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You’ve settled on a crisismanagement framework to understand your goals in creating a crisismanagementplan. You’ve written your plan. I can’t stress enough how important it is for you to exercise that plan.
As someone who’s seen it first-hand many times, I’ll guarantee those with prior planning and preparedness spend less money, lose less customers, generate less negative media coverage, and generally get back to ‘business as usual’ much more quickly than those without. Most good plans will have a few parts in common.
In today’s post, we’ll list and link to some of MHA’s best-ever resources on the art of communicating during a crisis. Every organization’s crisismanagementplan must include a crisis communications plan and strategy. Here are eight tips to help you protect your brand in a crisis: Become brand-aware.
In today’s post we’ll look at the top 10 free or almost free resources business continuity management professionals can utilize to help them raise their BCM skills and effectiveness to ninja level. I learned so much from mine when I was starting out, especially in terms of doing mock disaster exercises and crisismanagement.
This itself leads to managing an incident over a video conferencing system. This week I share some views on how technology can be used to manage an incident in our brave new hybrid world. Next door to the CIR was a room where the crisismanagement team met, but this was not a dedicated space, it just took over one of the meeting rooms.
This itself leads to managing an incident over a video conferencing system. This week I share some views on how technology can be used to manage an incident in our brave new hybrid world. Next door to the CIR was a room where the crisismanagement team met, but this was not a dedicated space, it just took over one of the meeting rooms.
This itself leads to managing an incident over a video conferencing system. With this in mind, I am going to share some views on how technology can be used to manage an incident in our brave new hybrid world. Last week I ran a SIMEX for a bank crisismanagement team.
This itself leads to managing an incident over a video conferencing system. With this in mind, I am going to share some views on how technology can be used to manage an incident in our brave new hybrid world. Last week I ran a SIMEX for a bank crisismanagement team.
This itself leads to managing an incident over a video conferencing system. This week I share some views on how technology can be used to manage an incident in our brave new hybrid world. Next door to the CIR was a room where the crisismanagement team met, but this was not a dedicated space, it just took over one of the meeting rooms.
This itself leads to managing an incident over a video conferencing system. With this in mind, I am going to share some views on how technology can be used to manage an incident in our brave new hybrid world. Last week I ran a SIMEX for a bank crisismanagement team.
How then, can organizations be prepared for emergencies and critical events? This is where the leadership skills of emergencymanagers come into play. Seven Essential Skills for Effective CrisisManagement. In a true crisisemergency, plan A — the one that is tried, tested and true — probably isn’t going to work.
As I come from the Isle of Coll in the Hebrides, I have always had an interest in Western Isles events, especially anything involving emergencyplanning or cyber incidents, so I have always kept an eye on Comhairle nan Eilean Siars response to their cyber hack on 7th November 2023.
Due to the rise in work-from-home, the last few years have seen a serious degradation in organizations’ emergencyplanning and response capability. In today’s post, we’ll look at why it’s important to have a solid emergency response plan and explain how to create one.
This thought was also in my mind after the EmergencyPlanning Society’s weekly email highlighted a report by the UK Government’s Public Accounts Committee on their response to COVID-19. Be clear on what you are expected to plan for and ensure that everyone within your organisation is clear on your planning responsibilities.
This thought was also in my mind after the EmergencyPlanning Society’s weekly email highlighted a report by the UK Government’s Public Accounts Committee on their response to COVID-19. Be clear on what you are expected to plan for and ensure that everyone within your organisation is clear on your planning responsibilities.
This thought was also in my mind after the EmergencyPlanning Society’s weekly email highlighted a report by the UK Government’s Public Accounts Committee on their response to COVID-19. Be clear on what you are expected to plan for and ensure that everyone within your organisation is clear on your planning responsibilities.
This thought was also in my mind after the EmergencyPlanning Society’s weekly email highlighted a report by the UK Government’s Public Accounts Committee on their response to COVID-19. Be clear on what you are expected to plan for and ensure that everyone within your organisation is clear on your planning responsibilities.
For example, in the public sector, Scotland EmergencyPlanning Units have renamed themselves as ‘Resilience’ and I have seen a number of resilience roles within the banking sector. This stops risks being managed in silos and mitigation measures in one area potentially increasing risk in another.
For example, in the public sector, Scotland EmergencyPlanning Units have renamed themselves as ‘Resilience’ and I have seen a number of resilience roles within the banking sector. This stops risks being managed in silos and mitigation measures in one area potentially increasing risk in another.
Has your organization ever dropped the ball in responding to a crisis, thus making a bad situation worse? In today’s post, we’re going to look at six of the most … The post Dropping the Ball: 6 Common Crisis Response Mistakes appeared first on MHA Consulting.
I am currently in Johannesburg, South Africa, delivering an MSc module to a client from Glasgow University; the module is on “Work-Based Resilience, Continuity and CrisisManagement”. The thought of a power cut in a city reminds me of the outage in Auckland in 1998, which made a big impression on the emergencyplanning community.
I am currently in Johannesburg, South Africa, delivering an MSc module to a client from Glasgow University; the module is on “Work-Based Resilience, Continuity and CrisisManagement”. The thought of a power cut in a city reminds me of the outage in Auckland in 1998, which made a big impression on the emergencyplanning community.
In looking at team effectiveness, we at PlanB Consulting have developed an Incident Team Performance Assessment, where we measure the team’s performance against six different criteria, as shown in the diagram above. However, it is still a PlanB Consulting assessment rather than a recognised standard.
In looking at team effectiveness, we at PlanB Consulting have developed an Incident Team Performance Assessment, where we measure the team’s performance against six different criteria, as shown in the diagram above. However, it is still a PlanB Consulting assessment rather than a recognised standard.
The psychological barriers that inhibit proactive planning often explain this paradox. In an increasingly unpredictable world, the importance of being prepared for disasters—whether natural or man-made—cannot be overstated. Yet, despite the clear benefits of preparedness, many individuals and communities remain underprepared.
I am currently in Johannesburg, South Africa, delivering an MSc module to a client from Glasgow University; the module is on “Work-Based Resilience, Continuity and CrisisManagement”. The thought of a power cut in a city reminds me of the outage in Auckland in 1998, which made a big impression on the emergencyplanning community.
Many of the issues I have with their response are crisis communications and crisismanagement basics and should be known by organisations like SEPA who have a prominent role in managing incidents. Timeliness of this help is provided.
Many of the issues I have with their response are crisis communications and crisismanagement basics and should be known by organisations like SEPA who have a prominent role in managing incidents. The post The SEPA Cyber Attack a Case Study appeared first on PlanB Consulting. Timeliness of this help is provided.
Charlie looks at Timothy Coombs’ ‘Situational Crisis Communications Theory’ and how you can develop a crisis response strategy from it. For many years I have slightly shied away from crisis communications. I have also run numerous exercises for senior management teams and feel confident and comfortable running them.
Charlie looks at Timothy Coombs’ ‘Situational Crisis Communications Theory’ and how you can develop a crisis response strategy from it. For many years I have slightly shied away from crisis communications. I have also run numerous exercises for senior management teams and feel confident and comfortable running them.
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