Tag Archives: Handle

What is Best Practice for Emergency Preparedness? Three Guidelines

Situation: Local and world events remind us that both nature and events are unpredictable. At any time we may have to deal with emergencies including water, fire, accidents, earthquakes, and the possibility that we or our employees may not be able to get to or communicate with our offices for a period. It is prudent for all of us to have plans in place that will enable us to deal with emergencies. What is best practice for emergency preparedness?

Advice from the CEOs:

  • Develop an extensive business continuity plan. This includes: (1) an outline of potential situations that you may face in your locations, (2) potential losses associated with these situations, and plans for responding to each; (3) redundant remote data back-up; (4) manufacturing or service provision continuity planning; personnel contingencies; and (5) alternate vendor and service arrangements.
  • Drafting a full emergency plan takes time and work, however, it is essential. Start simply: look at the obvious risks in your locations; for each risk, develop your back up or continuity strategy and start to put it in place; let the list of contingencies grow with time as you recognize more risks; and, Start this exercise NOW!
  • Once you have a plan, drill the plan. Make sure that your people know what to do in each case so that if something happens they are prepared. It is amazing how this can build the confidence of your employees that they will be able to handle emergency situations.

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How Will Your Personal Plans Impact the Company? Six Points

Situation: A CEO, for personal reasons, is planning to move to another state. While he will remain CEO, he is concerned about the potential impact of this decision on the company, particularly the fact that he will not be present personally to handle matters that arise. What can he do to alleviate this concern? How will your personal plans impact the company?

Advice from the CEOs:

  • Put a stake in the ground. Set a date for the move and work backwards to see whether this is attainable.
  • Have a discussion with the company’s key managers.
    • Empower them to challenge the date.
    • Discuss this as a brainstorm to plan the future and what must be done to get there. Once a plan is established retest the timing.
  • Consider this as a gradual transition. Start 3 weeks here / 1 week there, and gradually transition to 1/3. This will help you to determine how the company performs absent the CEO’s daily presence.
    • Move family but keep a small place here. Start the transition now and figure out balance. Do what is necessary.
  • Have the key managers transition their roles before initiating the move.
    • This will provide confidence that they can handle this transition.
  • As part of the process, look at areas where the company can use more support. For example, is HR up to snuff? What about information services or financial management? Prior to initiating the transition take steps to fill any gaps.
  • Does the company have a formal metrics structure?
    • If not, establish one and in preparation for the transition see how the two managers manage this.

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