This blog post offers tips and guidelines for crafting a compelling job announcement that can help attract the best candidates to your company. It includes some tongue-in-cheek advice on creating a strong headline, outlining job duties and responsibilities, highlighting company culture and values, providing information about compensation and benefits, making it easy to apply, and proofreading and editing the announcement.

Hey companies! This post is for you.

When it comes to hiring new employees, crafting a compelling job announcement is a critical step in attracting the best candidates.

These are the folks that make the money, so invest in this stuff!

A well-crafted job announcement should be clear, concise, and engaging, highlighting the most important aspects of the job and the company. In this blog post, we will provide tips and guidelines for crafting a compelling job announcement that will help you attract top talent to make you some money.

1. Start with a strong headline.

Any continuity professional will tell you they have scrolled past hundreds of job posts and found every one looks the same. During "the scroll", there are a few things that will make us stop and read further.

The Headline!

The headline is the first thing a candidate will see, so it is essential to make it attention-grabbing. Use action words to describe the job and make sure to include the job title. For example, instead of “Looking for a new employee,” try “We’re hiring a Marketing Manager.” And ensure the headline accurately reflects the position. Do not include “director” if they are not expected to oversee the management of a company and ensure it achieves its strategic goals and objectives.

2. Clearly state the job duties and responsibilities

Provide a clear and detailed description of the job, duties, and responsibilities. Use bullet points to make it easy to read and highlight the most important aspects of the job. Make sure to include any necessary qualifications, such as education or experience, and any required skills or certifications

3. Highlight the company culture and values.

A true professional (the type that you actually want to work with) will be interviewing you. Their time is valuable, and you are not the only company in the world. Candidates want to know what it is like to work for your company, so be sure to highlight your company culture and values. Share what makes your company unique and what you stand for. This can help attract candidates who share your values and are a good fit for your company. In short, sell yourself.

4. Include information about compensation and benefits.

Salary and benefits are a critical factor for most job seekers, so make sure to include this information in your job announcement. We talk and we are going to find out anyway. Be as specific as possible about compensation, including any bonuses or incentives. If your company offers unique benefits, such as flexible working hours or remote work options, be sure to mention them. This is 2023, not 1973.

5. Make it easy to apply!

We are only going to give one bit of advice – DO NOT MAKE CANDIDATES FILL IN 3 PAGES OF INFORMATION AND THEN HAVE THEM UPLOAD A RESUME! STOP!

6. Proofread and edit.

Before publishing your job announcement, proofread and edit it carefully. Make sure there are no spelling or grammar errors and that the formatting is consistent.

We are judging you.

Just like a resume, a well-written and error-free job announcement can help convey a professional and organized image to candidates.

Crafting a compelling job announcement is essential to attracting top talent to your company. By following these tips and guidelines, you can create a job announcement that is clear, concise, and engaging, making it easier for you to find the best candidates for your open positions.

Continuity of operations planning is a critical component of any organization. However, many people may not fully understand the scope and importance of COOP planning. COOP is more than just data backup and recovery; it involves identifying critical business functions, developing alternate procedures, and training employees. COOP planning is an ongoing process that requires a cross-functional team effort, and it should be aligned with the organization's risk management strategy.

In today's world, business continuity planning has become increasingly critical. Companies and governments are realizing that they need to be prepared for disruptions such as natural disasters, cyber-attacks, or pandemics to minimize their impact on operations. However, many people still don't understand the full scope of continuity of operations (COOP) planning and its importance.

COOP is more than just backup and recovery.

One of the most common misconceptions about COOP is that it's only about backing up data and recovering it in the event of an outage. While data backup and recovery are important components of COOP, they're only part of the picture. A comprehensive COOP plan also involves identifying critical business functions, developing alternate procedures for performing those functions, and training employees on those procedures.

For example, if a company's headquarters are damaged in a natural disaster, a COOP plan would ensure that essential operations can continue at an alternate site. This may involve moving critical staff to the alternate site, ensuring that necessary equipment is available, and establishing alternate communication channels.

COOP is not a one-time event.

