Business Continuity Today

Anything that you do well is because of the hours you put into practice. Malcolm Gladwell writes to become an expert in a field you must put in 10,000 hours of work. The same goes for leadership. Being a leader in a Crisis, is more than writing a plan and holding a drill, it is putting your time and energy into practice. We learn from our mistakes, we make models and break them and make them again. We need to dig deep into who we are, where we want to go and who we want to be. Then we implement our changes and do it all over again. Check out our episode on the POP-DOC loop.

The Business Continuity Show
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I have talked about mental models over the years for decision-making. In this episode of BCT, we are exploring what models we can use for leadership. A great leadership style can make people appear more competent than they truly are, and a poor style can drag down a superior skill set. So how can aspiring emergency management and business continuity professionals improve their leadership style?

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Your leadership Beliefs are defined by your experiences good bad or indifferent. You may have had a great coach, or teacher and you use leadership lessens learned from them. Or you had a bad boss, that micro managed you, and you said you would never be that person. We take those lessens and apply them to our work today.
As crisis management leaders, business continuity or emergency managers, people look to us to lead during difficult times. You have to develop your leadership style this is step two to your leadership blueprint.

The Business Continuity Show
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I can recall the exact location I was on September 11, 2001 when I learned of the first plane hitting the World Trade Center in New York City. I was listing to the radio on my way to work in the West Adams District of Los Angeles. I knew we were under attack. The next few weeks for the United States was a mix of anger, fear, and sadness.

You see the WTC was more than an office building, it was a symbol of prosperity, a destination for school children on field trips, a location for business, and a part of the skyline of the capital of the world. This week we remember the attack on the WTC, the Pentagon, and the rest of the world.

I am sharing a story of one man that saved thousands of lives, just because he took his job to seriously. Rick Rescorla.
Next week we will get back on track with our leadership topic.

The Business Continuity Show
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What is your leadership style? What is your leadership plan? They sound like similar questions, however, they are not. If you are a leader, by title or by your actions, I bet you wing it. I bet you could not tell me how you plan to use your skills, in a way that helps your team, and your organization moves forward.
Your style is not a plan, it is like saying, well, I am putting on this suit, it looks good so I will make good decisions. What you need is a mental model that helps you on a daily basis, to help you lead your team down the right path. When you come to a fork in the road, if you do not have a plan, it does not matter what path you take. When you have a plan, you are halfway to completing the goals that you have set.
The Business Continuity Show
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Over the last year and a half, we have seen how COVID-19 has impacted our daily lives. We have had to make a shift in how we conduct business, how our supply chain has been affected and how we communicate with our employees, stakeholders, and clients.
A Study published in 2012 warned it was prudent to expect climate surprises in the coming decades, including unexpected and potentially disruptive single events, and for them to become progressively more severe.
We have seen this come to the fore with Super Storm Sandy, stronger and more frequent storms in the Atlantic, including the first storm to hit New England in 30 years last weekend. At the time of this post, the storm Henri was forecasted to hit southern New England as a strong tropical storm or possibly as a Category 1 hurricane.
Is your organization forward-looking and resilient? Do you have a plan? What are you using for communications? Are you and your employees ready at home? Join us as we take a deeper dive into those questions.

The Business Continuity Show
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EM Student
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Greg McKeown’s Essentialism got me thinking about how we can apply the principles of less is more to the field of Business Continuity and Emergency Management. I think that it is worth discussing.
We end up doing a lot of things that is not a core service that our disiplin ought to be doing, Working in a small or even a large organization, business continuity or emergency management becomes that department that gets projects that other departments do not know how to, or want to handle. We have to learn to say no and examine what we are doing right and what we are not able to handle. We must examine our core capabilities.
Exploring our core capabilities and removing what we should not be doing This process s more than cutting stuff out, and leaving an shell of a department. It is avoiding mission creep, and at the same time focusing on the essential services that the department provides. It makes a better organization at the end of the process.

The Business Continuity Show
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EM Student
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EM Weekly
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The C-suite by definition, are the chief officer of their organization. Doing great work, running your team and making sure the organization is ready for any crisis is what we’re all here for. But as anyone who’s worked at an agency knows, that’s a constant challenge. So keeping the C-Suite happy can be demanding.
The C-Suite has high standards. They have complex organisations behind them. And they have their own pressures to respond to. Making this more complicated for all of us is the fact that the communications and technology landscape is changing at a faster rate than ever before.

So while we’re proud of the great job we do for our bosses, however we can never rest on our laurels. We have to constantly get better at providing the right advice for leadership and building strong, lasting relationships with them, even as our industry evolves around us and as we go through the inevitable hiccups that every profession experiences from time to time.

The Business Continuity Show
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EM Student
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EM Weekly
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If we as a collective learned anything in 2020, it is that we cannot assume that our year will turn out as planned. One thing that we can count on is change. In fact, we need change to do our jobs. The trick is, how do we manage change, and how to we plan for the pivot.

As business continuity, emergency, and crisis managers, it is our job to plan for and expect the need for our organization to pivot. To make a great transition when the time is needed, you have to have a strong base. Like in medicine, we take the baseline vitals so we know if our patient is getting better or not. In emergency planning and management, having a solid baseline it critical.

The Business Continuity Show
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EM Student
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EM Weekly
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I read "Crisis Management is People Management" in this month's Crisis Response Journal by Thomas Lahnthaler. He argues that over the last year, we were not managing tactics to combat the global threat of COVID-19. We needed to focus on the people affected by the pandemic. In my class the Social Impacts of disaster, I discuss the idea that disasters are not disasters until it impacts humans. Yes, we can discuss the ecological impacts of an event. However, if it did not kill humans, or have direct economic consequences, did it happen? 

This week we will be diving a little deeper into what it is to manage a crisis.

The Business Continuity Show
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EM Weekly
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