Every day, millions of people carry out the same familiar routines at work. Machine checks. Equipment inspections. Driving a route. Entering data. Actions performed so often that they almost happen on autopilot.
When a crisis strikes, it is not the plan on paper that determines survival, but the people trusted to lead. For senior executives, the ability to guide an organisation through uncertainty has become one of the most critical tests of leadership. Events in recent years — from severe UK weather events to global supply chain breakdowns — have made one thing clear: crises are no longer rare, and leadership under pressure must evolve.
Every organisation knows that emergency training is essential. Fire drills, evacuation plans and safety briefings have become standard across most industries. Yet when a real crisis unfolds, many of these same organisations find that their carefully rehearsed procedures do not work as expected.
The way we work has changed faster in the last five years than in the two decades before it. Remote, hybrid and field-based roles are now common across almost every industry. Yet as the workforce becomes more mobile, the traditional concept of “duty of care” has struggled to keep pace.
Every organisation talks about safety, but few talk about tiredness. Fatigue is one of the most underestimated risks in the modern workplace. It creeps in quietly, blurs judgment, and makes skilled professionals prone to errors they would never normally make.
