Ami Bera Quotes

When there is a crisis, how you handle the crisis is just as important as the crisis.

We've got to be judged by how we do in times of crisis.

American government has usually been pretty good in a crisis and pretty lousy at all other times.

You never let a serious crisis go to waste. And what I mean by that it's an opportunity to do things you think you could not do before.

September 11 was horrific, but I've been through enough crises before that I had my own pattern as to how to collect facts, what a leader should do, how to communicate with people, how to set up operating mechanisms to work our way through it.

I learned long ago on the battlefields of Vietnam that in a crisis, there is no substitute for clear-eyed leadership.

The actions you plan to take and the actions you actually decide to take [in a crisis] are not always the same.

Emergency does not create power.

I will take personal responsibility for transporting the 20,000 ventilators anywhere in this country that they want, once we are past our apex. But don't leave them sitting in a stockpile, and say well we're going to wait and see how we allocate them across the country.

My theory on an existing crisis is that you have to be very strategic about each case's unique elements. If a crisis involves a legal component, you need a communication strategy that complements the company's legal objective. A strategy for a plea deal is different than a case going to trial.

Without a Mayaguez, or something comparable that we don't see in the immediate future, there is probably no one thing the President can do to himself to turn this situation around.

The most important point is, in a time of crisis, there is no way out but for the government to be bold and aggressive.

I want to assure your excellency that I am occupying myself permanently and jointly with my team to achieve a solution as soon as possible to this crisis, the principal objective being the safeguarding of the health and life of those who are inside.

For political and bureaucratic reasons, governments at all levels are telling far less to the public than to insiders about how to prepare for and behave in the initial chaos of a mass-casualty event.

As soon as something really bad happens, I guarantee you Congress will act. I absolutely guarantee you Congress will act. But the question is, should we wait for that?

Before becoming a college president, I helped over a dozen organizations find strategies to get through some very ugly crises.

The value of catastrophic events is that they can help people face up to problems that are otherwise impossible to address.

Patience, they say, is a virtue. Yet in times of emergency, the government needs to be able to make snap decisions and take bold, decisive action to protect the American people.

Over the years, I've been involved in many business crises. I qualify this, since my crises have never involved life and death or the survival of the human race. But they are still crises.

When facing a national crisis, we cannot allow a political vacuum to exist.

In times of crisis, different people react in different ways. Some might try to escape. Others might attempt to batten down the hatches and ride out the storm in a safe haven.

When clients are involved in a crisis, we often start at the end. When this is over, where do you want to end up? What's your endgame? We try to start from that and work ourselves back.

With a crisis as complex as coronavirus, multiple government agencies and departments are involved in responding. There needs to be one qualified and experienced person who will make sure every relevant cabinet secretary, agency director and policy advisor are on the same page - day in and day out.

Anything you say before a pandemic occurs sounds alarmist; anything you say after it occurs is inadequate.

The nation’s disaster mechanisms do not seem to be in the hands of those who know how to use them.