Our approach is focused on supporting rapid organizational advancement in “blue-sky” days and operational support in “grey-sky” days. Through carefully crafted programs, McChrystal Group can help advance a team’s processes and behaviors that are crucial to effective emergency management both in times of crisis and in periods of calm.

As an emergency manager, you face challenges:

  • Silos from stakeholders and technical experts that hinder collaboration and innovation.
  • Conventional ways of working and legacy approaches to data and knowledge management limit the potential for coordinated preparedness, response, and recovery.
  • Pressure to adapt to change that is happening faster than ever, but systems and processes are slow to adapt.

You are striving to:

  • Strengthen your strategic and operational fundamentals to improve collaboration, ensuring less confusion and clutter, and a quicker response.
  • Accelerate and improve your decision making, turn information into actionable intelligence, and integrate that intelligence into the response plan faster.
  • Proactively build stakeholder relationships outside of the crisis environment, improving clarity and utilization.
  • Industry Insights: Emergency Management

    McChrystal Group data show emergency management teams generally outperform other government sectors in organizational behaviors. However, data show emergency managers struggle to drive a shared understanding of the operating environment and share information effectively across teams.

  • The Transformation of Emergency Management

    View the recording of General (Ret.) Stanley McChrystal's conversation with former FEMA Administrator Pete Gaynor as they discuss the changing landscape of Emergency Management and the impending transformation of the field.

  • Leading Through Crises: A Conversation with Pete Gaynor

    Pete Gaynor recently joined McChrystal Group as a Senior Advisor and co-lead a roundtable highlighting the transformation of emergency management. In the following Q&A, Gaynor discusses traits of a good leader, navigating the pandemic, ensuring his teams can mitigate burnout, and what the future holds for the growing sector.

  • How Crisis Response Systems Created a New Normal for City Operations

    At the onset of the pandemic, governments and businesses alike scrambled to understand and respond to their rapidly changing environment. See how an embedded McChrystal team helped the City of Boston rethink the way agencies and departments coordinated and operated to not just respond to crisis but set a resilient foundation for its future.

  • Black Swans ARE the New Normal

    Leaders and organizations move from crisis to crisis with an underlying, almost subconscious belief that we just need to survive this latest issue and then things will settle down and we’ll be able to focus on our strategy. Of course, that moment of peace never materializes, and our long-term initiatives become hijacked by the next existential challenge. This approach is unsustainable from a strategic perspective and an emotional perspective.

  • Developing an Adaptive Decision-Making Process

    When building an adaptable organization, leaders must make decision-making a core competency to operate with strategic agility. Through our work with executives and management teams, we have observed that leaders often approach decision-making in ways that limit operational flexibility for those on the frontlines or force mid-level managers to pick up the slack when the follow-through of a decision has been poorly planned and communicated.

“We brought in the McChrystal Group to help us reorganize the operations of city government around a daily crisis response.”
Marty Walsh, Mayor of Boston

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Crisis Leadership and Emergency Management Services

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Great Prioritization

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Building Team Resilience

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