. History gives you insights in terms of patterns, maybe root cause, or even potential solutions. Understanding the problems and the solutions will help sharpen your observations. One of the most important elements of leadership is to know the difference between opinions and facts, especially when you're conducting that research. Too often people will offer their opinions instead of evidence. And you have to find a way to respectfully tell them or challenge them on their recommendations.
SPEAKER_00:So, John, that sounds like a very politically correct or diplomatic way of saying you're going to call people out for giving dishonest answers or for spreading rumors.
SPEAKER_01:Well, it's not necessarily, you know, about honesty. It's more about whether someone has enough experience to offer a credible opinion. I've seen new managers try to dominate a meeting by rushing to conclusions before the background or the analysis has been addressed.
SPEAKER_00:So, how do you take all of that input, so much input, and turn it into a real workable strategic plan?
SPEAKER_01:Well, there is the key. The time you invest in analyzing the situation to understand the past efforts often shape your recommendation. But there has to be, pardon the expression, some meat on the bone. You need to have a clear definition of the problem and a record of what's been tried before. If none of this happens quickly, it all takes time. The challenge is that most teams are so busy in their day-to-day responsibilities that they don't allow the time to do this tactical or strategic thinking. Unfortunately, some of the people hold leadership titles too. So that lack of genuine interest in basically leading the process is slowing down the process. And it takes much more time to do a basic SBAR report.
SPEAKER_00:So listening to you, John, it sounds pretty straightforward. But what are the real challenges in trying to build an operational approach to a long-term plan?
SPEAKER_01:Yeah, I mean, we are taking an S-Bar report. It does influence the long-term plans. But like any plans and anything that's done inside the workplace, there's the politics and the self-promotion and departmental turf wars, personality clashes. It all becomes this really interesting, toxic mix of confusion. The magic ingredient, really, I have seen, is this SBAR report and how it really does a pretty good job of pushing through that. I've seen executive leadership assign different individuals to head up the S-BAR report or the committees that will generate the SBAR report. If that leader doesn't know how to negotiate or delegate the responsibilities effectively, they'll be replaced. And here's an important part those assignments are often a test. They're designed to see if you have the metal to take on greater responsibilities. It's a weeding out process. Those who can collaborate, navigate the complexity of the job, deliver results, are the leaders the organization is actually looking for.
SPEAKER_00:So, you know, John, I've seen that kind of testing approach used by executive management in my HR roles. And I have several stories that kind of have the same sad theme about a bully senior leader that thought they were indispensable. The bully behavior, once actually seen by senior management, was not going to be tolerated. And after attempts to improve the leader's style, they had to be germinated.
SPEAKER_01:Yeah. And sadly, you know, it came from him trying to do the job and how he handled that report. I think we had talked about this before, highlighted such a poor leader and how poorly he conducted himself during that process. He did it in the group setting and he did it with the executive, if I remember correctly.
SPEAKER_00:That's correct.
SPEAKER_01:So, yeah, strategic analysis challenges usually will surface in an organization that's in trouble. Leadership identifies a concern and it looks to their professional leadership in areas that can address it quickly. If the president asks for a situational analysis, a tactical analysis, the worst thing you do you can do is come back with your report saying nothing here. You should really look for something else that's affecting our profit or efficiencies.
SPEAKER_00:Yeah, that no problem here. Check with those guys. That approach never works. Never ever works. Have you ever seen that succeed, Sean?
SPEAKER_01:Yeah, unfortunately, you know, I've seen good politics and people who know how to do that in the workplace. And politicians are politicians. It can mislead even good executives. And there have been some real problems that usually circle their way back to the department anyway. But in most cases, diversion is just a tactic. And to put it simply, it's just dishonest. And if leadership connects the dots, they'll realize that you misled them. And to be honest, you'd be far better off admitting that you have a mistake and move on to try to get it corrected rather than creating a great story.
SPEAKER_00:So that's the essence of MBR management by responsibility. You gotta own it, admit the problem, and start fixing it. Exactly.
SPEAKER_01:I I I keep on coming back to a Bible verse. You will know the truth and the truth will set you free. And I've said that to a few people in an executive meeting quietly, uh, so that they understand, I know that you're making this up, you know, trying to encourage them to tell them the truth. You don't know, step back and try it again. Facts are the best way to navigate political challenges. And the more that you can show that your opinion is grounded in evidence and is supported by the facts, the more that they will listen to your opinion. The easiest way to win the day, and it is the easiest way to win the discussion, just deal with the facts.
SPEAKER_00:So, John, I've had experience working with engineers and some really smart people. And I've seen some of these reports around 10, 20, 30 pages or more. That kind of in-depth research takes serious time.
SPEAKER_01:Yeah, or that that is actually the point in terms of environment. You can generate so much data at the end of the day, you just confuse the issue. And there's a saying, I don't know if it's business or or operational, but I've used it myself. Paralysis through analysis. When you you see that you're heading down that path, I usually would push people to the S-Bar report, create that one-page report to support any of the documentation you put behind it. That way, if there's questions about how the decision was actually made, how complex it is, or details that you know people are very involved with, it's there. It's in the report. But the S-Bar is for executive summaries to keep the conversation focused. And also remember that they want the clarity, they want the facts, and they want it on a timely basis. It wasn't give it to me next year, it was give it to me next week. If they have time, that's fine, but they're going to want updates. Timeliness is a key element of decisions.
SPEAKER_00:So, you know, the military had a simple method, check and verify. That's a more direct version of trust and verify. Yeah. Right? So take input at face value and confirm its accuracy. That's how mature organizations handle politically charged environments. It builds trust, not in someone's opinion, but in their results.
