Beyond the plan: The need for adaptive leadership in crisis 

In times of crisis or emergency, our existing plans may fail or prove inadequate for the situation at hand. In the worst-case scenario, there may be no plan to rely on at all. During such moments, capable individuals step up, think critically, and take decisive action to solve problems, mitigate further effects, and, in extreme cases, save lives, writes Robert McAlister

Developing capable people who are willing to think and act beyond the failing plan or procedures requires a willingness to think differently about how we train and develop the skills, behaviours, and mindset for crisis or emergency response. People who are able to draw on tacit knowledge and experience use heuristics to short-cut decision-making by connecting dots quickly, using these skills at their own pace.


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Naturalistic decision models: While some organisations train and develop these individuals' skills, many still rely on traditional crisis procedures and processes. However, when rigid decision models and standard operating procedures cannot keep pace with the situation or fit the context (such as when the average active shooter scenario is over in 15 minutes), these more naturalistic decision models and actions become crucial. People must be able to improvise and adapt, acting on their own initiative and sometimes without supervision or permission.

An example of this is the 2019 Nairobi Terror Attack. On January 15, 2019, five Al Shabaab terrorists attacked the 5-star DusitD2 hotel and office complex. Later in the same year, I was in Nairobi, delivering safety and security training. This particular incident was still very fresh in everyone's minds, including the Kenyan military, which hosted my stay. Their personnel were returning from tours of duty across the border in Somalia, the origin of these attacks on Kenya.

During the 19-hour killing spree, they used grenades and assault rifles, resulting in 22 civilian deaths and many more injured and traumatised. Initial reports indicated gunfire and two explosions at the hotel. The attackers arrived in two vehicles. One attacker entered the complex and detonated a suicide bomb near a restaurant. After the blast, the remaining terrorists forced guards to open the gates of 14 Riverside Drive by shooting at them and lobbing grenades, then made their way into the complex, setting some parked vehicles on fire. The terrorists proceeded inside the complex to hunt down as many people as possible.

Enter Christian Craighead,* a serving member of the British Special Air Service (SAS) with over 28 years of service in specialist units around the world. At the time, he was on attachment in Nairobi, training Kenyan Special Forces.

After completing his morning training, Craighead received a call from a friend alerting him to the incident in town. Without seeking permission from his superiors, he raced to the scene. When he discovered that no security teams or military forces were actively tackling the threat or rescuing trapped civilians.

During the attack, Craighead repeatedly entered the complex alone, engaging multiple terrorists and rescuing as many hostages as he could. Later, with the support of others, he led this hastily assembled ad hoc team to rescue more hostages and eliminate the remaining terrorists hiding in the building's basement.

Media crews covering the incident captured Craighead with his face masked as he continued to bring out hostages. After the event, people hailed him as a hero and gave him the nickname 'Obi Wan Nairobi' for his warrior-like actions. However, the UK Foreign Office and the UK Ministry of Defence later called him a mutineer and a terrible example for more junior soldiers. Despite criticism from some UK government quarters, he received the Conspicuous Gallantry Medal for his extreme bravery.

Plan, prepare and perform 

Craighead, who has subsequently left the military and now lives in the US, has also conducted many interviews on the subject, highlighting so many fascinating insights and learnings. 

He has stated that the events inside were far more brutal than anyone could have imagined, putting his skills and expertise to the ultimate test. Reflecting on his individual performance, he mentions that mentally, he was in a complete flow state, with every sense heightened. "On that day, I could hear more, see further; I was more agile and stronger. I was totally dialled in," he said.

On the topic of crisis leadership, Craighead says that there are real issues with decision paralysis at local senior and organisational levels, especially when every second counts in fast-paced crisis situations. 

Fast-paced crises and attacks across the globe frequently exemplify this phenomenon. The ability to think and act beyond the plan or standard operating procedures, which no longer suit the context or situation in which decision-makers find themselves, is crucial. Alternatively, they may strive to make the ideal decision and delay, thereby missing out on opportunities.

His take on emergency planning is also insightful and useful for all crisis practitioners: “Sometimes you will have time to make a plan, sometimes you won’t. Even if your time is limited, you still need to devise a plan. If the plan is failing, then adapt it to make it work.” 

According to reports, Craighead's actions saved over 700 lives and led to the deaths of the remaining four terrorists. 

What we learn from this incident, and Craighead’s response, is that there is a critical need for adaptive leadership and quick decisive action in crisis situations. The 2019 terror attack serves as a powerful reminder that rigid plans and procedures may not always suffice. As threats continue to evolve, so must our approach to training and developing crisis responders.