Voici comment vous pouvez utiliser la confiance pour prendre des décisions difficiles dans des situations d’urgence.

Trust gives every member of your team, stakeholder of your programs and member of your community a cause to believe in you. This must be built before an emergency situation arises. Build relationships, share dialog and make sure you understand what’s important to these parties so you can move at the speed of relevancy when it counts.

Trust builds confidence, enabling quick, decisive action in emergencies. With trust, team members believe in each other's abilities. This mutual confidence reduces hesitation. Clear roles and communication emerge. Trust fosters unity, making difficult decisions more manageable. In crises, trust-based confidence ensures effective, timely responses.

D'après ma propre expérience, la confiance commence par soi-même en situation d'urgence. Pourquoi, par ce que l'équipe autour de vous estime sa propre foi en ses capacités, son aptitude à réagir et sa résilience en observant autour d'elle-même, particulièrement la personne qui fait office de leader. Un leader fort en situation d'urgence est un atout indiscutable pour son équipe.

Yes , in my opinion Confidence in emergencies situatiosn comes from trust - the trust in ourselves and in our teams . With trust as our foundation, we can lead with confidence when it matters most. I will say that the trust can be built through combination of tools like , knowing teams abilities and skills , enhancing with regular training, clear communication, assigning clear role and responsibilities. Becuase as an emergency responders, creating a culture of trust is key to our success and keeping people safe.

You have to start 'bridge building' before an emergency situation; trust is so hard to get - but so easy to lose - so you have to constantly work to cultivate it in your organization.

In my openion in an emergency, information is important in several aspects , Staying informed about what is happening gives confident to make timely, effective and rationale decisions. The one who is leading should actively find the latest updates, understanding the emergency situation, and knowing about all the resources available to be ready to take the decision once requried. When someone is well-informed, he or she can evaluate options more accurately and anticipate what might happen. And definitely it boosts the confidence in the choices to make.

Being well-informed in an emergency is essential for effective decision-making. It empowers you to navigate the situation with confidence and ensures that you can respond swiftly and accurately, ultimately leading to better outcomes. Actively seeking information and understanding the context enhances your ability to manage emergencies efficiently.

Being informed helps you understand the situation better. Knowledge reduces uncertainty and fear. It allows you to assess risks accurately. With clear facts, you can make decisions swiftly. This builds your confidence. Confident actions are more effective. In emergencies, quick and confident decisions can save lives.

It is always very important to have clear and updated information about the emergency situation. It helps to make your decision accordingly and change your plan of action as per the latest information we have during the Emergency. It's always helpful for deployment of resources and asking for backup resources. Simply, during an emergency you always need updated information to clearly make your decision to handle the situation and make your moves to safely complete the task.

Look for organizations to join that address the specific threats your industry will likely encounter; as a boss once told me: "You probably don't have to worry about frost bite in a desert - or heat exhaustion in the Arctic".

Managing stress helps maintain clarity and composure. This boosts confidence, which is crucial for making quick, effective decisions. In emergencies, a calm mind can assess risks accurately and choose the best actions. Confidence also instills trust in others, enhancing teamwork and overall response effectiveness.

La situation stressante des urgences est un facteur incontournable à gérer avec ses équipes. Cependant elle peut nécessiter le recours à un accompagnement extérieur, voir personnalisé en fonction de la résilience de chaque individus pris individuellement ou de l'entièreté du groupe. D'autres mesures de prévention du stress et de ses impacts négatifs peuvent être entrepris par des formations et apprentissage de comportements adéquats sans oublier le rapatriement et la prise en charge à faire pour les cas extrêmes.

O controle de uma emergência, passa originalmente pelo controle emocional dos envolvidos na faina de contingenciamento. Decisões claras e objetivas, são sempre tomadas, partindo de quem está calmo e seguro de seus passos. O estresse, no momento das emergências, só contribuem para criar dificuldades e atrasos.

First, preparation involves thorough training, simulations, and understanding roles and responsibilities beforehand, which can reduce uncertainty and anxiety during crises. Mindfulness techniques such as deep breathing, staying focused on the present moment, and maintaining a positive mindset can help individuals stay calm under pressure. Additionally, utilizing effective coping strategies such as delegation of tasks, seeking social support from team members, and taking short breaks when possible can prevent burnout and maintain cognitive clarity. Regular debriefings after emergencies also provide opportunities to reflect, learn, and improve responses, fostering resilience and preparedness for future challenges.

Seeking input from team members and addressing the situation collectively ensures comprehensive decision-making. As a leader, you may not always have all the answers, but leveraging the expertise of your team can lead to valuable and effective outcomes during emergencies.

