Mastering Chaos after the Baltimore Bridge Collapse

In the wake of the catastrophic Baltimore bridge collapse, a vivid illustration of chaos unfolded, affecting lives, disrupting livelihoods, and challenging the resilience of a community.

The bridge collapse is an extreme event, a disaster I am not hoping that any of you experience, ever in your business, organization or life, but it serves as a profound lesson in the essence of chaos — unpredictable, often devastating, yet always a test of our collective strength and leadership.

As leaders, our response to such events, whether they strike with the force of a physical calamity or disrupt our organizations in more subtle ways, defines our capacity to lead through uncertainty.

In this newsletter, I would like to look with you together at the way this chaos is being dealt with and how you could deploy some of these tactics in your own atmosphere to tackle chaos of a different order daily and learn to thrive in turmoil.

The Imperative of Immediate Action

The bridge collapse is a stark reminder that inaction, or even a delayed response, can exacerbate a crisis. The multifaceted impact of such an event — from economic disruptions to emotional trauma — highlights the urgent need for leaders to act swiftly and decisively.

The cost of inaction is not merely financial; it extends to the erosion of trust, the deepening of community wounds, and the missed opportunities for recovery and growth and can far exceed the investment required for recovery.

Leaders must recognize the importance of rapid response mechanisms, not only in disaster recovery but as a principle of effective leadership in any crisis.

The 3 key elements in disaster management

1- Structured Decision-Making:

In the chaos following the bridge collapse, the clarity of roles and decision-making processes among emergency management teams was and is paramount. This structured, pre-defined and practiced approach to decision-making ensures that actions are taken quickly, based on the best available information, and with a clear understanding of authority and accountability.

Delegation, deviation, documentation, and communication are also clearly defined. No time was wasted defining how the many different parties involved in the recovery would work together, who needed to be involved etc. They already had a joint set of ‘rules’ – in this case the FEMA Disaster Management Operations Framework - and could hit the ground running working towards solutions.

In business, adopting similar decision-making disciplines and systems can significantly enhance an organization's agility and responsiveness. If teams are trained and required to deploy the basics of an agreed decision-making framework it builds familiarity with these processes, ensuring they are second nature when a bigger crisis strikes.

2- Prioritization and Risk Management:

The essence of managing chaos lies in the ability to prioritize actions and manage risks effectively. The immediate aftermath of the bridge collapse required decisions to be made swiftly, often without the luxury of complete information. Identifying critical risks and making informed decisions on prioritizing recovery efforts was crucial.

For leaders in any sector, developing a keen sense of hazards and risks involved with the scope is vital.

The team would not want to make any decisions regarding potential hazardous materials and recovery of affected containers before knowing exactly what they are dealing with and how these materials should be safely handled. Yet the decision to select a base for the recovery team to work from probably has several workable alternatives and does not require more time to make the perfect choice, nor does it need to involve as many people. Pick one and move on.

Maintaining an updated strategic risk register and fostering a culture of agility and decisiveness can empower teams to act confidently, even under pressure and ensure extra care is deployed ‘only’ there where truly needed.

3- Resourcefulness:

The recovery efforts in Baltimore also showcase the importance of resourcefulness — making do with what is available and adapting to the situation at hand. The team will have started looking for cranes and other material to deal with the shipwreck and the leftovers from the bridge immediately. There is no time to define the optimal crane and then source it.

A crane that can get to Baltimore within days, able to lift 60% of what is out there is of much more use now than one that can do it all but is sitting at the other end of the world. A further decision on how to deal with the other 40% can follow, when more information is available.

In the business context, this principle underscores the value of leveraging existing resources creatively and being willing to adapt plans as circumstances change. This may require willingness to temporarily alter your organizational structure and or willingness to be open and transparent with partners and suppliers to be able to make the leap needed.

In this fast-paced world there is no time to wait for the perfect fit. Encouraging teams to think on their feet and use available tools and skills can lead to innovative solutions that drive recovery and growth.

Leading Through Chaos

The Baltimore bridge collapse, though a tragedy, offers invaluable lessons for leaders in all fields. It underscores the importance of setting up the structures before disaster strikes, the effectiveness of structured decision-making, and the necessity of adaptability and resourcefulness.

By embracing these principles, leaders can transform chaotic situations from (potential) disasters into opportunities for strengthening resilience, fostering innovation, and leading their organizations to thrive in the face of adversity.

As we reflect on these lessons, I encourage you to consider how you can apply them within your own leadership context.

If you're ready to enhance your ability to navigate through chaos and lead with confidence, you can book time to talk with me here.

Together, we can explore tailored strategies that empower you and your organization to not just survive but thrive amidst chaos. Alternatively, share your insights and experiences in the comments below.

Let's engage in a meaningful dialogue to learn from each other and emerge stronger, more resilient leaders in the face of uncertainty.

About Maartje

Maartje Jorritsma van Krieken is a distinguished expert in project, change, and crisis management, with a rich career in the oil and gas industry. Her achievements include saving billions through the transformation of a global hub and navigating complex projects under high pressure. As a mother of three, she's navigated the male-dominated field with expertise and empathy, mastering leadership and strategic planning across diverse teams.

Since 2019, Maartje has been an executive consultant and coach, aiding organizations and entrepreneurs in overcoming crises and achieving major turnarounds. Her notable work includes aiding the national crisis line 211 during the Covid-19 pandemic and rescuing a hydrogen fuel cell start-up. In New Orleans, she runs the Shrunk 3D Franchise, participates in community service, and mentors in Loyola University's Women’s Leadership program.

Maartje holds a Master's in Industrial Design Engineering from the Technical University in Delft, with further accreditations in coaching, supply chain management, HR, Strategic Risk Management from Stanford, and Diversity and Inclusion from Cornell. Her keynotes, known for their authenticity and practical wisdom, offer insights into navigating chaos with adaptability and resilience. Maartje's leadership style, characterized by infectious energy and clear communication, has made her a sought-after speaker and consultant, guiding teams and individuals through turbulence towards growth and success.