SPEAKER_01:Yeah, and not every decision needs a committee. I mean, day-to-day decisions are happening all the time. And you're going to make mistakes. I mean, it's just human nature. You don't want to learn the mistakes over and over and over again. You make one, try not to repeat it. So there's that learning curve, and there's also that curve in terms of experience. Flexibility is the key. You need to know when you're applying the right tools. As new information emerges, you must recognize the challenge of the environment. Again, environment pops its ugly head up and adapt accordingly. It's 2025, and the things we use to feel confident about, those five-year plans, well, they don't hold up as well as they used to. The shift has a real impact in terms of strategic planning.
SPEAKER_00:So, how often do you see organizations create five-year plans?
SPEAKER_01:It's not whether it's a one-year plan or a three-year plan or a five-year plan. It kind of is a combination of all of those when you look at a good plan. And the assumptions that you can see in the one in the first-year plan are probably the most actionable. They yield the highest return on investment. The three-year element of the plan is usually involving capital projects, where it requires funding for approvals, and then the challenge is the five-year plan. And that's where the vision starts to kick in. It's about looking ahead and setting goals and being innovative. There's the politics that are involved in it and the environment of change that you have to be ready to adjust.
SPEAKER_00:Okay, John. I was tracking with you until now. Sounds like a series of rolling plans to me. Are you saying organizations should develop three separate plans or one strategic plan that incorporates all three time frames?
SPEAKER_01:Yeah, it kind of naturally creates all three time frames. And the complexity comes from things like loans or tied to capital that's available in order to make the plans work. These plans are shaped through the organizations and needs the funding in order to set those priorities. At a very basic level, projects that generate profit and cash are always going to be prioritized first. I know you're not surprised by that input. Infrastructure, overhead projects, on the other hand, fall into those categories that usually get shoved at a three and a five-year. And they don't get done all that frequently because of that. Facilities have an interesting holding pattern for those kinds of projects called deferred maintenance. And it's frustrating to see that critical project like a roof repair being pushed back year after year because they do five-year plan reviews every year. And it might take that 50-year goal years before it's actually implemented. Those expensive infrastructure items always get bumped down the line. And how you defer the maintenance in terms of the buildup of capital requirements? Well, projects have to be submitted on a regular basis in order to try to create a new timeline.
SPEAKER_00:So a fifth-year goal might not be completed until year 15. Is that what you're saying?
SPEAKER_01:Unfortunately, yeah. That's exactly what I'm saying. One of the lessons I learned in manufacturing is simple. Cash is king. If the organization doesn't have enough liquidity to cover its payroll and its overhead, there is no money for deferred maintenance. It's only those issues that begin to impact the profitability that are going to get prioritized, especially when an organization has a very small profit margin like grocery stores.
SPEAKER_00:So how would you summarize the leadership challenge of being effective in strategic analysis?
SPEAKER_01:Well, I found probably the answer is the same year after year, but you have to build up trust in order to present your situational analysis. In my case, it was called a capital asset report. And the more I can ground my suggestions in terms of facts and tell them where our current conditions are, it the easier it is to communicate the sense of urgency. This isn't about persuasion. It's about building consensus and helping the organization chart the best path forward with the resources that are available.
SPEAKER_00:Like the wise men and the funny man used to say, and the truth will set you free.
SPEAKER_01:Yeah, exactly. But they had an interesting list. When I have asked this question, um, they came up with this list about the 25 enhancements decision-making strategies. And I think it's worthwhile to probably summarize what's going on today. How do executive decisions work nowadays in 2025? AI augmented decisions now are being used, where the computer is now the tool that's supporting 70% of the data collection, an intensive task that it does a very good job of doing analysis and forecasting from the data. The trouble is that the AI is basically doing with the information it has, and it can't detect warning signals like capital allocations and change of the marketplace. It's more data in and data out. Then there's cooperative frameworks where cross-functional teams share ownership and improve the decision-making quality. They do things like the S-Bar, but it becomes more of a hybrid team. And they're ensuring diversity of perspectives and shaping strategic outcomes because they're more inclusive in terms of how they're coming up with their decisions. Greg, I think you have a couple of examples.
SPEAKER_00:So let's talk about strategic inclusion. Diversity, equity, and inclusion is now a competitive advantage, not just a social one. We talk about casting a wider net, getting talented people, qualified people, but maybe a different perspective, diversity of thought. You want to build diverse teams to enhance innovation and client alignment. Definitely something we've seen in the last five, six years, mental health and trust. Workplace loneliness and psychological safety directly impacts performance. You want to make sure you're fostering open dialogue, admit to those mistakes, and build trust through fact-based leadership. And then finally, agile planning modes. Traditional five-year plans are evolving into dynamic one, three, and five-year frameworks. You want to make sure you align short-term ROI with long-term vision as the environment shifts. John?
SPEAKER_01:So hopefully uh Greg and I have answered some of those questions that you'll encounter in terms of critical decision making, whether it be strategic, whether it be tactical, or situational, those rules and those guidelines help. So if you like what you've heard, I've written a book called Building Your Leadership Toolbox, and we talk about tools like this. And it's available on Amazon and Barnes and Nouvel and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, Google, and Spotify. A lot of what we talk about is from Dr. Durst and his MBR program. If you'd like to know more about Dr. Durst, you can find out on SuccessGrowthAcademy.com. And if you'd like to contact us, please send me a line. That's Wando75 periodjw at gmail.com. And the music has been brought to you by my grandson. So we want to hear from you. Drop me a line. Tell me what's going on, what you like, and what you would like to hear about. It has always helped us to create content. Thanks, Greg. This was fun. Thanks, John.
SPEAKER_00:As always. Next time.
SPEAKER_01:Yeah.