| You've worked hard and built your business. The | | | | charge if you're unavailable? Write a procedure |
| good news is that you're thriving and growing, and | | | | and inform staff of "who does what when." |
| your dream of entrepreneurship has become | | | | Create an emergency payroll account. You'll |
| reality. Your clients rely on your expertise and | | | | probably have to rely on your employees for |
| service, and you've proved to them that you're | | | | disaster recovery. They'll expect to be paid, but |
| worth every cent. Maybe you've got employees | | | | you may not have cash flowing in. Draft a |
| relying on your business for their livelihoods. The | | | | contact list of the suppliers you'll need for |
| bad news is that disaster can lurk at every turn. | | | | recovery. You'll waste precious time and money if |
| It can be a stumbling block or full-fledged crisis. | | | | you shop for suppliers when you're standing in |
| Can you survive it? If so, the bigger question is: | | | | either literal or figurative rubble. It will take time |
| Can you recover? | | | | and effort to build your plan. Invest in it and hope |
| The first step in disaster planning is defining the | | | | you never have to use it. Then review it annually. |
| types of disasters that can strike your business. | | | | You'll be surprised how quickly plans become |
| It might be as "simple" as illness, either yours or | | | | outdated. |
| that of your employees. If you're self-employed, | | | | Fire is probably the most likely physical disaster |
| an acute illness like the flu can leave you on the | | | | you can encounter. Conduct regular inspections |
| sidelines for a week or two. When you're not | | | | throughout your facility and make certain you |
| working, you're not earning. Widespread illnesses | | | | meet codes. Establish an evacuation plan. Post exit |
| (like the H1N1 flu) can leave you short-staffed and | | | | route signs (your insurance carrier probably |
| scrambling to meet client demands. A debilitating | | | | requires them) and make certain every employee |
| illness can be a crippling disaster for your business. | | | | knows how and where to exit in case of fire or |
| If illness strikes, now what? | | | | emergency. Take time to train employees on |
| Other disasters like fire, theft or vandalism can | | | | where fire extinguishers are located and how to |
| occur at any time and always do so without | | | | use them. Never make assumptions! Finally, |
| warning. What would happen to your business | | | | practice. Fire drills aren't just for school kids. |
| (and your income) if your facility burned. | | | | Plan for physical disruptions. No matter where |
| Regardless how extensive the damage may be, | | | | you're located, at some point, you'll lose power. |
| you will experience a huge disruption. Theft and | | | | When outages occur for longer than a few hours, |
| vandalism may not be as catastrophic; however, | | | | it's truly a costly interference. Have plans and |
| those disasters can be quite costly. Imagine that | | | | policies in place for extended outages. Know how |
| your business depends on a single piece of | | | | to contact your employees. Widespread disasters |
| equipment that's stolen or damaged. Now what? | | | | (like hurricanes) and evacuations create a |
| Nearly every business has grown to rely on | | | | constant flow of questions. Also, make sure your |
| computer systems. What if yours is the target of | | | | clients know how to get in touch with you. |
| cyber theft or vandalism?* | | | | Information can be one of your best defenses. |
| Knowing the natural disasters you may encounter | | | | Know how to distribute it. Keep your data secure. |
| is equally important. Are you subject to the | | | | A "cyber disaster" can be as debilitating as your |
| possibility of hurricanes or tornados? Do you live in | | | | building burning to the ground. |
| a cold weather climate? While ice storms don't | | | | Understand your protection. Review your |
| wreak the physical devastation of hurricanes or | | | | insurance coverage regularly. You'll need insurance |
| tornados, they can easily leave you without | | | | for both physical loss and business disruption. |
| power for days. Now what? | | | | They are both important for you to survive and |
| Understanding the types of disasters that can | | | | recover from any disaster. Create a plan for |
| strike is the first step in planning for them. Having | | | | paying employees and creditors. Again, the inability |
| plans in place for escaping and/or coping with | | | | to do so negates your recovery. Finally, take |
| disasters is the first step in surviving them. Know | | | | steps to protect your own income in case of |
| your operation and envision how things would run | | | | business disruption. As we've seen, that disruption |
| if any of these disasters struck. Make a list of | | | | can be a lengthy illness or a five-minute fire. |
| what's critical to your business in terms of | | | | So define your disaster. Understand what can |
| equipment, procedures and materials. Prioritize | | | | happen and plan how you'll deal with it. Planning |
| them so you don't waste time and money in your | | | | and preparation enhance recoverability. Quick |
| recovery efforts. If a disaster warrants an | | | | recovery enhances survivability. You put a lot into |
| evacuation, know which things to grab. | | | | your business success. Don't lose it because you |
| Plan your management succession. Who takes | | | | failed to plan. |