Leading People Through Disasters: An Action Guide - Softcover

McKee SPHR, Kathryn; Guthridge, Liz

Softcover

ISBN 10: 1576754200 ISBN 13: 9781576754207

Verlag: Berrett-Koehler Publishers, 2006

Inhaltsangabe

Flood, fire, hurricane, earthquake, workplace violence, bombings, even the arrest or sudden death of the CEO—sooner or later, most organizations will face some sort of disaster. Leading People Through Disasters breaks new ground in disaster-recovery by focusing on supporting the people who keep the business running in times of crisis.

Kathryn McKee and Liz Guthridge show how to ensure that your business continuity plan addresses human as well as business issues and they offer detailed advice on what to do when disaster actually strikes—how to keep people safe, calm, and informed; help managers care for employees; and deal with employees’ immediate and ongoing emotional and psychological needs while getting the organization back on its feet. This comprehensive guide features a wealth of examples, checklists, forms, and other practical tools that will help you take action when you need it most.

Über diesen Titel

Über die Autorin bzw. den Autor

Kathryn McKee began her career in Human Resources at Mattel, Inc. in its early years, where she learned to thrive and survive in a fast-paced Human Resources/Industrial Relations environment. She then moved to Twentieth Century Fox Film Corp and helped create one of the first HR functions in the motion picture industry.
She moved next to First Interstate Bancorp as Senior Vice President of Compensation and Benefits. Kathryn then moved to First Interstate Bank Ltd., as the Chief HR officer of that division, and she then joined Standard Chartered Bank as Senior Vice President and Region Head of HR for the UK-based bank. She now is President of Human Resources Consortia, where she offers consulting on Human Resources strategy, leadership, and executive coaching.
Her leadership and governance background includes serving as 1991 Chairman of the Society for Human Resource Management; and President of the SHRM Foundation, the Human Resource Certification Institute, and the National Human Resources Association. She is listed in Who’s Who in America. She was honored by NHRA as its 1986 Member of the Year; by PIHRA in 1990 with its Award of Excellence in Human Resources; by SHRM in 1994 with its Award for Professional Excellence; and by the Santa Barbara Human Resources Association in 2004 as its Member of the Year.
She loves to write, and her previous publications include the chapter “Moving as the Markets Move: Planning for Resizing,” in Resizing the Organization; “Human Resources: Insurrection or Resurrection,” published in the Human Resource Management Journal; and “New Compensation Strategies for Emerging Career Patterns” with Beverly Kaye, which was published by HR Magazine and won the distinguished William W. Winter Award from the American Compensation Association.
She graduated from the University of California at Santa Barbara and is a graduate of UCLA’s Anderson School of Management Executive Program.
Liz Guthridge specializes in strategic employee and change communication. She is the founder of Connect Consulting Group LLC, based in the San Francisco Bay Area.
A results-oriented, seasoned consultant, Liz has more than 25 years of experience helping companies communicate more effectively with employees to build trust and achieve business goals. Liz excels in helping leaders to confirm, clarify, and communicate what they want to do and to build buy-in from key constituents.
Over the years, she has consulted with companies across a variety of industries facing a range of challenges, including bankruptcy and mergers and acquisitions.
In addition to her award-winning communication consulting for her clients, Liz frequently writes and speaks on communication and change topics. She also advises communication professionals on how to increase the capabilities and capacity of their communication functions.
Before starting Connect, Liz worked for several change management and HR consulting firms, including Mercer Delta, Towers Perrin, and Hewitt Associates. She also worked for Amoco (now BP) in public and government affairs and was a reporter for the Huntington (W.Va.) Advertiser.
Her first job was serving as the first female vendor for the Tulsa Oilers, the Triple A affiliates of the St. Louis Cardinals baseball team. As a crusading junior high investigative reporter she experienced firsthand as a vendor being the subject of media coverage. The job provided other excitement too. She still remembers listening to the organist play Raindrops Keep Falling on My Head as a tornado touched down a few miles from the ballpark.
She holds an MA in communication management from the University of Southern California, Annenberg School for Communication; an MBA from the University of Connecticut; and a BSJ in journalism from Northwestern University, Medill School of Journalism.

Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.

Preparing to Lead in the Face of Fear

This chapter covers four topics:

When planning for a disaster:


Identifying the players as well as their roles and responsibilities for planning
Recognizing the competencies (such as skills, knowledge, and attributes) that can help you be an effective leader
When dealing with a disaster:


Reviewing the roles and responsibilities of the various players
Understanding what leadership competencies are necessary in the face of fear, especially in a disaster situation

Overview

On a scale of 1 to 10, how prepared are you to deal with a disaster befalling your organization? Are you ready to lead your employees through it? Are you geared up to deal with a hurricane, fire, flood, tornado, murder, chemical spill, act of corporate malfeasance, flu pandemic, terrorist attack, or some other type of disaster?

On second thought, maybe you’d prefer to close this book and take a pleasure trip. How about a cruise down the Mississippi River, where you’ll end up in New Orleans? You’ll find yourself in the state of Louisiana, which in August 2005 was actually “the state of denial,” according to Charles Pizzo and Gerard Braud, two crisis communications experts and Hurricane Katrina victims. 18“And if you’re not thinking about or planning what you might do in a crisis situation now, you’re in a state of denial too. There are just too many risks out there,” Pizzo warns.