Another common misconception about COOP is that it's a one-time event. Companies may assume that once they've developed a plan, they can check it off their to-do list and move on. However, COOP planning is an ongoing process. Business continuity plans need to be reviewed and updated regularly to reflect changes in the organization's structure, business processes, and IT environment.

Additionally, testing, and exercising COOP plans are crucial to ensure they're effective. Conducting regular drills and exercises can help identify weaknesses in the plan and improve its effectiveness.

COOP requires a cross-functional team effort.

COOP planning involves more than just the IT department. A successful COOP plan requires a cross-functional team effort involving personnel from various departments, including finance, operations, human resources, and legal. Each department plays a critical role in developing and implementing the plan.

For example, the finance department may need to ensure that adequate funding is available to support COOP initiatives, while the human resources department may be responsible for ensuring that staff are trained on alternate procedures and that adequate staffing is available at alternate sites.

COOP should align with the organization's risk management strategy.

COOP planning should be aligned with the organization's overall risk management strategy. A comprehensive risk assessment should be conducted to identify potential threats and vulnerabilities to critical business functions. This assessment should be used to inform COOP planning and identify areas where additional measures may be necessary to mitigate risks.

For example, if a company operates in a region prone to natural disasters, it may need to consider investing in redundant systems and backup power sources to ensure continuity of operations in the event of an outage.

In conclusion, continuity of operations planning is a critical component of any organization. However, many people may not fully understand the scope and importance of COOP planning. COOP is more than just data backup and recovery; it involves identifying critical business functions, developing alternate procedures, and training employees. COOP planning is an ongoing process that requires a cross-functional team effort, and it should be aligned with the organization's risk management strategy. By understanding these key concepts, organizations can develop effective COOP plans that minimize the impact of disruptions on their operations.

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.

he Larry is a framework for crisis management that uses the example of the television show "Curb Your Enthusiasm" to illustrate the key skills and qualities that are needed to respond effectively to a crisis. The Larry is based on the idea that crisis management, like improvisation, requires the ability to think on your feet, communicate effectively, and be flexible and adaptable. The Larry can be used to help continuity professionals explain their role to others and to prepare for a crisis.

Last week I hosted a training class for those brave souls that work with me in my organization’s continuity program. I like to selfishly use things that I enjoy to add color to the concepts that we teach in continuity. One of my tried-and-true examples for crisis management is to equate the management team to a kitchen in a Michelin-starred restaurant where the continuity professional is the sous chef - not in charge but is responsible for the orchestration of the operations.

This has served me well over the years but recently I began adding a more apt example to this.

I call it The Larry.

The Larry begins and ends with “Curb Your Enthusiasm”, HBO’s semi-improvised comedy show, and its creator Larry David. My example relies on an understanding of the inner workings of the show and its production. While the show does have an outline or general story idea for each episode, it is known for its unique approach to scripting and its use of improvisation. This process allows the show to create episodes that have a sense of controlled chaos and spontaneity, which are the tent poles for The Larry.

In "Curb Your Enthusiasm," the overall structure and main plot points of an episode are typically outlined in a detailed summary or treatment. This summary serves as a rough guide for the actors, providing them with an understanding of the scene's purpose and the direction of the story. This is equal to the all-hazard continuity plans that we create. However, the dialogue itself is mostly improvised, with the actors relying on their improvisational skills to create the lines and interactions in the moment. This improvisation is the key and what we as continuity professionals need to focus on.

The show benefits from the comedic talents of its cast, who are skilled at improvisation and working with one another's energy. Larry often sets the tone and direction of a scene through his own improvisations.

We are Larry. Do you see?!

In our world, setting the tone and direction should result in a smooth resumption of operations, but all of this is reliant on the right actors – another job that we will need to fill because an operation with ill-fitting actors will look bad and be cancelled.

Here are a few quick takeaways:

1. Both crisis management and improvisation require the ability to think on your feet and adapt to unexpected situations. Larry often finds himself in situations that he did not plan for. He must think quickly and come up with creative solutions to get himself out of trouble. This is like what governments or businesses face when a crisis occurs. They need to be able to respond quickly and effectively, even if they don't have a pre-planned response.

