Life is full of uncertainty, we’ve just got to learn to live with it

a journey full of risks

Postdoctoral Fellow and Clinical Psychologist, Centre for Emotional Health, Macquarie University

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Danielle Einstein is Director of Distinct Psychology, a clinical psychology specialist practice in Bondi Junction.

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a journey full of risks

Experiments dating back to the 1960s show people have less of a reaction to viewing an unpleasant image or experiencing an electric shock when they know it’s coming than when they’re not expecting it. That’s because uncertainty, a long-known cause of anxiety , makes it difficult to prepare for events or to control them .

People vary in their desire to minimise uncertainty. Those who react by worrying focus on potential threats and risks such as “what if I don’t get the promotion?” or “what if I get sick?”. Worry can be useful when it leads to adaptive behaviours that reduce threat, but chronic worry may cause harmful levels of stress that can affect heart health and the functioning of the immune system, among other things.

Our bodies may display subtle reactions to uncertainty, which we may not notice. One experiment showed people who dislike uncertainty had increased blood pressure when anticipating threat. When our bodily reaction is a strong one, we tend to recognise and label it as anxiety, but when it’s more subtle, we often fail to see it despite its effect.

These internal reactions to uncertainty are normal, but they can lead us to act in impulsive ways that undermine our self-confidence, so it’s important to become aware of them.

Not all bad

Dislike of uncertainty is associated with a number of mental health issues including eating disorders, social anxiety, anxiety disorders and depression . And people who say they dislike it immensely report more of these disorders occurring at the same time.

But not everything about uncertainty is bad news; while it can make negative events worse, uncertainty also makes positive events more exciting.

In an experiment about the contribution of uncertainty to romantic attraction, a group of female university students were told that attractive males had seen their profile and may or may not have liked them. Meanwhile, a second group was told the attractive males had definitely liked them. The women who were not certain about whether they were liked were more attracted to the men than those certain about being liked.

a journey full of risks

Difficulties arise when our responses to uncertainty are inflexible and rely on attempts to control it. The more we try to avoid the distress uncertainty brings, the less we’re able to develop the ability to effectively handle uncertain situations. And if we choose to focus on avoiding distress , we may not stretch ourselves by trying out new activities, for instance, or speaking to new people. This reaction can prevent us from having positive experiences that build our self-confidence.

Indeed, rigidity, which is the opposite of flexibility, underlies unhealthy responses to many psychological problems. We know this from psychological research in thinking styles and perfectionism. As life is never perfect, we need to be at ease with making mistakes, learning from them and lowering or changing our goals when they are thwarted. People who are flexible tend to be more willing to reflect on disappointments, access appropriate emotional support and be less self-critical.

Managing uncertainty

Many of us struggle with uncertainty, so here are a few things you can do to help manage it.

1) Decide whether an issue is important. Most people feel vulnerable when faced with a threat to their health, for instance, or a big event such as the sale of their house. But, sometimes a bodily reaction to uncertainty will be triggered in less obvious circumstances. Work, finances, competition, parenting and friendships all have potential to spark discomfort, tension and other negative feelings.

2) Take action when your uncertainty reaction has been triggered and recognise its effect on your body. If it’s causing anxiety, do a short meditation . This may not only be of immediate help but will also assist by making you mindful of how your body reacts to uncertainty. Ultimately, it might help you tolerate feelings of uncertainty rather than spend time on fruitless worry.

3) Recognise thought errors that try to pull you into worry. “ Catastrophising ”, for instance, is the tendency our minds have to exaggerate all the things that could go wrong. Once we recognise this human tendency, we can learn to challenge or even ignore our worries.

4) Don’t get taken for a ride by an uncertain situation or your reaction to it. Allow yourself to have negative feelings; they are normal after all. If you need to, talk to someone about your concerns and come back to your own ability to withstand disappointment.

a journey full of risks

Sitting with uncertainty requires patience. In order to build patience, you may need to set a realistic time frame on when the current situation will be resolved and postpone thoughts about it until that time has elapsed. In the meantime, absorb yourself in an activity that you enjoy or that has the power to distract you.

5) If the uncertainty resolves and you do experience a major disappointment, open up to trusted others. Allow yourself to reflect on what this means to you. The more we open up and talk with others, the more emotions disperse (slowly but surely). The process of reflection and allowing feelings is different to indulging worries about uncertainty.

Being open to this process allows us to adjust our expectations and move our energy and goals to areas where our expectations can be met. If a promotion at work does not come through, for instance, you may choose to put time into a sport or music, which you may not previously had time to prioritise.

Uncertainty is a part of life and it can’t be avoided. The best way to deal with it is to learn techniques that help you live with it, without the accompanying worry.

If you would like to learn about whether reactions to uncertainty can be altered in school programs , or in one-session internet-delivered programs for adults, click here , or email [email protected]

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What is a Journey Management Plan? A Comprehensive Guide

  • Ossian Muscad
  • April 3, 2023
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Journey management plans are essential for road journeys' safety and efficiency. Here's how to create them, and why they're so important.

Last Updated on April 3, 2023 by Ossian Muscad

Journey management plans are essential for ensuring road journeys’ safety and efficiency. Whether you’re traveling for business or pleasure, journey management planning can help you to plan your journey in a way that minimizes risks and maximizes efficiency. With the right journey management plan template, you can ensure that all potential hazards and inconveniences have been accounted for before heading out on the road. In this guide, we’ll look at journey management plans, how to create them, and why they’re so important.

What is a Journey Management Plan?

A Journey Management Plan (JMP) is a document that outlines the procedures and measures to be taken to manage the risks associated with a journey, especially for employees who travel for work. The primary objective of a Journey Management Plan is to ensure that the journey is completed safely and efficiently while mitigating potential risks that could impact the traveler’s safety, health, and security.

A typical Journey Management Plan includes information on the purpose of the journey, the route, transportation mode, departure and arrival times, rest breaks, communication protocols, contingency plans, emergency procedures, and risk assessments. It also covers the responsibilities of everyone involved in the journey, such as the traveler, driver, supervisor, and support personnel.

Reasons Your Company Needs to Follow Journey Management Plans

There are several reasons why companies should follow Journey Management Plans (JMPs) when their employees travel for work. Here are some of the key reasons:

Employee Safety

The primary reason to follow a JMP is to ensure the safety of employees who travel for work. A JMP can help identify potential risks and hazards associated with travel and outline measures to mitigate them, such as safe driving practices, use of personal protective equipment, and access to emergency response services.

Legal Compliance

Employers are legally obligated to provide a safe work environment for their employees, including ensuring their safety during business travel. By following a JMP, companies can fulfill their duty of care responsibilities and comply with relevant health and safety regulations.

An incident involving an employee traveling for work can significantly impact a company’s reputation. Following a JMP can help demonstrate a company’s commitment to the safety and well-being of its employees, which can enhance its reputation and build trust with customers and stakeholders.

Cost Savings

Incidents during business travel, such as accidents, illness, or security breaches, can result in high costs for a company, including medical expenses, legal fees, and lost productivity. Following a JMP can help reduce the likelihood of such incidents and mitigate their impact, resulting in cost savings for the company.

Productivity

A JMP can help employees plan their trips more efficiently, reducing stress and improving productivity. In addition, by providing employees with clear guidelines and expectations, a JMP can help them stay focused on their work and achieve their business objectives while on the road.

Following a Journey Management Plan can help companies ensure the safety and well-being of their employees, comply with legal obligations, enhance their reputation, save costs, and improve productivity.

What To Include in a Journey Management Plan?

