| On 9/11, everyone's world changed. That day, we | | | | to quit because they exhausted sick time, short |
| had two of our employees near the pentagon | | | | or long-term disability, etc. |
| working for a defense contractor. For all of us, it | | | | In your employee handbook, allow for |
| was a horrible surprise. For me, it was a wake up | | | | telecommuting in the event of an emergency. |
| call. | | | | Get information on pandemics into the hands of |
| As a leader when there is crisis, we need to step | | | | your employees. Don't over-hype and |
| up. It's our job. When it comes to disaster | | | | communicate that you're just being safe. Again, |
| planning, I'm not a disaster recovery expert. I'm | | | | the state of Minnesota Department of Health |
| just a business guy. Prior to 9/11, I never thought | | | | website has information that you can e-mail or |
| that disaster planning was part of my job. As | | | | print and share with your employees. |
| Hurricane Katrina proved, failure to plan is planning | | | | Individuals can be asked to share, on a voluntary |
| to fail. From natural disasters to the Avian flu, | | | | basis, emergency contact information, name and |
| there are many things that could require enacting | | | | contact information for their physician, and any |
| a disaster plan. Unlike most business plans, this is | | | | special allergies, medications, etc. |
| one plan that I hope stays on the shelf and | | | | Defining Getting Back on Track |
| collects dust...never to be used. There are a few | | | | Have a plan for restoring digital systems. Who will |
| steps that we're undertaking at our firm:o Asking | | | | you use and in what order will you restore your |
| Questionso Identifying the Response Teamo | | | | servers. Do a test to verify it works. |
| Communicatingo Defining Getting Back on Tracko | | | | Define new rules for communication. In short, if |
| Helping Those Who Travel | | | | it's a pandemic, less contact is better (no |
| Asking Questions | | | | handshaking, fewer meetings, no shared work |
| Like any good planning process, it starts with | | | | spaces, etc.). |
| naming the problem and asking questions.o If | | | | Have a plan for people who may be traveling. |
| you're a service firm, can you use subcontractors | | | | Helping Those Who Travel |
| if your full time staff are out.o If you're a product | | | | As I shared earlier, we had a couple of our people |
| firm, how long could you produce what you | | | | on the east coast on 9/11. What I learned first |
| produce if your supply chain is cut off?o Will | | | | hand, was it's required to over communicate to |
| demand for your product go up or down in a | | | | the person and their family and use your |
| disaster? If you're in the medical supply business | | | | resources to get them home (if that's what |
| (gloves, masks, medicine), it will probably go up.o | | | | makes sense in the given scenario). |
| What is your policy if someone is infected?o If | | | | In getting them home, have a back up plan for |
| you have people on the road, how will you get | | | | your back up plan. In our case on 9/11, we had a |
| them home? Should the come home?o As | | | | rental car reserved if the air space delay was |
| members of your team, what question isn't listed | | | | going to be a long period. Also, for those on the |
| above but should be asked relative to a disaster? | | | | road, create a travel care package. |
| Know your resource for reliable pandemic | | | | This travel care package is based on advice from |
| information as well as antivirals and vaccines. For | | | | a classmate at an MIT executive education class. |
| example, for Minnesota it's the State of Minnesota | | | | He thought clearly and used it first hand when he |
| Department of Health ( which has up-to-date | | | | was trapped in New Orleans during Hurricane |
| information on pandemic status. | | | | Katrina. Your package may vary but below is a |
| Identify the Response Team | | | | start:o A small vile of bleacho A lightweight plastic |
| As CEO or President of your firm if there's a | | | | compasso A small screwdrivero A laminated note |
| crisis be prepared to step up and execute your | | | | with the following statements/information: |
| plan with calmness, certainty, and flexibility to | | | | - Call us. We're here to help in any way we can |
| handle those things we can't rehearse. It's your | | | | (include contact information for senior company |
| job. This also applies to your leadership team. | | | | leaders-mobile and home) |
| The core leadership team should have a paper | | | | - If the power goes down, ATMs and credit cards |
| (not digital) phone list of all employees. This should | | | | are useless. Get cash now if there is power. If |
| be updated as employees are added. It should be | | | | your phone works, call the bank to get the limit |
| carried on your person our in your brief. Have a | | | | raised. If available, take out thousands not |
| plan. The leaders should call their team members | | | | hundreds of dollars. |
| and give them a heads-up on what to do in the | | | | - If stores are open, get water and essential |
| case of an emergency. | | | | supplies. Stay away from junk foods or things |
| While not preventative for the Avian flu, | | | | that will dehydrate (liquor, caffeine) |
| encourage team members to get yearly influenza | | | | - If you're at a hotel, fill the bathtub, trash can, or |
| shots but not stockpile antivirals like Tamiflu | | | | any vessel with water |
| because it takes away from those who may | | | | - Two drops of bleach in a liter of water makes it |
| truly need it. | | | | potable to drink |
| Communicating | | | | - One teaspoon of bleach per gallon of water |
| Have an extension on your phone system just | | | | makes it safe for bathing |
| for outbound messages. Let people know that if | | | | - If you need to abandon your laptop, use the |
| there is an emergency, they can call the | | | | screw driver to remove the hard disk |
| company's main line and go to the extension | | | | - If the power goes out, analog phones work |
| where the CEO or a senior leadership team | | | | without electricity |
| member will give an update (e.g. "As you have | | | | Test it |
| heard by calling this number, there has been a | | | | From restoring systems to verifying your |
| chemical spill near the office. Stay home. Call this | | | | outbound message works, test what you've |
| number at 8:00 AM tomorrow for an update."). | | | | setup. Again, unless most things in business, this is |
| In the event of a pandemic, communicate now | | | | one plan you hope will go on a shelf and never be |
| that you can soften or extend workplace | | | | needed. |
| attendance rules. You don't want key performers | | | | |