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By Don Saracco
Never before as a business leader have you faced more people with
more passion about the importance of disaster planning. They want
you to invest in or give personal support to their efforts. Living,
as we are, in the shadow of horrific events that are likely to be
repeated there is good reason to listen to their pleas. We have
seen how human evil and amoral nature can wreak havoc on humanity,
crush businesses and depress the global economy. The damage can
go far beyond the mere loss of facilities, systems and ability to
serve customers. Despite our history of devastating disaster events,
we are not prepared for the extensive loss of life and the loss
of able employees we saw in New York and Washington, D.C. The long-term
effects of these events on human lives are only beginning to be
understood and will be felt for years to come. You should be concerned.
Preparedness Requires Commitment
You should be concerned because you are probably not doing what
is necessary to prevent and mitigate the threats to life and safety
that are inherent in a world at war with terror. The necessary state
of preparedness requires commitment, investment and effort. A plan
should lead to specific goals and measures. Resources must be applied
to implementation and evaluation of results. All of this, then,
must be institutionalized so that it does not suffer from being
the "program of the month" as so many apparently worthwhile efforts
do. Here are some specific steps you can take.
First, dismiss all of the emergency management specialists that
may be courting you or working in your organization. If they are
external consultants, don't send them away with prejudice. You will
probably want some of them back when you have created the appropriate
context. If they are internal, be clear that their efforts are not
being abandoned, but only suspended and give them a meaningful role
in the strategic planning process.
Next sit down with your top advisors and examine the relationship
between your organization's mission and the people who work every
day to make it happen. Are those people of primary value or secondary
value? Does the organization exist to serve its employees/associates
on par with its other stakeholders? Are employees/associates truly
viewed as a critical asset or are they a commodity? Do you view
your investment in these people to be worthy of return beyond just
showing up and going through the motions? Organizations with the
best defense against threats to lives and safety are those that
do things for and about people just because it is, in their minds,
the right thing to do. Others do it because they sincerely value
human capital and view life/safety protection as a good business
decision.
A new strategic plan will include scenario planning that is informed
by a thorough assessment and analysis of threats and possible impacts
to the organization and its people. Scenario planning allows for
consideration of the possible as well as the probable. If you are
like most of us, you have focused only on the probable events for
planning purposes in order to limit the commitment of resources
and maintain a healthy balance sheet. If you have made the decision
that people are of paramount importance you will consider this commitment
an integral part of doing business well.
Corporate Culture Determines Success
A robust and resilient employee/associate force is well informed,
well trained, well equipped and well managed. Near-term goals for
the organization will include broad participation in disaster planning,
training that is appropriate for dealing with possible events, acquisition
and staging of appropriate emergency supplies and equipment as well
as affirmation or establishment of performance management systems
that ensure high levels of commitment and effort. Depending on your
organizational culture, you will assign ownership of these goals
to managers, team leaders and others.
There are excellent corporate models from whom we can learn. One
such company is Pharmavite, a California producer and marketer of
health products. Goals are held by a cross-functional Disaster Recovery/Business
Resumption team with participation by Risk Management. Program ownership
is clear, translating into accountability and results. Team members
are well trained in disaster medical; light urban search and rescue,
medical triage, psychological trauma response, crisis management,
as well as event management communication protocols. Each year an
annual exercise is conducted to challenge their people and their
plans. Most important of all -- Pharmavite's program flows naturally
out of an organizational commitment to their people and a view of
those people as a strategic asset to the corporation.
If you want to meet your obligations as a leader and as a prudent
manager, consider these ideas simply as a starting point. Use the
GUIDE to become aware of tools and resources available to help you.
The rest is up to you and must come from you heart as well as your
mind.
About the Author
Don Saracco, Ed.D. is EVP and Chief Operating
Officer of MLC & Associates, Inc. He has over 25 years experience
in organizational development and business continuity program development.
He welcomes comments and/or questions directed to dsarac@mlc2resq.com.
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