A Journey Management Plan (JMP) is a critical document that outlines procedures and measures to manage the risks associated with a journey, especially for employees who travel for work. Here are some of the essential elements that should be included in a Journey Management Plan:

  • Purpose of the journey: Clearly state the trip’s objective, including the destination, purpose, and expected outcomes.
  • Route: Identify the route to be taken, including any potential risks or hazards, such as road conditions or security concerns.
  • Transportation mode: Specify the mode of transportation, such as a company vehicle or public transportation, and provide guidelines on the safe use of each mode.
  • Departure and arrival times: Define the journey’s planned departure and arrival times, and establish guidelines for flexibility in case of unforeseen circumstances.
  • Rest breaks: Determine the frequency and duration of rest breaks during the journey, including rest stops for drivers.
  • Communication protocols: Establish communication protocols to be followed during the journey, including the frequency and methods of communication between travelers and support personnel.
  • Contingency plans: Identify potential risks and hazards that may occur during the journey, such as accidents or medical emergencies, and establish contingency plans to manage them.
  • Emergency procedures: Define emergency procedures to be followed in case of an emergency, including medical emergencies, security threats, or accidents.
  • Risk assessments: Conduct a risk assessment for the journey, identifying potential risks and hazards and establishing mitigation measures.
  • Responsibilities: Clearly define the roles and responsibilities of everyone involved in the journey, including the traveler, driver, supervisor, and support personnel.

By including these key elements in a Journey Management Plan, companies can ensure that they are adequately prepared to manage the risks associated with business travel, protect the safety and well-being of their employees, and comply with relevant health and safety regulations.

Create a Journey Management Plan Using a Low-code Platform

If you want to create a journey management plan quickly and easily, then a low-code app development platform like WaveMaker could be the ideal solution. With WaveMaker, you can rapidly develop journey management applications that enable users to capture journey details, complete risk assessments, generate reports, and more.

DATAMYTE is a quality management platform with low-code capabilities. The DataMyte Digital Clipboard , in particular, is a low-code workflow automation software that features a checklist builder. This tool lets you create a journey management plan using its intuitive drag-and-drop interface.

To create a checklist or form template using DATAMYTE, follow these steps:

  • Log in to the DATAMYTE software platform and navigate to the Checklist module.
  • Click on “Create Checklist” to create a new form template.
  • Define the title of the checklist and the category in which it belongs.
  • Use DATAMYTE’s low-code capabilities by adding items to the form template; click “Add Item.” You can define the description of the item, the type of answer required, and any other specifications, such as reference documents, acceptance criteria, or limits.
  • Assign appropriate personnel responsible for completing the form template and any required approvals, such as supervisors or quality assurance personnel.
  • Save the form template, and it will be available for use.

DATAMYTE also lets you conduct layered process audits, a systematic and regular review of critical process steps, focusing on the areas with the highest risk of failure or non-compliance. By conducting LPA with DATAMYTE, you can effectively identify and correct defects before they become major quality issues.

With DATAMYTE , you have the perfect solution for creating and implementing journey management plans. Book a demo with our team today to learn how DATAMYTE can help you create journey management plans that protect your employees and comply with regulations. 

Now that you know how to create journey management plans, you can ensure the safety and efficiency of your company’s business trips. With a journey management plan template and a low-code platform like DATAMYTE, you can rapidly create journey management applications, and conduct layered process audits to identify and correct defects. Get started today!

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Journey Risk Management (JRM) ®

Journey Risk Management ��� is a scientific approach towards making journeys safe and efficient. It includes recording the identified risk factors and corresponding mitigation measures on particular routes which could then be applied to create a route management process. It is a comprehensive tool for fleet owners, fleet managers and drivers.

a journey full of risks

Comprehensive management tool (CMT)

  • The process of determining the safety and efficient optimisation of movement of traffic within the defined highway environment.
  • Gives fleet managers the understanding of route conditions and facilities in order to make time, route & journey planning for their vehicles.
  • Provides drivers the confidence by understanding in advance the hazards they would face and prepares them to take preventive measures towards the avoidance of any untoward incidents.
  • Provide the drivers the information of facilities available on the route, which helps them in journey planning as well as to obtain timely support in case they encounter untoward incidents.
  • CMT becomes the basis of introducing technology in order to enhance safety, discipline, and optimisation of services. This also provides the basis of data collection and management of all possible domains.

The process of journey risk assessment

  • The JRM is a detailed though comprehensive exercise involving collection of primary and secondary data, interviews with stakeholders, which results in the:
  • Creation of a customized digital road network
  • Recording and analysis of accidents and potential risk areas including black spots, conducting traffic surveys and
  • Mapping of all types of services and facilities (Attraction, Education, Emergency, Lodging, Recreation, Restaurant, Transportation, Petrol stations etc.

Journey Risk Management (JRM) is an innovative dimension of research created at the IRTE towards understanding these interactions and devising a pre journey advice module for road users undertaking highway journeys.

Journey-Risk-Management-IRTE

Scope of work

The Journey Risk Management study is guided by the following general scope of work related to route observations:

Road characteristics

  • Road Condition: paved / unpaved and improvement plans
  • Number of lanes and how well they are maintained.
  • Toll roads with names of agency
  • Existing road width (including carriage & shoulders) and required/ proposed road width (including carriage way width and shoulders) for increased traffic and to facilitate the equipment movement up to 8 m width.
  • Turns and turning radius
  • Junctions & alignments- existing and improvements
  • Areas of heavy pedestrian movement
  • Schools, institutes, industrial areas etc.
  • Underpass section with specific height
  • Illumination condition
  • Visibility- obstructions such as trees, electrical poles, local undulations i.e. elevation difference due to humps etc.
  • Requirement of crash barriers, road signage, safety signage, mirror on blind spots, speed breakers, warning signage, cellular coverage/emergency phones in the route
  • Assessment of health of culverts, potential water logging areas.
  • Trucks parking space at site location and loading management.
  • Construction zones (construction material on road)

Traffic conditions

  • General traffic: movement of existing vehicles and effect of increased traffic volumes.
  • Incoming side tracks & traffic entering from aside roads
  • Pedestrian safety
  • Animal movement
  • Limitations in movement of traffic during night
  • Recommendation of speed limits in the area.

Facilities and services

  • Medical facilities (hospitals, clinics, ambulance), police station, police chowki, fire station, restrooms, lounges, hotels and restaurants, bank, ATM��s, public utilities, petrol pumps, crane/towing services, service stations, communication facility (PCO/STD/ISD)

Security and communications

  • Route fall under sensitive security zones or any threat of hijacking and terrorism.
  • Areas with/ without mobile operator signals.

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a journey full of risks

The Connected Risk Journey: How to Discover Risk When and Where It Really Matters

December 8, 2022

The Connected Risk Journey: How to Discover Risk When and Where It Really Matters

2023 is shaping up to be a pivotal year for business leaders. On your connected risk journey, careful planning and guidance from audit, risk management, and compliance professionals are essential for business success when facing risk challenges such as digital transformation, climate change, supply chain disruption, and economic uncertainty.

In this episode of Speed of Risk, John Wheeler, Former Gartner IRM Analyst and Senior Advisor, Risk & Technology at AuditBoard, shares a connected risk map to help your organization reach its destination and sustain for the next adventure including: 

  • Navigating the decade of uncertainty with greater risk visibility.
  • Understanding the business outcome first to adopt a future orientation and a more complete view of risk.
  • Taking a PRACtical approach to risk with a balanced view of performance, resilience, assurance, and compliance.
  • Integrating risk frameworks and metrics to improve visibility and understanding.

Watch the full conversation, and read the can’t-miss highlights below.