One good sign that you’re not in the state of denial is that you have this book open. We hope you’re ready for the challenge. Our goal is to excite you to action so you will take a leadership role within your organization and prepare for the worst, with the hope that nothing bad actually happens. However, the odds are that you will face some kind of minor or major crisis in the course of your work life.


Preparing for a Disaster

Identifying the Players and Their Roles and Responsibilities

In business continuity planning, one of the critical leadership tasks is defining the roles and responsibilities of the key members of management who will be involved in planning for and managing a disaster. This section details the processes to be carried out by individuals in the roles of CEO, CFO, Human Resources Director, Communications Officer, and other selected members of the management team. The job titles and organizational structure of your company may differ from the generic positions described here, but this summary will give you an idea of the division of responsibilities.

Most senior executive: Chief Executive Officer/ General Manager/other title

Mandates the development and implementation of a business continuity plan
Appoints the core team, announcing and expressing confidence in its members and emphasizing their delegation to a high level of independent thinking
Meets with the core team from time to time for updates and to offer advice and counsel
Incident Commander

Reports to the CEO
Develops the Incident Command System, which specifies who will do what tasks in the case of an incident (emergency, crisis, disaster, catastrophe, etc.)
19Takes charge in case of a disaster and is the sole contact with emergency responders, such as firefighters, police, and hazmat (hazardous materials) team
Addresses the media on-site covering the disaster, as he or she is on the line and has the most up-to-date information on the situation, unless another individual is designated to be the spokesperson
Chief Financial Officer/Controller/other title for financial executive

Works with the core team to develop the business case for planning, including the return on investment. Consider the costs of planning, such as:
Possible use of an outside expert on emergency preparedness or business continuity planning
Downtime (i.e., time away from job duties, spent in meetings, information gathering, etc.; or due to dislocation of work or loss of property) and its impact on the profitability or viability of the business
Materials, equipment, and supplies, including food and water, cots, blankets, radiophones, walkie-talkies, satellite phones, extra cell phones, 800 number for an employee “cool line,” and special website
Possible off-site space for an emergency operations center (see Chapter 2)
Backup information technology and telecommunications systems
Trauma counseling or Employee Assistance Program
(EAP) (see Prologue and Chapter 8 ) and returning employees to reasonable levels of productivity

Core team

The core team will develop the strategies and policies that will be used to develop contingency plans for a short business interruption (e.g., a few hours); a disaster, where business is interrupted for a few days; and a major catastrophe, where 20business is interrupted for the foreseeable future, with no identifiable end date. Core team members and their responsibilities are:

Human Resources


Working with the core team to identify the Incident Commander and others who will take charge in case of a disaster
Defining roles and responsibilities for the various individuals who will staff the Emergency Operations Center (see Chapter 2 )
Developing contingency plans for the relocation of employees under a variety of scenarios
Instructing the core team about Human Resources philosophy and how the organization can care for its workforce through contingent HR policies, as well as developing contingency HR policies (explained in Chapter 3 )
Developing the executive emergency contact list, which specifies who gets alerted and when
Arranging for the contingent use of external behavioral health consultants or an Employee Assistance Program (EAP) (see Chapter 8 )
Developing a telephone tree or other electronic notification system along with collateral materials so that employees at all levels of the organization know whom to call, where to go, when to stay home, and what other actions to take
Ascertaining the need to deploy staff in other parts of the United States or the world to keep the business running
Safety Officer or security (if applicable)


Developing a variety of scenarios that could result in business interruption and coordinating these scenarios with communications facilities
Developing evacuation procedures as well as specific procedures for such disasters as a fire, flood, hurricane, tornado, chemical spill, or explosion, and setting up a “shelter in place” (i.e., a place in the facility where employees can go for shelter rather than leaving the facility and risking exposure)
21
Operations/production (if applicable)


Developing contingency plans for inventory, manufacturing, distribution, and other functions in case of evacuation
Identifying a location to borrow or rent space
Determining the feasibility of moving the warehouse, production, and distribution functions
Analyzing the consequences of a short- or medium-term inability to deliver products/services to customers
Communications


Creating a crisis communications plan that dovetails with the business continuity plan and includes key messages for each scenario in the business continuity plan
Developing a media strategy for minor and major crises
Working closely with the Incident Commander to determine who will serve as the company spokesperson, depending on the situation, and clarify who speaks, when, and to whom, internally and externally; also, providing advance media training for these individuals, if needed
Maintaining ongoing good relations with the press, especially the radio and TV newscasters in the local markets, and preparing press releases and organizing press conferences as necessary
Developing...

Details zur Ausgabe

• Verlag: Berrett-Koehler Publishers
• Erscheinungsdatum: 2006
• Sprache: Englisch
• ISBN 10: 1576754200
• ISBN 13: 9781576754207
• Einband: Taschenbuch
• Anzahl der Seiten: 200
• Kontakt zum Hersteller: Berrett-Koehler; https://www.dc.com/tv; ; 1333 Broadway Suite P-100; Oakland; CA; 94612; USA
• Verantwortliche Person: eucomply OÜ; hello@eucompliancepartner.com; ; Pärnu mnt. 139b - 14; Tallinn; 11317; Estland