Education and Training | Crisis Management Structures

Education and training creates the conditions in which individuals and groups can successfully utilize sound BCM Plans, as well as have the confidence to step outside of established policies and plans to meet unique challenges which the BCM Plan may not have fully addressed. The following forms of education and training are available to develop and sustain the skills and capabilities of an organization's crisis leaders.

§  Formal Instruction.: Formal instruction may take the shape of a focused training course for crisis leaders on risk and security management issues, whether conducted as part of a series of modules or as a condensed package.

§  Mentoring Programs.: Mentoring programs may be formal or semiformal with experience, and trained crisis leaders mentoring less experienced team members so that cross‐pollination of skills and knowledge occurs.

§  Shadowing and Transitioning.: Crisis leaders may delegate or transition responsibilities over a defined period to ensure that new crisis leader incumbents have a period of indoctrination prior to fully assuming responsibilities.

§  Tabletop Exercises.: Management leadership exercises and discussions can be used to run a crisis management team, and individuals, through their paces as a low cost, high value training medium.

§  Discussion Groups.: Discussion and working groups or forums can provide a valuable medium whereby information and ideas are shared and friction points or shortfalls are identified and resolved.

§  Instructional Manuals.: Training manuals can be used (often in conjunction with other education and training mediums) to educate crisis leaders on their own role, as well as how an organization will function and respond to a crisis.

§  Web‐Based Training.: Web‐based education and training mediums can be used to meet the needs of a dispersed crisis management team.

§  Train the Trainer.: Creating internal capability through a train the trainer scheme can improve the knowledge and capabilities of the instructor, while also creating a pyramid effect of capability within a wider group.

§  Activation Exercises.: Activation exercises can be used to determine the ability for individuals and the crisis management team to effectively respond to a crisis event. This tests both the mechanisms for activation, as well as the competence of individuals and the wider group in terms of response.

There is no miracle answer for how crisis leadership should work, nor necessarily a way of predicting, nor assessing after the event whether the individual or group leadership approach used was the most effective way of managing a particular crisis. Establishing a solid platform from which good decisions can be made should be the principle goal of companies and organizations. In addition, corporate leadership should bear in mind that it is better to make some form of decision, rather than make no decision at all in the event of a crisis—recovery is invariably preferable than inaction.

Crisis Control Center | Crisis Management Structures

The company should either establish a permanent facility in which to manage crisis events (if the frequency and scope of crises facing its business activities warrant such an investment) or develop and pre‐position portable crisis management resources to quickly establish a temporary crisis control center within an operating area. Alternatively, a virtual crisis management center may be more preferable in terms of cost and ease of management. It is critical that resources enable the crisis team to communicate with multiple groups, both those dealing with a crisis at the point of the emergency as well as those leveraged or contracted to support the resolution of a crisis. Multiple mediums for communication are often required, as the crisis event may have affected one or several communication lines. The following considerations are offered to assist companies in provisioning an effective crisis control center:

Communications

§  Landlines, satellite phones, and mobile phones

§  Fax machine

§  Videoconferencing

Information Technology

§  Computers and printers

§  Internet connectivity

§  PowerPoint and monitors

Management

§  Status boards and personnel rosters

§  Action plans and operational instructions

§  Management and interface structures

§  Action boards and personnel status tracker

§  Implemented plan tracker

§  Intranet management site

Information

§  Intelligence reports

§  News channels (television and radio)

§  Intelligence briefing boards

§  Ongoing directives

§  Status reports

§  Threat reviews

Documents

§  Business Continuity Management Plan

§  Security plans and exhibits

§  Agreements and contact lists

Mapping and Imagery

§  Regional and local maps

§  Satellite and aerial photography

§  Schematics and floor plans

Facilities

§  Conference rooms and offices

§  Private briefing room

§  Secure area for security materials

Administrative Support

§  Photocopier machine

§  Satellite and aerial photography

§  Schematics and floor plans

Ancillary Equipment

§  Stationery supplies

§  Rubber gloves and plastic bags

§  Medical stores

§  Air‐conditioning or heating

§  Beds and showers

§  Securable cabinets

§  Paper shredder

§  Access control (locks)

§  Food and water

§  Power and lighting

Access to the crisis control center should be restricted to only appropriate persons, and should be locked if the center is not operated during certain hours. Access to intranet sites or other information technology storage facilities or mediums should also be restricted and monitored. The location and resources available to the crisis control center, whether sited within the affected area or positioned outside of an impacted area, will determine what resources are required, as well as the level of security needed to secure this critical facility.