Living in the Decade of Uncertainty Requires Greater Risk Visibility

“ This is the decade of uncertainty . A leading global forecaster, Kristalina Georgieva, she’s the head of the International Monetary Fund, predicted the future back in January 2020 when she said, “If I had to identify a theme at the beginning of this decade, it would be uncertainty.” How could she make that statement? Well, they had been working at the IMF on a major research project for about a year in advance of that statement, and they were about to release their World Uncertainty Index. This is a leading risk indicator for all of us as to where we’re headed. Now, this World Uncertainty Indicator (WUI) includes data on 143 countries with at least 2 million in population. It comes from the Economist Intelligence Unit, and their reporting on these 143 countries across a range of data, including economy, policies, and politics, in each individual country on a quarterly basis measuring back 60 years — so, a huge data set. When this was published back in the beginning of 2020, this index was at its highest point in history, and this was just before the pandemic really took full force. It continues to trend higher today, and with greater volatility, as Ms. Georgieva predicted.” 
“I live in Atlanta, Georgia, in the southeastern United States, and love to go up to the Blue Ridge Mountains… we were rushing to get everything in our car so we could get out of town and up the mountain. I had checked detailed weather forecasts and was prepared for a huge snowstorm that was going to hit. My wife, on the other hand, was looking at the traffic indicators showing a huge amount of traffic leading out of town. So while I was rushing to try to get everything into the car while my wife was at a more leisurely pace, we were working off of different risk indicators. We finally headed up the mountain, and lo and behold, the snowstorm hits. I was prepared, and I put on my tire chains. We continued up, and we started to see cars on the left and the right off into the ditches. As they sped into the turns, they just went straight off. Luckily, as we headed into those turns, we knew how treacherous it was, we also were prepared with those tire chains, we had an all wheel drive vehicle, and we accelerated up the mountain to our destination .”
“Now, this is very similar to what we face today, and what we’ve already faced. It really goes to show there are two key elements that you need to keep in mind as a audit, risk, and compliance leader when you’re headed up this mountain .  Operational Disruption : The first is the fact there’s going to be major operational disruption. Just like the snowstorm, we’ve already dealt with the pandemic, we’ve dealt with the war in Ukraine, uncertainties with geopolitics as well as with supply chains, de-globalization, unstable environments. As you start to head into these turns of operational disruption, you’ve got to really slow down ahead of the turn and gain greater visibility and understanding of what you’re headed into.  Digital Acceleration : Then on the other hand, organizations recognize we’ve got to navigate this turn, and do it at speed so that we can be at an advantage — get through the turn safely and ahead of the cars that unfortunately met their fate. So just like navigating through that turn and accelerating out of it, we’re seeing digital acceleration. We see it not only in investment by companies to make sure that they’re heading out of these turns into a future of new products and services that will be added growth for their companies and their stakeholders, but we also see the need for greater risk management using digital means , and making sure that we can prepare for the safety challenges that we may have with future pandemics. Certainly, sustainability challenges that we face with climate and the environment, but also within the business, and sustaining their operations on a go-forward basis. Growing at speed and maintaining that pace is huge .”
“Getting up this mountain of uncertainty, you need a special vehicle, and that vehicle needs to be equipped to give you greater risk visibility looking into the future, but also greater risk understanding based on where you’ve been and what you’ve seen . It needs the ability to monitor, measure, and inform, both by current readings that you may have on your dashboard, but also future warnings that you may receive, as new vehicles come equipped with heads-up displays. What is coming ahead? How can we prepare?  But this vehicle is simply an enabler. It’s the way you’re going to get up the mountain, but the real answer lies in the ability to bring it all together with a combination of risk visibility and understanding that it takes to accelerate up that mountain safely . The answer is not the vehicle itself, the answer is you, as the audit, risk, and compliance leader .”

Taking a PRACtical View of Risk: Performance, Resilience, Assurance, Compliance

“So  what are CEOs really interested in as it relates to risk management ? What are they seeking in greater investment? They are looking for an integrated, practical approach to risk management that’s coupled with a balanced view of risk. Coming out of Gartner, I’ve put together a model that I call the Integrated Risk Management Navigator, which I’m going to share with you today, and talk to you about how my conversations and research into the chief executive officer, and that person’s needs as it relates to risk management, manifest in a more integrated approach to risk management.  Performance : It all starts, in the CEO’s mind, with performance, the P of the PRACtical risk approach and risk objectives. The reason we start with performance is the fact that, very often, CEOs and their teams may not truly understand or consider the risk as it relates to their performance goals. On the flip side, as audit, risk, and compliance leaders and professionals, we don’t fully understand where those performance goals meet execution, and the risks in trying to achieve them not only for financial purposes — which is a large part of the focus because our corporate reporting is so heavily loaded with financial results — but more and more for non-financial performance. ESG is leading the way in creating a new integrated corporate report that will produce metrics, not only for ESG, but for other risk areas that are super important to stakeholders, things like quality and safety that haven’t been reported before.  Resilience : Quickly on the heels of performance, CEOs need a better understanding from a resilience perspective, the R in the PRACtical risk objectives. Resilience not only includes a focus on, as we all know, supply chain risk, because the supply chains have grown so complex and fragile and they span boundaries across the globe. There’s a whole re-fortification of supply chains, but it’s looking at it from a business continuity perspective, and how to create a risk playbook for effective response and recovery from a major risk event.  Assurance : But then you come to the “A” of the risk objectives, and that’s assurance. This is where a lot of us get our bread and butter, in making sure that our organizations are addressing the right risks in the right way.  Compliance : Then finally, the “C” of PRACtical risk objectives is compliance. Compliance I have at the end, because CEOs told me in my research that compliance is certainly important, but without a understanding of the first three: performance, resilience, assurance, compliance adds very little value. Where compliance can add great value is by understanding the first three, and the relevance of compliance to the business at large, and how things like IT, cybersecurity, are addressing risks in those most critical business processes. But even more important, they told me, was the fact that areas of noncompliance have to be identified much more quickly, and it all has to do with the shifting nature of regulation and the need to disclose these areas of noncompliance in a very short timeframe. For example, GDPR, of course, any sort of privacy issue has to be disclosed in 72 hours, and that requires a lot of upfront work and coordination to be able to pull that off when it actually happens.” 
“Now that you have a better understanding of the four objectives, and why they’re PRACtical in the mind of the CEO, I want to share with you how they’re connected. To be successful, these four risk objectives must be linked through greater risk visibility, as well as through greater risk understanding. The visibility comes from a horizontal view of risk across three primary risk domains, technology and cyber risk, operational risk, and strategic or enterprise risk. These three areas have a very specific focus when it comes to risk assessment. Oftentimes, while it’s very informative of the risk in that domain, it doesn’t provide the full understanding that’s necessary for real business decision-making. I think many of you will agree that on the technology and cyber risk side, most risk assessments are focused on the technology asset  — hardware, software, data — and understanding the key threats to that asset, but also the inherent vulnerabilities that are part of the asset, and their creation and maintenance on a go-forward basis. Now, a lot of times that will live on its own without any further context into how those assets are enabling specific business processes, and most importantly, the most critical business processes that organizations need to better understand from a resilience perspective. So there’s a huge need to connect those asset-based risk assessments into a business process view.”
“Not only do you have to have that broader horizontal view and greater visibility of risk across the business, you need to couple that with a more vertical view of risk that is manifested in two key areas. Products and services : these are the key targets, or creators, or generators of risk, that are driving the business forward. That’s where, as auditors, as risk managers, as compliance leaders, we need to start first in understanding where these products and services are taking us. Very similar to what I just mentioned with the mortgage business, where are those mortgage products and services taking us? Are we actually originating subprime loans, but calling them something different? Are there greater risks in those products and services that aren’t readily apparent?  Policies and Procedures : how you can keep the business on track. What are the right controls? How strong do they need to be? And how are they matched up with the risk appetite so that the folks in the boardroom at the senior executive level have that assurance that the right risks are being managed in the right way.”
“This full, integrated view will provide that context that I just described, but then also start to pull together the four risk objectives in specific risk areas, and start to enable key business leaders to connect the dots. For example, you’ve got specific risks that may be aligned with an objective more over another, but they’re highly connected to other objectives. ESG risk, for example, is going to be a real challenge for organizations  as they continue to produce these sustainability reports. 98% of the S&P 500 are producing sustainability reports, but as they truly get into the data, and go from scope one to scope two to scope three, broadening out the perspective of how key vendors and suppliers are contributing to their metrics, they’ve got to understand that supply chain risk, they got to understand the legal risk associated with having the appropriate remedies built into the contracts to make sure that they can drive the change that’s necessary. But then you also have the connected challenges with vendor and third-party risks from a performance realm. You need those vendors and third parties to drive digital forward, but at the same time, you’ve got to make sure that they’re compliant from an IT perspective because their risks are really your risks. So, having that visibility and understanding, and being able to act upon it, is so crucial.”

