This chapter suggests a number of planning actions that can each be carried out in five minutes. The basic idea is that some disaster planning is better than none, and the planning process need not be an onerous obligation.
For many of us, time is our most precious resource. Why spend it planning for events that might not occur when you already have many pressing demands? The answer is that a variety of unexpected things can happen, as the real-life examples in this book show, and those who took the time to plan generally have benefited from a faster, more complete recovery.
If you remain unconvinced that planning is worth your time, consider the following sets of actions that you can do in five-minute time slots. You may not solve all of the problems that arise, but you’ll bring to the surface important issues that you can then handle one by one over time. By taking action in small bursts, you may be able to stay a few steps ahead when a disaster strikes. Carry out these actions in any order you choose—just take five to survive.
When was the last time you checked in with your partners in disaster preparedness? Think about taking a few minutes to connect with individuals in the following departments:
124Ask them what’s new in their area in terms of disaster preparedness/ business continuity planning. Are they anticipating any changes? Have they attended any seminars of interest on this topic, or read any articles or books that might influence planning? Are their key messages up to date? Would there be any value in getting together in advance of the next simulation?
Establish a regular schedule for updating key records, such as:
How much redundancy have you built into your communications, so that if one method or system goes down, you can access alternative means? For example, you should allow for at least two, and preferably three or more, ways to:
Have you tested your multiple methods recently? Is there at least one backup person (and preferably two) to help you update your website/intranet or launch a special site?
If you’re having difficulty getting your leaders’ attention and help in preparing for a disaster and developing a business continuity plan, step back and perform the following analysis. (This exercise will take more than five minutes, but you can break it into steps.) You can either do a back-of-an-envelope calculation or something more sophisticated. Consider:
If you want to get fancy, you also can consider the time value of money; you might ask individuals in your finance department for help with this. By carrying out any level of analysis, however, you can start to understand the value of disaster planning and preparedness.
Do you face challenges from the Silent, Sugarcoated Moose regarding disaster planning? The Silent, Sugarcoated Moose is a mutated species of the “moose on the table” or the “elephant in the room.” Everyone sees and knows about the moose, but no one says anything. And everyone continues to ignore it when someone tries to put a positive spin on negative news. Or people attempt to silence the moose, which feeds the rumor mill.
You can improve the situation by asking tough questions and practicing scenario playing, especially if your colleagues are dragging their feet or doing a sloppy job in their planning efforts. For example, you can ask your colleagues:
By confronting issues up close rather than tiptoeing around them, you can move people to take positive action.
127Chew over Separation Anxiety
What dog trainers call “sep-anx” is a daily but surmountable challenge for their four-legged charges. When a disaster separates family members from each other and from their pets for long periods of time, anxiety on both sides escalates. If a significant number of your employees work in areas involving long commutes and heavy traffic jams, have you considered how they could be reunited quickly and safely with their family and pets under a variety of scenarios? What support would you be willing to provide if it meant that employees could return to work faster? Or does it better fit your company culture to raise this issue in your emergency reminders and encourage employees to figure out the best alternative for them and their families?
How about asking someone who has recently moved to the area to vet your business continuity plan? Their fresh perspective may uncover some vulnerability in your plan that deserves investigation. For instance, when Joe Bagan of Adelphia Communications moved from Denver to Florida in summer 2004 to become Senior Vice President of the Southeast Region, he noticed displays in Florida grocery stores that he had never seen in Colorado: suggested supplies to have on hand when a hurricane hits.
Bagan picked up a free guide on hurricane preparation and brought it to work. His senior leadership team reviewed the region’s disaster preparedness plan against the guide and made some updates. He then asked each of the cable systems in the region to update their plans. Within a few weeks hurricane season was in full fury, and all the Adelphia cable systems in the Southeast were successfully putting their revised plans into action.
What if the power were to go out in your office? Would you be able to do these basic activities (followed by recommended supplies in each case)?
Would you have cash on hand? Would you have enough gas in your vehicle to be able to drive? If you think you or others might be caught flat-footed, stock up on supplies.
With many companies adopting “just-in-time” business practices in recent years to cut storage costs and ensure that inventory is fresh when it’s needed, it can be difficult for consumers (businesses and individuals) to buy what they need when typical hiccups occur in the system, not to mention power outages, road closures, and other problems associated with disasters. Even if you and your organization are proponents of just-in-time inventory for your business supplies, you should consider adopting a just-in-case supply of emergency provisions for your work sites. Having supplies on hand is important for two key reasons: (1) you need easy access to them when a disaster strikes, and (2) you might not be able to get supplies, especially reasonably priced ones, when you need them.
You should also encourage employees to keep some emergency supplies at their homes and in their cars. See “Suggested Actions to Take at Home” in the Resources section on page 157.
What emergency supplies do you need? Experts say you should stockpile water, food, first-aid supplies, clothing, bedding, tools, and special items for common medical conditions. Both the Red Cross and the Occupational Safety and Health Administration (OSHA), as well as other organizations, have lists of recommended items on their websites. You also need to take into account the type of disaster that you are likely to encounter. For example, if you’re in tornado alley or an area subject to hurricanes, the appropriate supplies may be slightly different from those needed for earthquakes.
These lists can change, especially information on how to rotate items to make sure the ingredients don’t expire. You should consult129 the websites listed in the Resources section of this book starting on page 138.
Figure Out How to Make Your Small Size Work to Your Benefit
If you’re a small employer, you may not have all the resources that larger companies have at their disposal for disaster and business continuity planning. Rather than use your size as an excuse for not doing all the necessary planning, reframe the issue. Think about how you can creatively partner with customers, employees, vendors, and other businesses to successfully confront a disaster and strengthen your business.
Ask yourself these questions:
Will your employees want to return to work after a disaster? Or will the disaster serve as a great excuse for them to leave and never return?
Now is the time to make an honest assessment of how employees rank you as an employer. To what extent do your employees view your organization as a good place to work? What data do you have to support your opinion? Have you done an employee survey lately? If so, what have you learned and what actions have you taken to make improvements? If not, it’s probably time to check in with employees on a variety of issues, and also to assess the amount of goodwill you’ve accumulated.
Think about any changes you could make that would serve a dual purpose—both improving your reserve of goodwill and better positioning you to handle the people side of any disaster.
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