2. Both crisis management and improvisation require the ability to communicate effectively. Larry (YOU) often finds himself in situations where he needs to communicate effectively with others. He must be able to explain himself clearly and concisely, even when he is under pressure. This is exactly what you need to do when responding to a crisis. You need to be able to communicate clearly, even when the situation is complex or uncertain.

3. Both crisis management and improvisation require the ability to be flexible and adaptable. "Curb Your Enthusiasm" is a show that is constantly evolving and Larry (YOU!!!!) is always coming up with new ideas and unexpected twists. This requires the cast and crew to be flexible and adaptable. They need to be able to change their plans as needed to accommodate the situation. Crises are often unpredictable, and you will need to be prepared to change plans as needed.

In conclusion, we all may not be bald geniuses like Larry, but we sure can act like it. Using his role in the production of “Curb Your Enthusiasm” can help us explain what we are trying to do in continuity and help people play their part.

Hopefully this will allow is to have a prettaaay, prettaaay, prettaaay good recovery.

The world of IT is changing quickly. You might want to bolster cybersecurity teams' capabilities and reduce the risk of cyber attacks.

In today's digital age, cybersecurity threats have become increasingly sophisticated and frequent. Organizations, both big and small, are vulnerable to these threats and need to have strong defenses in place to safeguard their valuable assets. One of the most significant threats to a company's operations is malware. It is a type of malicious software that can harm an organization's computer systems, networks, and databases, leading to data breaches, system downtime, and reputational damage. In this blog post, we will discuss the dangers of malware in the operations of a company and the need for planning to continue business.

Recently, SonicWall published its bi-annual Cyber Threat Report, which detailed an increasingly diversified cyber-attack landscape amid shifting threat actor strategies. While global ransomware volume has decreased, there has been an 87 percent increase in Internet of Things (IoT) malware. Threat actors are likely to be probing soft targets to leverage as potential attack vectors into larger organizations, the report suggests. This shift towards slower and more stealthy approaches to achieve financially motivated cyber-attacks has made companies vulnerable to cyber threats.

The study conducted by Forrester Consulting, commissioned by Immersive Labs, reveals that despite high confidence in overall resilience, cyber security teams are insufficiently prepared for threats. About 82 percent of respondents agree they could have mitigated some to all of the damage of their most significant cyber incident in the last year if they were better prepared. More than 80 percent don't think, or are unsure whether, their teams have the capabilities to respond to future attacks.

The inconsistency in cyber security team confidence is also troubling. Respondents’ initial responses express confidence in overall team resilience, but when asked specifically about how prepared the team is for another attack or how effectively the team resolves incidents, confidence plummets. This lack of preparedness can lead to increased vulnerabilities, making organizations more vulnerable to cyber threats.

Moreover, the study revealed that only 17 percent of respondents consider their cyber security team to be fully staffed. Additionally, nearly half of the respondents admit they aren't able to measure cyber capabilities, further eroding confidence in the organization's preparedness. The lack of cyber-attack prevention and damage control can lead to an increased risk for companies.

To mitigate such risks, the study recommends a people-centric cyber security culture shift. Cyber security teams are facing growing pressure from senior leaders, with 84 percent of respondents agreeing that cyber security teams feel increasing pressure to be prepared for the next cyber-attack. While the threat landscape is becoming more challenging, fewer than 60 percent of senior leaders are sharing breach readiness and incident response results. In addition, over half (55 percent) agree that their cyber security team doesn’t have the data needed to demonstrate readiness to properly respond to cyber threats.

Less than one-third (32 percent) believe their organization has a formal strategy to ensure cyber resilience. Moreover, 83 percent of respondents think their cyber security team is understaffed, and 94 percent experienced at least one talent management challenge with the cyber security team. Traditional cyber security training methods are also insufficient to ensure cyber resilience. Leveraging effective people-centric approaches, such as live simulations, and progressive, career-path-aligned online training and upskilling can bolster cyber security teams’ capabilities and, in turn, their organization's cyber resilience.