Unlocking Operational Risk Management: Empower the Front Line to Effectively Manage Risk

Speaking Executives’ Language: Good Risk vs Bad Risk

“As you begin to talk and build new relationships with executives, and helping them gain a more integrated, balanced view of risk, you also have to start speaking in their terms. What we have all been trained on and conditioned to focus on from a risk management perspective, is the heat map. The heat map helps us understand, what are the high risks within the organization, what are the low risks in the organization, driven by both impact and likelihood. This is more of a tactical view that is necessary, and it cannot go away, but it is focused on loss minimization, and it’s borne out of the insurance industry in helping to drive residual risk to its lowest point.”
“Now, I can say this with certainty, when I would present a heat map to senior executives, their eyes would roll back in their head, because they knew that, unless you’re in the insurance industry, this is not going to help drive the business forward. While it may help avoid those losses, it’s not going to help grow the business in any way. What CEOs are really interested in is a more strategic view of risk that’s focused on performance and resilience. What they want to talk about is how risk appetite, or the amount of risk they’re willing to take, compares with the value of the activity that they’re looking to engage in. So the conversation goes from a high to low risk conversation, to, what’s the good risk versus the bad risk? How can we be smarter about taking risk? That’s where, really, the conversation with them begins, and it starts to put it in a different context from what I would call the risk treatment plan to drive those losses down to zero, to more of a business case view and understanding of how risks fit into the set of opportunities that lie before the organization, and how can either taking more risk or less risk allow the organization to move forward, and move forward at an advantage to their competitors.”

Connected Risk Means Going Beyond Expecting to Embracing the Unexpected

“These new business priorities all point to future risk, and create a new demand for connected technology that can tie these risks together and inform better business decision-making. Going back to my initial analogy to the car and the driver, the car provides all sorts of information — and it’ll provide a lot more information into the future — but it’s the driver that makes all the difference in understanding how these things relate to one another. It really comes in the form of connected risk.”
“Connected risk, I will tell you, is the combination of people and technology and managing risks, and providing greater visibility and understanding of those risks. As you saw here at this event, with the unveiling of the connected risk dashboard, that information is critical to making superior business decisions. But I’ll tell you, the dashboard is just the start. The dashboard, much like a car, tells you what’s happening today. What you also need to have in place is an understanding of what’s coming ahead. And so, similar to innovations in electric vehicles and others with heads-up displays, with a windshield view of what’s coming, that’s what’s coming with AuditBoard. More focus on leading risk indicators, like the World Uncertainty Index, but also leading risk indicators that are specific to your own risk profiles.”
“Pulling those together in a way that gives you the ability to act, and that’s the real difference. By connecting risk in this way, you’ll take your organization  beyond simply expecting the expected to embracing the unexpected . It’s those leaders and organizations that embrace the unexpected, that are prepared for the unexpected, that are going to speed through the turns, pass the other cars who are in the ditch, and be at a greater advantage.”

Looking for more thought leadership? Check out our  on-demand webinar library , and stay tuned for more Speed of Risk videos featuring industry leaders and experts discussing timely issues, insights, and experiences.

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Beyond the Present: A Journey to Identify Future Risks Imperiling Humanity

By marcus (minh) le, mba ’24.

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(photo: rawpixel)

What is the next existential threat lurking around the corner? In a post-pandemic world, people have become all too familiar with the term “existential risk.” With COVID-19 a mere blip on the radar, it was a wakeup call to humanity about our vulnerability to unforeseen dangers. My journey at Quantum Risk Analytics was about just that: uncovering the secrets behind the next big peril and creating strategies to minimize its impact.

Quantum Risk Analytics, a pioneering nonprofit, first gained traction in 2020 with its innovative COVID-19 personal risk assessment tool called Pandemonium, which allowed individuals to gauge their vulnerability to the virus. Joining the team as a strategic planning and societal risk analyst intern, I was tasked with the challenge of identifying the “next big thing” on the research team’s plate.

Unmasking the next existential threat

Before diving into the specifics, I had to undergo an exhaustive learning process to get up to speed on the mechanics of the organization. I conducted literature reviews, marked down key organizational resources, and assessed market demand. Soon, I came up with a narrow list of two major issues: the ongoing climate emergency and artificial intelligence. Deciding which of these two immense and complex risks to suggest to the Quantum Risk Analytics team was no easy feat. After discussing the issues with their management team and advisors and weighing severity, immediacy, and organizational capability, we ultimately set our sights on assessing the risk of artificial intelligence (AI) as our focal point.

Steering the ship: Reframing future strategy

The pivot towards AI marked the beginning of the second half of my internship. Boldened by our new direction, my primary responsibility shifted towards realizing this newfound objective. The ultimate goal was clear—pivot to become a large-scale research organization that not only identifies various existential risks but also engineers solutions and frameworks to preemptively counter them.

Crafting a business plan— a critical blueprint that detailed our organization’s future—was paramount. I was at the helm of developing Quantum Risk Analytics’ renewed vision and mission. These weren’t just platitudes to be slapped onto an office wall; they were our purpose in a world fraught with uncertainties.

Developing a long-term strategy was the next piece of this intricate puzzle. The next three years will be critical for Quantum Risk Analytics, as the team transitions from the startup phase to becoming a formidable player in existential risk research. This strategy encompassed everything from recruitment plans and resource allocations to research directions and partnership opportunities.

However, strategy without execution is a ship without a rudder. My next challenge was to chalk out actionable plans, financial projections, and key performance metrics. I meticulously plotted every milestone, every financial detail, and every performance parameter to ensure we stayed on course.

A brief reflection

This fascinating journey would have been impossible without the invaluable support of the Samuel Curtis Johnson Graduate School of Management , including the Social Impact Internship Fund through the Center for Sustainable Global Enterprise and Johnson’s Career Management Center . The fund helped provide the financial and organizational support that I needed to succeed at Quantum Risk Analytics.

In short, my time at Quantum Risk Analytics was more than just an internship; it was an eye-opener to the myriad challenges humanity stands to face, a testament to the power of collaboration, and a demonstration of how young minds can contribute substantively to steering our collective futures away from existential perils. The lessons I’ve learned, the relationships I’ve forged, and the impact we’ve set in motion will forever be a valuable learning experience in my professional career.

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About Marcus (Minh) Le, MBA ’24

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Marcus (Minh) Le is an MBA candidate in the Two-Year MBA program at the Johnson School who completed the Digital Technology Immersion . His experience spans various roles, including strategy, analytics, and finance. He began his career as an auditor at PwC before transitioning to a strategy role in a private equity fund, where he led an investee in developing new sustainability solutions for the agriculture industry in Vietnam. More recently, Le dedicated the past three years to the technology sector, formulating market entry strategy, spearheading new product initiatives, advising on major investments, and restructuring revenue models. Le is passionate about technology and sustainability.

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JourneyŌM connects you with experienced guides who specialize in psychedelic-assisted therapy, offering personalized experiences aimed at profound personal growth. Whether you’re seeking new insights or ways to overcome personal challenges, our concierge service facilitates your journey where services are legal, with safety and support at its core. This spring, we’re excited to offer special pricing to help you embark on your path to transformation. Don’t miss this opportunity to enrich your life experience.

We are committed to providing you with the resources and knowledge to make informed decisions about your transformative journey. It’s important to be aware of the potential risks associated with non-ordinary states of being and journeying.

Medical Considerations

Pre-Existing Conditions:  If you have pre-existing medical conditions, especially heart, liver, or kidney problems, or if you’re taking prescription medications, consult with a qualified healthcare professional before considering a psychedelic experience. They can assess whether it’s safe for you and provide guidance on any necessary precautions.

Allergies:  Be aware of any allergies you may have, particularly to substances commonly used during ceremonies or journeys. Communicate these allergies to your guide.

Psychological Risks

Potential Emotional Distress:  Understand that during a journey, intense emotions, including fear, sadness, or anxiety, may surface. It’s important to have a trusted guide or sitter to support you through challenging moments.