Crisis Leadership | Crisis Management Structures

An organization's BCM Plan is only as effective as the knowledge and capability of those employees or managers implementing the risk evaluations, mitigations, and crisis response measures contained within the plan. An important aspect of the BCM Plan, as well its tactical response element (the Incident Management Plan), is the education, rehearsal, and testing of key decision makers and response managers. The BCM Plan does not work in isolation of human decision making and participation, and while the policies and plans will certainly support more effective management responses, offering structure, guidance, and systems to help guide an organization through the wide spectrum of challenges they may face—it will invariably be the effectiveness of crisis leadership which governs how well, or indeed badly, an organization will fare.

Crisis management leadership contains many of the same skills and tenants as would be found within any leadership role. The main differences between typical management and a crisis decision making is the speed that decisions need to be made and the gravity of impacts associated with the decision. When considering crisis leadership the following principles should be considered:

§  Knowledge.: Crisis leaders should have the knowledge and experience to effectively manage a crisis situation. Crisis leadership requires swift, balanced, and decisive action. Responses should not be impaired by a lack of understanding, confusion, self‐doubt (or indeed doubt in others), or the inability to formulate intuitive and innovative solutions based on a solid foundation of knowledge.

§  Information.: Decision making should be shaped by accurate and timely information. Decisions based on assumptions or speculation will invariably impede effective response measures and could exacerbate the problem. Understanding how to gather, process, understand, and utilize information quickly and effectively is a fundamental aspect of successful crisis leadership.

§  Confidence.: Crisis managers should have the confidence to take decisive action and to make informed judgments which are not undermined by self doubt or confusion. Confidence is based on the knowledge of how a crisis event unfolds and how to develop and implement structured, focused, and mature crisis solutions. Confidence also involves understanding your own, or organization's, limitations—and knowing when to seek support or guidance.

§  Practice.: Where possible (and appropriate) crisis leaders should seek to practice their management skills and associated responses to different forms of crisis events—whether it is a practical exercise or a management tabletop discussion. Practice will identify gaps and shortfalls as well as iron out any individual or group issues prior to an emergency occurring. Practice also develops knowledge, supports organizational structure, and creates confidence.

§  Structure.: Crisis leaders should develop a structured approach to their response to different forms of crisis events. Structure brings focus to what is often a confusing and dynamic leadership requirement. Structure also reduces confusion and doubt and engenders confidence within individuals and groups. Structure also reduces duplication of effort, identifies shortfalls and gaps in responses, and focuses multiple parties on meeting key issues.

§  Balance.: Crisis leaders should be decisive, but balanced in their approach to quickly formulating responses to often complex and challenging emergencies. The adage “less haste more speed” applies when considering rapid but balanced crisis management decision making.

§  Pace.: The pace of decision making should be measured and balanced, but reflective of the external drivers created by a crisis event—the speed of unfolding crisis events should be matched, or exceeded by the ability for managers to make effective decisions. Some crisis events will allow for a sedate pace of response, others will require immediate decision making and action. Crisis leaders need to understand the tempo of response requirements and align their leadership style accordingly.

Establishing the ability for individuals to make mature, confident, and well‐informed decisions will be pivotal for the success of the BCM Plan. The BCM Plan and its functional elements, such as the IMP and other crisis response plans (kidnap and ransom, evacuation, pandemic, and so on) are after all only a tool to support effective crisis leadership.