In conclusion, cyber threats continue to pose a significant risk to organizations globally, with malware being a significant threat to operations. Companies must prioritize cybersecurity and implement robust measures to protect their systems, networks, and databases. A people-centric approach to cybersecurity, coupled with strategic planning and regular training, can help companies be better prepared for cyber threats and reduce the risk of cyberattacks. It is essential to develop a culture of cybersecurity within the organization to ensure that everyone takes responsibility for safeguarding the company's operations.

In this profession, you will work WITH a lot of great people. Rarely will the proper number of people work FOR you. It's time for creativity, emotional intelligence and a lot of flexibility.

I want to tell you a secret. Continuity planning isn’t always front and center in an organization. This is why I believe the majority of your job (or potential job) is using soft skills to get things done. An issue you may (WILL) run in to will be the lack of direct power to execute your mission. This will inevitably lead to you managing a team of great people that don’t work for you, but rather they work with you.

To be clear, managing a team of people who don't work for you can be a challenging task, but it’s not impossible. Here are a few tips that might help:

· Set clear expectations early: It is important to establish clear expectations with the team members at the outset. Be sure to communicate the project goals, timelines, and responsibilities of each team member. This will help ensure that everyone is on the same page and working towards the same objective. The way you frame this will imply authority, even if you don’t explicitly have that authority. Your mileage may vary.

· Provide regular feedback: Providing regular feedback to the team members is essential in ensuring that they are performing their tasks effectively. Schedule regular check-ins and status updates to discuss progress and identify any issues that need to be addressed by them. A good idea would be to frontload these meetings so they are expected and harder to cancel.

· Build relationships: Building relationships with the team members is crucial for effective collaboration. Take the time to get to know each team member and understand their strengths and weaknesses. This will help you to allocate tasks effectively and (ridiculously small d) delegate responsibilities accordingly. Remember – IMPLIED AUTHORITY.

· Encourage collaboration: Encourage collaboration between team members to promote a sense of teamwork and shared responsibility. Encourage open communication and ensure that team members have the resources they need to work together effectively.

· Foster a positive work environment: Foster a positive work environment by acknowledging and recognizing the contributions of team members. Celebrate milestones and accomplishments, and provide opportunities for team members to bond and socialize. Since these folks don’t work for you, you need to make this the most relaxed experience ever. Plan ahead and be flexible.

Being nice is often viewed as a fundamental trait in human interaction, and this holds true in the world of continuity planning.

If you are new to the world of continuity, you may eventually begin seeking advice on how to be the best planner you can be. The gathering and use of advice is the secret sauce the creates many successful people.

In this case, starting a new profession can be both exciting and overwhelming. You are trying to learn the ins and outs of your job, impress your colleagues and superiors, and establish yourself in your new workplace. While it may be tempting to focus solely on your job responsibilities, it is important to remember the value of being a nice person when you are new to a profession.

Being a nice person can make a significant impact on your success in continuity. Here are some reasons why:

· Building relationships: When you are new to a profession, it is important to build relationships with your colleagues. Being friendly and approachable can make it easier for your colleagues to connect with you, and it can help you build a strong network within your workplace. This principle applies to others that you may interact with. Building relationships can also help you learn about your job, as your colleagues can offer you advice and guidance as you navigate your new position.

· Improving teamwork: Please believe me when I tell you this: continuity requires teamwork. Being a nice person can improve your ability to collaborate effectively with your colleagues. When you are friendly and supportive, your colleagues are more likely to want to work with you, which can help you achieve your goals more quickly and efficiently.

· Enhancing your reputation: Your reputation is important, especially when you are new to a profession. Being nice can help you establish a positive reputation in your workplace. Your reputation is what gets you into places you need to be. Your colleagues and superiors are more likely to view you as a collaborator and someone who is easy to work with if you are friendly, kind, and respectful.

· Increasing job satisfaction: When you are new to a profession, it can be challenging to adjust to your new job and workplace. Being a nice person can help you feel more comfortable and confident in your new position. When you have positive relationships with your colleagues, it can make your work environment more enjoyable, and it can increase your overall job satisfaction.