Revisiting Trauma:  Psychedelics have the potential to bring repressed or traumatic memories to the forefront of consciousness. This can be a part of the healing process, but it can also be emotionally challenging. Having trained professionals or a support system in place is crucial.

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Post-experience risks.

Integration Challenges:  After a profound psychedelic experience, some individuals may experience difficulties integrating their insights into daily life. Integration is an ongoing process and can bring about emotional or psychological challenges. Having access to integration resources, such as therapy or support groups, can be valuable.

Resurgence of Symptoms:  For individuals with a history of mental health issues, there is a potential risk of symptoms re-emerging or intensifying post-journey. Having a post-experience plan in place, including access to mental health support, is essential.

Safety Precautions

Set and Setting:   Ensure that your journey environment is conducive to safety and comfort. Choose a trusted location with minimal distractions and risks.

Sitter or Guide:  Whenever possible, have a trained guide or sitter present during your journey. They can provide emotional support and guidance if challenges arise.

Integration: Post-journey integration is vital for processing and applying insights gained during your experience. Plan for integration sessions or access to integration resources to support your journey’s long-term impact.

It’s important to remember that JourneyŌM is here to facilitate connections to experienced guides and integration resources.  We do not provide medical, therapeutic, or psychological services.  Your safety and well-being are our top priorities, and we encourage you to take these considerations seriously before embarking on your journey.

If you have any questions or concerns about risks and safety, please feel free to contact us for guidance and support.

Your journey toward self-discovery and transformation is unique, and we are here to assist you every step of the way.

The ‘inside out’ leadership journey: How personal growth creates the path to success

Thousands of hours spent working closely with CEOs and other leaders of top corporations and nonprofits have revealed a fascinating business phenomenon: many leaders who have mastered all the right executive skills, including financial acumen, strategic and operational management, and system thinking, still struggle to link their aspirations with the actual performance of their organizations.

After a careful analysis of what was holding back these otherwise talented executives, we concluded that on a deep psychological level they were not reflecting enough about how to become a more human-centric leader who is able to connect authentically with themselves and their teams. That core insight is what led us to write our new book, The Journey of Leadership: How CEOs Learn to Lead from the Inside Out (Portfolio, September 2024).

Our experience and research demonstrate that leading from the “inside out” is the key ingredient to making a lasting impact with teams and the broader organization. This inside-out journey is nuanced and complex. It calls for personal growth, which means you must constantly be learning, listening, inspiring, and caring. Leadership is not only about those seemingly endless business-related tasks you need to take care of when you’re an effective CEO. It’s just as important to be aware of who you are, and what your shortcomings are, so that you can first change yourself and then lead others.

For over a decade, we have worked with more than 500 CEOs (including leaders of Fortune Global 500 corporations who have participated in our Bower Forum CEO leadership program.) We’ve discovered that leaders have no trouble defining or acquiring the logical, tangible, left-brained skills of leadership. However, when we ask how they can become both a left- and a right-brained leader—one who is more self-aware, humble, vulnerable, resilient, confident, and balanced—they are less sure.

We’re not suggesting that leaders abandon their hard-nosed leadership skills. The challenge is to balance those attributes with their so-called soft leadership skills (sometimes the most difficult to muster). This is a journey often traveled without much help or guidance. Some of the best leaders we have worked with said they were simply born with those qualities, while others said they were fortunate to meet some great personal coaches along the way. But no one could point to a clear road map to becoming a more human and authentic leader.

While most executives don’t spend enough time thinking about how their personal attributes inform their leadership skills, when they do, the results can be remarkable. Over the years, we’ve seen that the best leaders learn to become more self-aware and reflective. They realize that what’s holding them back as they push themselves and their organizations ahead is their own psychological conditioning, which is rooted in the very habits and behaviors that got them where they are.

The Journey of Leadership book cover

The Journey of Leadership

How CEOs Learn to Lead from the Inside Out By Dana Maor , Hans-Werner Kaas , Kurt Strovink , and Ramesh Srinivasan

A new kind of leadership

Of course, for many of the CEOs we’ve spoken with over the years, the world is likely a very different place from when they started their careers. There was a time in business when investors, boards, and the business press worshipped the imperial CEO. Larger-than-life leaders such as GE’s Jack Welch or Chrysler’s Lee Iacocca were household names. These all-knowing, tough-minded individuals made frequent appearances on television talk shows and wrote best-selling books. Their employees expected them to have all the answers.

The imperial CEO is no more. The world is now so complex and uncertain, and the pace of change so furious, that today’s leaders can’t possibly have all the answers. They are the nexus through which all business tensions flow—short-term goals and long-term strategy, social purpose, sustainability commitments, and financial performance, cultivating talent but letting people move on when the time is right, to name a few.

It is therefore imperative for leaders to develop the inner resources to navigate the demands of their many stakeholders in a fast-changing world. When leaders work on their resilience, empathy, humility, versatility, and authenticity, they are pursuing that inside-out personal growth that leads to human leadership. The challenge is to develop these attributes in tandem yet call on them in the right combination for whatever situation arises.

The essential prerequisites for this journey are self-awareness and self-reflection, which enable leaders to engage and inspire their colleagues and teams. Only then can they jointly navigate competing views and choices and find the confidence and clarity to make the right decisions. This is the kind of step-by-step reinvention of leaders that we practice in our Bower Forum CEO development program.

Sooner or later, every leader encounters a moment when they realize that success has as much to do with leading themselves as it does with leading others. At that crucial moment, they switch from the traditional leader they thought they should be to one who adopts a human leadership approach. They start learning and growing to meet the demands of their position and to fulfill their boldest aspirations for their organization, their teams, and themselves.

This shift to a more open form of leadership is happening because circumstances demand it. Today’s leaders must master complex issues such as digital transformation, inflation, disrupted global supply chains, scarce talent, a lack of diversity, cybersecurity, and climate change, as well as an awakened search for purpose among employees. This means that no one person, no matter how brilliant or capable, has the experience, knowledge, or temperament to tackle all these challenges alone.

Leading alongside AI and gen AI

There’s another reason why human leadership has become so crucial to organizations these days. With the rapid onset of artificial intelligence (AI) and generative AI (gen AI) in the workplace, an increasing number of routine and analytical management tasks such as market analysis, project management, budgets, customer service, decision making, and fact-finding will be completely or partially handled by AI algorithms, assuming the software keeps improving. If you are a traditional left-brained leader who’s great at numbers, planning, and analysis, your contribution as a leader might be threatened.

From now on, the differentiating factor will be human leadership that gives people a sense of purpose, inspires them, and cares about what they want to achieve. Many employees today believe that much of the technical and analytical guidance they need is more easily obtained from AI solutions. Indeed, a survey conducted by the research firm Potential Project found that employees already have more confidence in AI than in their human bosses in certain areas of leadership and in the management of certain tasks. 1 Rasmus Hougaard, Jacqueline Carter, and Rob Stembridge, “The best leaders can’t be replaced by AI,” Harvard Business Review , January 12, 2024. Why not, if they can get the job done without feeling neglected by their manager?

Tapping into AI and its various aspects alone, however, will not lead to high and sustained performance. What employees long for in their leaders is development, experience, care, empathy, authentic engagement, and wisdom.

The best companies will combine the analytical advantages of AI with leaders who have excellent people skills to propel their organizations to new heights. AI can offer a twofold benefit. By supporting or replacing analytical and technical tasks, it can free up more time for leaders to spend on human leadership. Second, AI can provide analytical and results-oriented insights on the effectiveness of human, right-brain-centric leadership, giving leaders constant feedback on the effectiveness of their human leadership style, on how they’re leading from the inside out.

A leadership approach that embraces a human-centric model, while leveraging AI, gen AI, and advanced leadership development offerings, can help CEOs succeed in their jobs and pay off financially. That’s because when human capital is managed the right way, the results translate straight to the bottom line.

