Lessons in Crisis Management: Maxim Gorin Shares What Running an Ambulance Company Teaches About Leadership

In the business world, leadership lessons often emerge in boardrooms or during quarterly planning sessions. But when every second counts, and lives are at stake, the true nature of leadership is tested under pressure. Running an ambulance company is not only about delivering emergency medical services—it’s about navigating chaos, making critical decisions, and leading with clarity in moments when uncertainty is the only constant. Healthcare expert Maxim Gorin explains that the high-stakes environment of emergency response offers profound insights into crisis management and effective leadership that apply far beyond the sirens and flashing lights.

Stay Calm When Everyone Else is Panicking

One of the most immediate lessons learned in ambulance operations is the importance of calmness under pressure. In emergencies, chaos is expected. Patients are scared, family members are emotional, and sometimes even team members are overwhelmed. A leader in this environment cannot afford to mirror that chaos. Instead, they must be the stabilizing force.

Remaining composed not only allows for better decision-making but also sets the tone for the entire team. When a leader keeps a level head, it sends a clear message: “We’ve got this.” Calmness becomes contagious, helping others regulate their emotions and focus on their tasks. It’s a lesson that applies to boardroom crises as much as it does to medical emergencies. Whether you’re managing a business downturn or a public relations fiasco, poise is power.

Rapid Decision-Making is a Skill You Must Hone

Ambulance crews often have to make critical decisions within seconds. Should they perform a specific procedure now, or wait until they reach the hospital? Which hospital is best for this particular case? These decisions often involve life-or-death consequences, and there’s little time to hesitate.

In leadership, the ability to make quick, informed decisions can be just as essential. Leaders must train themselves to assess incomplete data, trust their team’s expertise, and take action. Overthinking can lead to missed opportunities or worsening situations. Just as in emergency care, paralysis by analysis can be dangerous.

The key is preparation. Ambulance companies train rigorously, conduct regular simulations, and develop protocols that enable faster and more informed decision-making. In business, leaders should do the same: develop playbooks for crisis scenarios, rehearse contingencies, and empower their teams to act decisively within defined parameters.

Communication is Everything

In the back of an ambulance, communication is the lifeline. The crew must communicate clearly with dispatchers, relay accurate information to hospitals, and remain calm when interacting with patients and their families. Miscommunication can lead to delays, misdiagnoses, or even fatalities.

Leaders in any field must learn to communicate under stress. This means being clear, concise, and consistent in your approach. During a crisis, employees look to leadership for direction and reassurance. Mixed messages can confuse and erode trust. Successful ambulance companies often utilize a structured communication model, such as SBAR (Situation, Background, Assessment, Recommendation), to streamline high-stress communication. Business leaders can benefit from adopting similar frameworks during high-pressure situations.

Trust Your Team—and Empower Them

An ambulance company functions smoothly when every team member is empowered and trusted. EMTs, paramedics, dispatchers, and support staff all play vital roles in emergency medical services. In the field, there’s no time for micromanagement. Each individual must be trained, trusted, and empowered to make calls when needed.

Great leaders understand they cannot do everything themselves. Crisis management is a team sport. It requires trust in the capabilities of others and the ability to delegate responsibility without abdicating accountability. Building a culture of competence and trust ensures that when the unexpected happens, the entire organization can move swiftly and effectively.

Prepare for the Worst—Constantly

Running an ambulance company means planning for every possible disaster, from multi-vehicle collisions to natural disasters and mass casualty events. Maxim Gorin enthuses that emergency preparedness is not just a buzzword—it’s a daily practice. This kind of forward-thinking and relentless preparation is a hallmark of strong leadership.

For business leaders, this means conducting risk assessments, developing crisis response strategies, and simulating worst-case scenarios. The leaders who fare best in real crises are often those who have mentally and operationally rehearsed for them long before the storm hits. Preparation breeds confidence, and confidence enables faster recovery.

Emotional Intelligence Isn’t Optional

Ambulance professionals deal with people at their most vulnerable. Compassion, empathy, and emotional regulation are not only beneficial but also essential for overall well-being. A great leader in emergency medicine knows how to strike a balance between empathy and action. They understand when to offer a comforting word and when to give a complicated directive.

In business, emotional intelligence enables leaders to maintain morale during crises, manage interpersonal conflicts effectively, and assess the environment before making significant decisions. Leaders with high emotional intelligence can calm tensions, inspire loyalty, and make more informed, people-centered decisions, especially in challenging times.

After the Crisis: Debrief, Reflect, Improve

Ambulance companies live by the motto: review, learn, improve. After every major incident, a debriefing is held. What went well? What could have gone better? How do we do it differently next time? This culture of constant learning is one of the most powerful tools in the crisis management arsenal.

Leaders in all sectors should adopt this mindset. After a crisis, there is a golden opportunity to grow and thrive. Taking time to reflect, not just on outcomes but also on process, ensures that mistakes become lessons, not repeated errors. Crisis is a teacher, and debriefing is how we turn experience into wisdom.

Conclusion

Running an ambulance company demands a unique blend of composure, decisiveness, trust, communication, and empathy. These same qualities define strong leadership in any field. In the crucible of crisis, whether it’s a cardiac arrest or a company emergency, the accurate measure of a leader is how they guide others through uncertainty. The stakes may differ, but the principles remain the same. By looking to the high-intensity world of emergency medical services, leaders everywhere can learn how to act faster, lead better, and come out stronger when it matters most.