Once you’ve created your initial crisis management framework, how do you go about prioritizing your top risks for additional situation-based planning?

That’s the topic that we dive into today in this week’s edition of the Managing Uncertainty Podcast. Bryghtpath Principal & CEO Bryan Strawser along with Consultant Bray Wheeler talk about how to shift from your established crisis management framework and plan to situational based planning for your top prioritized risks.

Related episodes of our Managing Uncertainty Podcast and articles from our blog include:

Managing Uncertainty Episode #1: Shouldn’t we have a plan for alien invasion?

Managing Uncertainty Episode #12: When the world falls down around you

Managing Uncertainty Episode #55: Crisis Leadership Roundtable

Managing Uncertainty Episode #59: All roads lead to one

What the CEO needs to understand about planning for a crisis

Crisis Communications 201: Crisis Protocols

Episode Transcript

Bryan Strawser: Hello and welcome to the Managing Uncertainty podcast. I’m Bryan Strawser, principal and CEO at Bryghtpath.

Bray Wheeler: I’m Bray Wheeler, a consultant at Bryghtpath.

Bryan Strawser: One that we’ve talked about, at least, in a couple of previous episodes is this really common call or email that we get from prospective clients. It usually starts with, “I don’t have any kind of crisis plan or structure, but my executives have told me I need an active shooter plan.”

Bray Wheeler: Yup.

Bryan Strawser: We always immediately steer them towards, “You might need an active shooter plan, but if you don’t have anything else, what you first need to establish is a crisis management framework. You need a plan on you’re going to deal with any major disruption that establishes, here’s the team, here’s the process, here’s how you’re going to communicate, here’s how you’re going to make decisions, here’s how you’re going to escalate things.” When we talk about a crisis framework, that’s what we’re talking about.

Bryan Strawser: So, we’ve talked about this several times. What we want to talk about today is, what happens when you have that in place, and now it’s time to take a look around the company and say, “There’s probably some specific things I need to write a plan for, but what are those things? So, what do we do next?”

Bray Wheeler: I think, people can get hung up on evaluating different things and scoring different things, and talking to different people. All of those things are important, and