According to a McKinsey Global Institute study of 1,800 large companies across sectors in 15 countries, businesses that focused on human capital development in addition to financial performance were roughly 1.5 times more likely than the average company to remain high performers over time and have about half the earnings volatility. 2 “ Performance through people: Transforming human capital into competitive advantage ,” McKinsey Global Institute, February 2, 2023. In fact, when the COVID-19 pandemic hit, they maintained profitability and increased revenues twice as fast as companies that focused mainly on financial performance.

Cultivating inner and outer worlds

Learning, growth, and self-reinvention start with introspection.

Leaders first need to examine their inner selves and overcome their own barriers and biases. What is it you really want to accomplish? What behaviors do you want to model? What assumptions are you making—including about yourself—that stand in the way? This introspection requires leaders to assess situations in an unbiased manner, which will mean listening deeply to a network of stakeholders, including coaches, who can reflect the leader’s own needs back to them and offer advice.

With that inner work done, leaders can then more effectively navigate the competing demands on them to unleash the potential of individuals, teams, and systems. They can engage teams in a thoughtful and aspirational plan for change, get them to speak truth to power, enable them to be flexible when unexpected circumstances hit, help them feel a sense of purpose, and encourage them to go the extra mile to make the business a success.

In our work with CEOs, both at the Bower Forum and in other engagements, we’ve witnessed many success stories of leaders who followed this inside-out approach and reinvented themselves as human-centric leaders. These personal stories, which we go into more detail about in the book, include the following:

  • the president of a media company who cultivated “truth tellers” at every level of the organization
  • the head of a pharmaceutical company who used a deep learning technique to predict the severity of the COVID-19 pandemic, which gave his company a jump on producing a new vaccine
  • an admiral, leading US special-operations forces, who trained his teams to respond to changes in the terrain rather than stick to a preconceived plan
  • the head of a major hospital who succeeded in leading his employees by connecting with them on an emotional level
  • the CEO of a global automotive company who took the time to learn more about his top executives—their life stories and personal issues—before coaching them

Our ultimate goal is to encourage CEOs and other leaders who focus on financial performance to unleash their leadership potential in broader ways—to become someone who can see multiple possibilities for personal and organizational growth and generate holistic impact for all stakeholders. We invite command-and-control-minded executives to see the possibilities of acting as more human leaders and partners who collaborate in empowered networks.

We hope to help leaders who rule and control through their own sense of certainty switch to a mindset of self-awareness and self-reflection, combined with deep and fearless learning and discovery. And, finally, we’d like to persuade them to see the world in all its wonderful diversity and to be their best, authentic selves.

Some of the most successful CEOs we know have embraced the importance of the human side of leadership and have taken the time to go deep within themselves to build that capability. We believe this approach will be valuable to many others in all types of organizations as well.

Excerpted from The Journey of Leadership: How CEOs Learn to Lead from the Inside Out by Dana Maor, Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan, in agreement with Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © McKinsey & Company, 2024.

Dana Maor is the global cohead and European leader of McKinsey’s People & Organizational Performance Practice and a senior partner in McKinsey’s UK, Ireland, and Israel offices; Hans-Werner Kaas is codean of McKinsey’s Bower Forum CEO leadership development program and a senior partner emeritus in the Detroit office; Kurt Strovink leads McKinsey’s global CEO services and is a senior partner in the New York office, where Ramesh Srinivasan , also codean of the Bower Forum, is also a senior partner.

This article was edited by Barbara Tierney, a senior editor in the New York office.

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What is Journey Management and Why Does it Matter?

Journey management is a term primarily used within the mining resources and construction sectors.  it is universal terminology that is familiar to these sectors globally.  other types of phrases that can mean the same, are commute plan, journey plan or trip plan., what is journey management .

Journey Management  is a process that organisations use to manage the risks associated with people who travel.  The Oil and Gas Sector were the pioneers of during the late 1990’s and in the early 2000’s, it was becoming a commonly used term across the Mining and Oil and Gas Sectors.  Journey Management however, does have application across other industry sectors that have a workforce that travels.  There is evidence that highlights driving as one of the greatest risks to an organisation and leading cause of work related fatalities.

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WHAT IS INCLUDED IN A JOURNEY MANAGEMENT PLAN?

An origin that the journey is commencing from and the destination that the journey is concluding at.  Fatigue is a significant challenge for the Mining and Construction Sectors and so the inclusion of checkpoints would generally also be included in the plan every two hours.  Other information included in a plan is vehicle registration, passengers and in some instances a risk assessment to evaluate the level of risk associated with the environment where the journey is being undertaken and in addition the physical well-being of the traveller.

IS JOURNEY MANAGEMENT LEGISLATED?

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The policies, processes and procedures surrounding a travelling workforce is termed Journey Management.  The legislative requirement for companies to apply a ‘like’ journey management process is related to obligations under the lone or remote worker.  Many countries across the globe have legislation that clearly articulates what defines a lone or remote worker .  Fundamentally, companies are required to have a process in place that if an incident occurs they have the capability to respond and/or the worker has access to appropriate communication.  For more information please visit our  SafetyIQ website .

Accidents happen and unforeseen incidents occur.   Journey Management systems are in place to safeguard the organisation from non-compliance but most importantly to be developing a culture where the safety and wellbeing of their employees is paramount.

HAVE A PROCESS THAT MEANS YOUR WORKFORCE IS SAFE

Preparing and executing one may sound tedious and costly, but it doesn’t have to be and a lot of industry leaders acknowledge the need for this.  SafetyIQ has the capability to automate the entire process, eliminating the need for forms, buddy systems, centralised calendars, people movement boards or ‘just text me when you arrive’.  From planning the journey, completing a risk assessment to gaining approval, the entire process is automated and seamless.

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In a frank but measured memoir, “On Call,” the physician looks back at a career bookended by two public health crises: AIDS and Covid-19.

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ON CALL: A Doctor’s Journey in Public Service , by Anthony Fauci, M.D.

In his new memoir, Dr. Anthony Fauci bares all. After he’s unthinkingly opened a typewritten letter containing a mysterious white powder that could be anthrax (treatable with Cipro), ricin (almost certainly fatal in an Agatha Christie kind of way) or perhaps confectioner’s sugar, guys in hazmat suits arrive and order him to strip.

Following a “Silkwood” shower, Fauci has a few tense if resigned hours with his wife, Christine Grady, a nurse and bioethicist, and adult daughters before getting the all-clear. Having personally eased many patients’ passage into the Great Beyond over his almost six-decade career, he writes, “I do not fear death.”

Aside from this episode, “On Call” is a well-pressed gray flannel suit of a book with a white coat buttoned over it: a calm reply to deranged calls for this distinguished public servant’s head on a pike . Is it measured and methodical in sections? Sure. So is science.

These days, Fauci is most closely associated with Covid-19, hero or rogue depending on your political persuasion, under repeated and heated scrutiny for his messaging about masks, vaccines and the lab-leak theory . (“We must keep an open mind to the origin of Covid,” he writes with seeming weariness. “As I do.”) People blame him for their bad pandemic experience, as if he’s a waiter who served them the wrong meal and might be hiding what is going on in the kitchen.

Gently, “On Call” reminds us that Fauci oversaw an entire Seder plateful of plagues, from AIDS to Zika, as the longtime director of the National Institute of Allergy and Infectious Diseases in Washington, D.C., saving millions of lives around the world before stepping down in 2022.

He speeds through his early background. Born on Christmas Eve 1940, to first-generation Italian immigrants living in Bensonhurst, with a sister three years older, Fauci recalls the “extraordinarily soothing” sounds of foghorns in Gravesend Bay and his mother crying over photos of the mushroom cloud on the front page of the New York Daily News after the bombings of Hiroshima and Nagasaki.

His father was a pharmacist working long hours for whom Anthony, a tippety-top student, sometimes delivered prescriptions on his Schwinn bicycle. He won admission to Regis, the elite Jesuit high school in Manhattan, where he was captain of the varsity basketball team despite being 5’7,” and the College of the Holy Cross, where he studied classical Greek and spent summers working on a construction gang.