Numa emergência, as lideranças surgem de onde menos se espera, muitas vezes não importando funções de comando. Portanto, humildade e respeito por idéias vindo de subordinados, podem contribuir para a solução. Sempre devemos estar abertos a ouvir e considerar opiniões de quem quer que possa estar contribuindo para safar as dificuldades, independente de cargo, patente ou função. O que não se pode é perder o controle do comando das tarefas.

Flexibility helps you adapt quickly in emergencies. Confidence guides your actions, reducing hesitation. Together, they enable clear decision-making. Flexibility allows for rapid change, while confidence ensures you trust your choices. This combination minimizes errors and maximizes effectiveness in critical situations. Thus, you handle emergencies with greater success.

Constantly,cross breeding of Team members opinion in a Team is important to choose, superior opinion collectively, will assist in Team building, trust, strength to accomplish Task!

The ability to switch gears in a crisis is a must. Be open to the suggestions of others -- just because you've "already made a decision" doesn't mean you cannot change your mind based upon a new perspective or intel. It's not "wishy-washy" -- it's adaptive processing of information to make the best call in the moment.

Clear communication builds confidence in emergency situations. It ensures everyone understands the plan. This reduces confusion and panic. Confident decisions are made quickly. This can save lives and resources. Clear instructions guide effective actions. Thus, clarity and confidence are crucial for navigating emergencies successfully.

É importantissimo usarmos a comunicação em cadeia fechada. Checar se o time entende e reproduz com clareza seu objetivo. Isso garante que a comunicação ira chegar da melhor maneira a ponta entregando o melhor resultado.

Many experienced emergency managers are intuitive decision-makers, and this sometimes gets in the way with trying to explain the rational reasons for some of their decisions, in order to to get employees' buy-in and support in carrying out the decision. With seasoned individuals in crisis situations, the brain works very efficiently on auto pilot in quickly comparing the present situation with the past experience data base to determine the best course of action at the moment. If it works out, no explanation of the unconscious "reasoning" is usually needed; but if things go sideways, it is important to assess the quick intuitive decision-making process, after-the-fact (when it is easier to do), to see the reasons for the decision failure.

Etre un bon communicant avoir les réponses claires et précises devant chaque situation et avoir confiance en soi afin de véhiculer clairement tes pensées .

Communication is the wire of a Team, should be maintained and sustained through out the assignment for a Task to be accomplished, within Target Time!

There is no substitute for experience, but in our field that experience may not always be yours and it may not be relevant soon. Cultivate a sturdy lessons-learned process so others can learn from your experiences and vice versa. We talk about bad days using terms like 100-year storms. This means some of us will be fortunate enough to never experience them, but if those of us who do record our experiences, we can pay it forward to the next team who will.

Historically, an After Action Review(AAR) provided us with an opportunity for everyone involved to bring something to the table. If your leadership goal is to provide opportunities for growth, face-to-face communications while things are fresh will highlight your doers and motivate your juniors. Instilling good mental and written notes during the event can be keen especially if accurate times and locations are captured. A good scribe is hard to find but AARs will instill everyone is taking notes, and when able, bringing together gaps can prove very rewarding.

It’s not just about having confidence, confidence comes from knowledge and I was told once that we have law books, processes and procedures, ethics and compliance, there is a book of rules for everything and to always lean on these books for everything and you can’t go wrong.

The True Leader will carry themself in a centered fashion that guides their team. Confidence is developed through focusing on several areas. First, conducting an honest self-assessment places you on the sliding scale of success and failure during a career. If one cannot determine their own status they are not fit to conduct performance reviews on others. Second, know the terrain you signed up for. Dig into the job, learn the fundamentals, read the policies, and disseminate that content to your team. Finally, log professional experiences, both positive and negative in the forefront of your mind when responding to calls for service. Confidence comes from knowing who you are.

Training prior to an emergency, as well as recovery, is crucial because it enables individuals, organizations, and communities to respond swiftly and effectively, minimizing loss of life, property damage, and disruption. By identifying potential risks and establishing clear protocols and resources in advance, you touch on all of these points that are already outlined. Pre-planning ensures that critical functions can continue, communication remains clear, and emergency services are coordinated. This foresight not only reduces panic and chaos during a crisis but also accelerates recovery and helps build resilience, transforming the way we cope with and recover from emergencies.

the role of emotional intelligence in decision-making during emergency situations is crucial. By recognizing and managing emotions, individuals can make more effective decisions in high-stress environments. Moreover, emotional intelligence enhances empathy, adaptability, and leadership skills, all of which are essential in emergency response. Cultivating emotional resilience further strengthens decision-making abilities in emergency scenarios.

All of these items on this list are great. There is one thing I found to add with confidence. Once a decision is made. You have to follow through with that course of action. It could be a mindset, but WILLING a outcome makes for confidence.