In summary, being a nice person when you are new to a profession can have a significant impact on your success. It can help you build relationships, improve teamwork, enhance your reputation, and increase your job satisfaction. So, as you embark on your new job, remember the importance of being friendly, approachable, and respectful. Your kindness can go a long way in helping you succeed and will give a good name to continuity planners and managers around the world.

Learn about crisis management the same way I did. Watch a movie!

Many headlines for the past few days have been focused on the happenings at Silicon Valley Bank and the resulting contagion within the financial industry. I believe this to be a fitting time to bring my career and one of my favorite movies onto the same plane. The career is business continuity, and the movie is “Margin Call”.

For those of you they have suffered the indignities of not watching this work of art, ​​"Margin Call" is a 2011 movie that tells the story of a group of employees at a Wall Street investment bank who discover that the firm's holdings of mortgage-backed securities are on the verge of causing a catastrophic financial collapse.

As it relates to what we all do as professionals, there are several takeaways in this movie. In general, ​the movie highlights the importance of crisis management, a key component to a continuity capability, in several ways:

· ​Identifying the crisis: The first step in crisis management is to identify that a crisis exists. In "Margin Call," the crisis is identified by one of the risk management employees who discovers that the firm's mortgage-backed securities portfolio is much riskier than previously thought. A key aspect here is that the identifying employee was not one of the highly compensated employees. No, they were simply doing their boring job in risk management and deemed it necessary to take a risk by telling their boss that there was a big problem.

· Assessing the risks: Once the crisis has been identified, the next step is to assess the risks associated with it. In the movie, the risk management team calculates that the firm will face losses of over $8 billion if it doesn't take immediate action. The movie also illustrated the need to see the larger picture because the identified risk was not just with their firm but, like in today's, news the contagion could spread to other financial institutions. This information needed to be considered in order to make a good decision.

· Communicating with stakeholders: Crisis management involves communicating with stakeholders, such as clients, shareholders, and employees, to keep them informed about the situation and any actions being taken by the organization. In the movie, the firm's executives hold a series of meetings with key stakeholders to explain the crisis and what they are doing to manage it.

· Taking action: The most critical, and sometime scary, aspect of crisis management is taking action to mitigate the crisis. In "Margin Call," the firm's executives decide to sell off the toxic mortgage-backed securities portfolio to minimize the losses and stabilize the company's financial position. This was a fateful decision because it supercharged the contagion while offering the possibility of the saving the firm.

· Learning from the crisis: Crisis management also involves learning from the crisis to prevent similar situations from occurring in the future. In this case, the risk management team discovers that the firm's risk models were flawed and did not adequately account for the risks associated with mortgage-backed securities.

​Overall, "Margin Call" underscores the importance of crisis management in preventing catastrophic financial losses and maintaining the trust of stakeholders. It highlights the need for quick and decisive action, effective communication, and ongoing efforts to improve risk management processes to prevent future crises.

Throughout my extensive 15+ year career in continuity planning, I have operated as a lone force, dedicating countless hours to researching and meticulously crafting policies before releasing them into the professional sphere. While the autonomy of being a continuity professional can be invigorating, it can also lead to a sense of isolation. Recently, I have embarked on a mission to foster collaboration among my colleagues in pursuit of several fundamental objectives:

· Building Consensus: I yearn for it! Although I can accomplish a great deal independently, the impact is magnified when we work together. Policies alone do not create the desired impact; it's the right person articulating the right message at the right moment that truly makes a difference.

· Fostering a Community: While consensus focuses on "acceptance and active support," the concept of a community carries deeper significance due to the shared connections it embodies. These connections form the foundation of what I am striving to achieve: togetherness.

Togetherness is the cornerstone of unity and shared purpose. This unity and shared purpose propel any team to greater heights, as they represent the profound sense of contributing to something larger than oneself, a concept that encourages individuals to collaborate, strive, and succeed together.