By Page 21, his mother has died of cancer at 56 and Fauci has graduated first in his class at Cornell Medical School. There are a few glimpses of his life as a young doctor: the mentor who offers him soft shell crabs fried over a Bunsen burner and the time he treats a tear-gassed Vietnam War protester.

But the story really begins after Fauci, following a decade in the field at the at the N.I.A.I.D., reads about outbreaks of pneumocystis pneumonia among gay men in California and New York. His increasing preoccupation with the rapidly spreading, catastrophic human immunodeficiency virus helps to torpedo his brief first marriage, and he’s appointed to lead the organization in 1984.

“On Call” contains many shout-outs, not just to respected friends and colleagues but also to patients like Ron Rinaldi, who went blind after cytomegalovirus “literally chewed up the critical sight elements of his retina from the time we had made morning rounds to the time we walked into the room that evening.” Despite the help of a collaborator, Linda Kulman, stories like this are somewhat diluted by bureaucratese like “pushing the envelope,” “proof of the pudding” and so on. You kind of wish Fauci’s elementary-school nuns, who “introduced me to the experience of tough love,” had stood over him with a ruler.

But the narrative sharpens when, as he did playing point guard on the court, Fauci goes one-on-one with formidable adversaries.

In the AIDS era this was Larry Kramer , the writer and activist who in an open letter to The San Francisco Examiner called him a “murderer” for not moving quickly enough with research into the disease. This too turned out to be a kind of confectioner’s sugar. Even as they sparred in the media, the two men came to develop a private relationship, and “reminisced like two aging warriors” while dining together at Kramer’s apartment. Fauci helped an actor prepare to play a thinly veiled version of himself in Kramer’s 1992 play “The Destiny of Me” and eventually oversaw his liver transplant. In their last phone conversation, he relates, they exchanged tearful “I love yous.”

In a weird way, the hotheaded Kramer’s push-pull of the calmer Fauci presages Donald Trump’s. In the early stages of the pandemic, the president would tell the physician that he “loved” him, then denounce him on Twitter if the stock market didn’t spring properly to attention after encouraging news. About this chaotic administration, whose supporters have vilified him, Fauci is restrained. (On Jared Kushner: “a lot of positive attributes,” including “good common sense,” although the president’s son-in law “knew very little about infectious diseases and he did not always get everything right.”)

Fauci is equally controlled about Barack Obama, with whom he also has an “I love you, man” moment. If there were a KN95 mask that protected against partisan politics, Fauci would snap it on. The warmest fuzzy in “On Call” comes when George W. Bush signs the President’s Emergency Plan for AIDS Relief ( Pepfar ) in 2003.

During that period, the actress Bo Derek shows up in the West Wing, “looking as stunning as she did in that iconic scene in the movie ‘10’ when she and Dudley Moore were running toward each other on the beach.” Fauci is delighted to see her: “The White House is always full of surprises!”

Unlike many who’ve passed through there, Fauci has earned a victory lap. He easily clears the hurdles thrown up by his detractors; his eyes stay trained on the finish line, not the commotion in the bleachers.

ON CALL : A Doctor’s Journey in Public Service | Anthony Fauci, M.D. | Viking | 480 pp. | $36

Alexandra Jacobs is a Times book critic and occasional features writer. She joined The Times in 2010. More about Alexandra Jacobs

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A Journey of Health and Adventure: RISKS AND REWARDS

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A Journey of Health and Adventure: RISKS AND REWARDS Hardcover – April 16, 2024

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In "A Journey of Health and Adventure," embark on an exhilarating voyage that transcends mere physical travel—it's a transformative odyssey of mind, body, and soul. This captivating narrative intertwines the thrill of exploration with the pursuit of holistic well-being, offering readers a roadmap to self-discovery and vitality.

Set against the backdrop of diverse landscapes and cultures, the book follows the protagonist's quest for ultimate health and fulfillment. From the misty peaks of ancient mountains to the bustling streets of vibrant cities, each step of the journey unveils new insights and challenges, weaving together the threads of adventure and wellness.

Guided by ancient wisdom and modern science, the protagonist encounters a mosaic of experiences: from savoring nourishing cuisines to mastering ancient healing arts, from testing physical limits in nature's playgrounds to finding inner peace in meditation sanctuaries. Along the way, encounters with wise mentors and fellow travelers illuminate the path, offering profound lessons in resilience, mindfulness, and the interconnectedness of all life.

As the journey unfolds, the protagonist discovers that true health encompasses more than just physical fitness—it encompasses emotional balance, mental clarity, and spiritual harmony. Through trials and triumphs, setbacks and breakthroughs, they learn to cultivate a holistic approach to well-being, embracing the journey as the destination itself.

With lyrical prose and vivid imagery, "A Journey of Health and Adventure" inspires readers to embark on their own quest for vitality and self-discovery. Whether seeking refuge from the chaos of modern life or craving a deeper connection with the world around them, this book is a timeless companion for anyone who dares to dream, explore, and thrive.

  • Reading age 1 - 18 years
  • Print length 182 pages
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  • Publication date April 16, 2024
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Discover the Rich Tapestry of Nora's Life, Immerse yourself in "A Journey of Health and Adventure: Risks and Rewards" by Nora Elizabeth McLean, a memoir that captures the essence of a life steeped in both challenge and beauty. This book offers an in-depth look into Nora's explorations of health through her personal experiences and ancestral stories, celebrating a legacy of resilience and wisdom.

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Product details

  • Publisher ‏ : ‎ Native Publishers, The (April 16, 2024)
  • Language ‏ : ‎ English
  • Hardcover ‏ : ‎ 182 pages
  • ISBN-10 ‏ : ‎ 1963913442
  • ISBN-13 ‏ : ‎ 978-1963913446
  • Reading age ‏ : ‎ 1 - 18 years
  • Item Weight ‏ : ‎ 11.8 ounces
  • Dimensions ‏ : ‎ 6 x 0.6 x 9 inches
  • #171,677 in Health, Fitness & Dieting (Books)

About the author

Nora venrick.

Ms. Venrick enjoys swing/ballroom dancing, painting, growing olives and orchids. She continues to raise cattle while working as a substitute teacher in local schools as well as self-improvement classes and nutrition seminars.

She has retired from a full-time teaching position after 20+ years.

She paints what she calls her ‘diary in pictures’ and writes about her ‘dance’ of life experiences, and continues to enjoy travel.

She holds a BA from Warner University.

Ms. Venrick is active and passionate about preserving and protecting her century + old family farm/ranch and the vast wildlife that seeks refuge within its pristine forests.

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Melting cleats, walking dogs: Inside Lori Locust's journey from women's football to NFL, Tennessee Titans

a journey full of risks

Football is a toothless snarl. Football is a menacing glare through a full-cage facemask. It's grass stains and blood and broken bones and the chronically deranged mentality players have to possess to get back up and keep snarling in the face of all those grass stains and blood and broken bones .

To a young Lori Locust, football was Hall of Fame Pittsburgh Steelers linebacker Jack Lambert.

"There was just this intensity that he had when he played the game," Locust, the Tennessee Titans ' first-year defensive quality control assistant and first female coach in franchise history, tells The Tennessean . "The whole toothless thing. To me, he was the epitome of '70s, hard-nosed, real football. It was brutal."

She pretended to be Lambert when she'd scrap her way through backyard pickup games growing up in Harrisburg, Pennsylvania. That meant playing mean. Playing intense. Hitting people and enjoying it.

Decades later, as a 60-year-old mother of two, Locust still has that un-exorcised Lambertian spirit in her. That spirit earned her four knee surgeries, a bone graft from her hip, a plate and a cervical fusion in her neck and one shoulder ripped out of place in four seasons of semi-professional women's football. And even that wasn't enough to expel the football from her.

ROSTER THOUGHTS: Projecting Tennessee Titans 53-man roster: Grading minicamp standouts most likely to make it

Football is perseverance. Football is action. It's scars and limps and sacrifices and living every moment so that the scars and limps and sacrifices weren't in vain.

Lori Locust's story isn't that of a woman in a male-dominated field.

It's a football story.

