Setting the Operational Rhythm
In this fourth installment of the Whiteboard Wednesday video series, Rob discusses setting the operational rhythm of your briefing cycle and how to maintain the discipline.
Storytelling. Why It’s Become a Buzzword in Business From international companies like Nike, Microsoft and IBM, to small startups, many organizations now employ Chief Storytellers as part of senior management, a move that makes a lot of sense. The business of selling has grown more complicated and competitive requiring new methods of communication to engage…
It’s Monday morning. The crisis team has just wrapped up a grueling 3-hour cyber incident tabletop exercise. Coffee cups are empty, whiteboards filled with findings line the room, and you can almost feel the collective relief in the air. The “crisis” is over—at least the simulated one. Everyone nods, agrees it was “useful,” and then…
During an incident it is imperative that the CMT (Crisis Management Team) has good overall Situational Awareness throughout the whole event. This will allow leaders to better understand the situation enabling them to make well informed and accurate decisions. In this short video clip from the Crisis Coordinator Webinar Series, Rob Burton defines Situational Awareness…
In any discussion on continuity of operations, it is reasonable to ask, “Why should my organization invest in a tabletop exercise program?” While the reasons are many, some that serve as a foundation for a strategic-based approach to tabletop exercise programs include: Increased operational resilience: Operational resilience requires comprehensive knowledge of the organization;…
Crisis response strategies are purposeful actions taken to reduce the negative effects of a crisis on an organization and its stakeholders, and are critical resources for limiting negative effects on the organization’s reputation. The dynamic nature of crises make it difficult to plan for specific responses, so it important to be flexible. In this short…
At some point, nearly every organization will experience a crisis. For many, unfortunately, their crisis planning strategy is denial: “that will never happen to our company.” Except that it probably will. Sooner than you think. When all hell breaks loose, consider these “truths” of a crisis as you wade in to manage your organization’s reputation,…
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