Why Togetherness Matters in Pursuing Significant Goals in Continuity Planning:

· Enhanced Motivation and Productivity: Togetherness acts as a potent motivator. When individuals perceive themselves as integral team members with a common mission, their intrinsic motivation soars. This heightened motivation directly translates into increased productivity, as team members recognize that their contributions significantly impact the team's overall success.

· Overcoming Challenges: Challenges are an inevitable part of any substantial endeavor. Nevertheless, when people join forces, they tap into a collective strength that enables them to confront and conquer obstacles collaboratively. The shared knowledge, resources, and diverse perspectives that accompany togetherness foster creativity and innovation. Team members can bounce ideas off each other and devise inventive solutions to intricate problems.

Continuity planning, by nature, requires a repertoire of creative solutions to complex problems.

· Promoting a Positive Work Environment: Togetherness nurtures a positive work atmosphere. When individuals experience a sense of unity and shared purpose, they are more inclined to support and uplift one another. This camaraderie fosters a workplace where employees feel content, motivated, and driven to perform at their best.

Togetherness, specifically the unity and shared purpose it embodies, is vital for a continuity program. It ensures that everyone is actively engaged and aligned toward the same objectives. With togetherness, decision-making becomes more straightforward, actions more decisive, and challenges more surmountable.

The sirens wail, the ground shakes, the power cuts out – in the chaos of a disaster, the human instinct is to react, to scramble for solutions. But in the world of emergency management and business continuity, a crucial truth holds firm: the most effective response starts not with a solution, but with a deep understanding of the problem.

Think of it like this. A hurricane barrels towards your city. Do you rush to deploy drones for damage assessment, or do you first pause and ask: what are the most vulnerable communities? Where are the critical infrastructure points? What are the historical vulnerabilities of this region? By prioritizing problem-first thinking, you shift from a reactive mode to a proactive one, crafting a response that is tailored to the specific needs of the situation, not just a one-size-fits-all technological fix.

This isn't just theoretical. Consider the aftermath of a major earthquake. Throwing drones at the problem might seem like a quick fix for assessing damage, but what if the real need is for search and rescue teams navigating collapsed buildings? Or perhaps the most pressing concern is establishing communication lines in isolated areas, not aerial imagery. Chasing the latest technology for the sake of it can lead to wasted resources and missed opportunities to address the actual challenges at hand.

This "solution trap" isn't unique to natural disasters. In business continuity, we often fall into the same pattern. A cybersecurity breach occurs, and the immediate response is to implement a new firewall, neglecting to first analyze the attack vector, identify the vulnerabilities in the system, and address the underlying security culture. Or perhaps a sudden drop in productivity leads to a flurry of project management software adoption, without addressing the root cause – employee burnout, unclear communication, or ineffective leadership.

The key lies in embracing problem-first thinking. This means:

Deeply understanding the threat landscape: In emergency management, this involves analyzing historical data, conducting vulnerability assessments, and engaging in community outreach to identify potential risks. In business continuity, it means understanding the organization's critical functions, identifying potential disruptions, and conducting regular simulations to test response plans.

Prioritizing human needs over technology: Remember, technology is a tool, not a solution. Focus on the people who will be impacted by the emergency or disruption, and tailor your response to address their immediate and long-term needs.

Embracing collaboration and diversity of thought: Noone has all the answers. Bring together experts from different fields, community leaders, and affected individuals to brainstorm solutions and ensure a comprehensive response.

Learning from experience: Every emergency and disruption is an opportunity to learn and grow. Analyze what went well, what went wrong, and use that knowledge to refine your plans and preparedness strategies.

By prioritizing problem-first thinking, emergency management and business continuity professionals move beyond the allure of the shiny new solution and towards a future where preparedness and response are truly effective, efficient, and human-centered. In the eye of the storm, it's not the latest gadget that will save lives and livelihoods, but a deep understanding of the problem at hand and the courage to craft solutions that are as unique and adaptable as the challenges we face.

Let this be the year we break free from the solution trap and embrace the power of problem-first thinking. Let it be the year we build a world where, even in the face of disaster and disruption, we can weather the storm with resilience, resourcefulness, and a profound understanding of the human experience.