Lori Locust's journey to NFL

Playing semi-professional women's football in the mid-2000s made you Jack Lambert about as much as singing "The Night The Lights Went Out In Georgia" at a karaoke dive makes you Reba McEntire. But Locust and her teammates on the Central PA Vipers didn't play in search of glory.

Locust found out about the team from a newspaper ad. Mary Pratt-Lauchle, the Vipers' center and Locust's close friend, tried out after hearing a radio commercial. Both were professionals and full-time mothers looking for connection, looking for an outlet. So they made time for passion.

Passion, unfortunately, didn't pay. It actually cost roughly $1,500 to be on the team. Players also paid their way to road games, carpooling up to 10 hours in minivans and staying eight to a hotel room. They rarely had locker rooms, often changing in cars or parking lots.

Field conditions were spotty. Some fields were overgrown, others were littered with trash. Pratt-Lauchle remembers an afternoon in Connecticut where temperatures were so hot and playing surfaces so questionable that the bottom of a teammate's cleat melted midgame. Squads in bigger cities like Philadelphia and Boston had relatively good coaching, but smaller markets like Harrisburg had to make do with whoever was around.

So Locust, from her defensive end spot, emerged as something of a player-coach. Pratt-Lauchle remembers players joking about Locust's deep, guttural "Lori coach voice." One of Locust's innovations was devising a numbered system with the defensive tackles and linebackers calling out stunts and blitzes.

Locust remembers in slow-motion her signature play, a blindside sack against Cleveland. She remembers the crunch of the quarterback's ribs. But memory is all she has. The game was a rare one where the Vipers had someone filming from the stands, but the videographer was focused on the scoreboard during her moment of glory.

Injuries eventually added up, so Locust turned to coaching. First with the Keystone Assault, a rebranded iteration of the Vipers co-owned by Pratt-Lauchle and several teammates. Then with local high school, semi-pro and arena league teams. None of those jobs paid the bills, of course.

"Obviously I love football. That’s at the heart of all of it," Locust says, explaining her decade of moonlight-coaching. "But there’s something about being able to translate something that you believe in and seeing that come to life. Seeing the lightbulbs go on and helping people get better at something they also love and have worked so hard to also get to . . .

"I’d rather still be playing. At the end of the day, I’d still like to have the helmet and shoulder pads on myself. But this just feels like a gift every day I get to walk in here."

COMING BACK: Titans' Caleb Farley thought injuries might end his NFL career. This is what kept him smiling

Lori Locust's big chance

Her break came in the form of a 2018 coaching internship with the Baltimore Ravens. It didn't last long, but it convinced Locust to abandon the half-measures and dive fully into football.

She was fired from her job in digital marketing sales two weeks before the internship and she made no effort to return to the corporate world. She was a house sitter for a friend's friend. She walked dogs. She worked in a Chewy warehouse. She found part-time work doing fire-restoration marketing. All in anticipation of the opportunity that finally came in 2019 — an assistant defensive line coach for the Birmingham Iron of the Alliance of American Football.

Naturally, that league folded after one season.

No matter. Within the year, Locust landed with the Tampa Bay Buccaneers, coached by fellow central Pennsylvania native Bruce Arians, who was the coach at Temple when Locust was a student there and her ex-husband played on the team. By Year 2, Locust was one of the first two women in NFL history to win a Super Bowl as a coach.

"She started at the bottom," Pratt-Lauchle says. "She was coaching high school and semi-pro and didn’t get paid. She coached indoor men’s and didn’t get paid. And worked in a factory and walked dogs and slept on couches. She went from having this six-figure career to only having enough to live on because she wanted to pursue her passion.

"She did that for years to get to where she is. She made connections and worked her way up. That’s the story people need to hear. It’s the journey it took for her to get there. It’s the perseverance that’s truly inspiring."

ESTES: Titans aren't concerned about L'Jarius Sneed missing practice. Should they be?

Lori Locust: Tennessee Titans coach, not trailblazer

Pratt-Lauchle jokes about how teammates used to hate watching football with her and Locust. It was like watching a whodunit with Sherlock Holmes and Bruce Wayne. They saw everything coming before it came.

That anticipation and football savvy is essentially Locust's full-time gig now. On a Friday in early June, for example, Locust's job was to write a report on the Seattle Seahawks' 2023 offense to scout the tendencies of Chicago Bears offensive coordinator Shane Waldron and what he might have brought with him from Seattle as its former coordinator.

The Titans play the Bears in Week 1. In September.

Locust doesn't try explaining her job to people anymore. There's too much to explain. There's on-field coaching, advance scouting, analytics, administrative planning, teaching. And a knack for anticipation.

"If she’s like, ‘Are you going to take them into the indoor to walk them through something?’ and I’m like, ‘Yeah, I think I might,’ she’s like, ‘OK. I’ll make sure to talk to equipment and get things set up,’ " says Ben Bloom, the Titans' outside linebackers coach who Locust works closely alongside. "There’s a lot of logistics of things that go on throughout the day. Sometimes they happen and you’ve got an extra 20 minutes of meeting time that you didn’t think you were going to have, so how are we going to use that?"

Locust distanced herself from women's football early in her coaching career. Making it in the men's game meant having to avoid being pigeonholed. But going back to assist at women's camps now, she realizes the advantage her past affords her. Locust says women want to know the "why" more. It's not enough to say "blitz the B gap." Everything has to click, so there has to be more of a holistic approach to teaching why blitzing the B gap makes everything on the defense work.

"Which really forces you to come down and be progressive in your coaching style, which I think is beneficial across the board," Locust says. "I think a lot of coaches that have been successful have been progressive and have built on the basics and the fundamentals as opposed to this exotic drill or this play or whatever."

Locust, obviously, has found success. The Super Bowl ring in her safe-deposit box in Tampa is proof. So is the display at the Pro Football Hall of Fame showcasing the sneakers she wore that night, little shreds of confetti still embedded inside.

Nevertheless, she doesn't like the phrases "role model" or "trailblazer." She thinks trailblazers set out with one specific objective and find what they're looking for, and she thinks being a role model infers the path you took is a road map to replicate.

Locust prefers "possibility model," if she has to have a label at all, hoping her story is proof that anyone can coach if they want it bad enough. She'd like to be a position coach, but knows those jobs are earned by succeeding in jobs like hers now. She says it'd be nice to see a woman head coach or coordinator someday, provided that woman was truly the right person for the job, but she's not holding her breath. She says it'll take time before a woman rises to coordinator, let alone head coach. But she views it as a "probability down the line."

Pratt-Lauchle, for what it's worth, does see Locust as a trailblazer and an inspiration. But she's not surprised her friend shies from those labels. Locust doesn't seek out the limelight and doesn't want to be reduced to her gender. She's a coach, not the woman coach.

Football is Locust's sanctuary. She can't put on a helmet and shoulder pads anymore, especially not after another knee surgery this spring. But she can put foam rollers on her arms and whack at edge rushers' helmets in individual drills. It's the closest she gets to living her passion again, and she relishes the opportunity.

Locust loves football, and loves football history. She met Lambert once at an autograph signing at a Delaware mall, marveling at how he still walked like a football player, still had the broad shoulders of a football player. Now she gets to count some of the best defensive linemen of their generation as students: Ndamukong Suh, Vita Vea, Jason Pierre-Paul, Jeffery Simmons, Denico Autry.

SPECIAL TEAMS: Why Titans running back Tony Pollard is loving new NFL kickoff rules, wants chance as returner

Being a part of that history keeps Locust going.

"This is something that is, in my brief time, it still feels like rare air to me," she says. "Not just because of 'woman coach' or whatever. It’s because these kids have worked their entire lives, young or not, to be where they are right now. That’s special. The men that I get to be around, the other coaches I get to be around, the knowledge they have, it’s just something that is so motivating and fueling. You’re lucky enough to find that one job that gives you that type of passion, that type of feeling every day that you walk in the building. This has always been it for me."

Nick Suss is the Titans beat writer for The Tennessean. Contact Nick at [email protected] . Follow Nick on X, the platform formerly called Twitter, @nicksuss.

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