BCM / DR: eBooks Now Available by A. Alex Fullick (Stone Road Inc)

21 06 2014

We’ve been a bunch of busy beavers here at StoneRoad. We’re very happy to announce that two books by our founder A.Alex Fullick, ‘Heads in the Sand’ and ‘Business Impact Analysis’ are now exclusively available as ebooks at the StoneRoad shop.

Get your copies now using the links below:

Heads in the Sand
OR

https://stone-road.netfirms.com/cart/index.php?main_page=document_product_info&cPath=3&products_id=201&zenid=3d712e28f2680972874f7e4a8d473940

Business Impact Analysis
OR

https://stone-road.netfirms.com/cart/index.php?main_page=document_product_info&cPath=3&products_id=202&zenid=3d712e28f2680972874f7e4a8d473940

‘Like’ Join us on Facebook too at Stone Road Inc.

The StoneRoad Team.
(C) Stone Road Inc, 2014





The 6 “C’s” of Crisis Management & Communications

16 02 2013

While in China I had an interesting conversation with a gentleman from China (he spoke English).  Our main topic was Emergency Management but as we conversed, he kept making note of a few things related to Crisis Management and each one seemed to begin with the letter “C”.  I don’t know if it was something that was intentional or if it was something that was just coming across due to the language difficulties between us, which I didn’t find that difficult by the way.  Anyway, I thought I’d make note of them and provide a description of what he was getting across.

In every crisis, disaster or emergency situation, which he was defining as a larger community based disaster such as an earthquake (hey, he was part of the Great Sichuan Earthquake of 2008, China).  Listening to him was fascinating, as he was actually there and a part of the recovery and coordination efforts related to the massive Chinese earthquake that killed 10’s of thousands – if not more.  So here are the 6 C’s of Crisis Management – and I haven’t put them in any specific order in case you’re wondering…

  1. Contain – First, get a grip on the situation and don’t let it spread any further and do any more damage that it already has.  I guess a good example of his would be a fire and how fire fighters contain a blaze.  Even firefighters fighting brush fires burn a perimeter (a controlled burn) to ensure the fire stays contained within a certain area.  I know some of you will have experience on this disaster, so feel free to add details on how that’s done.  It’s in every organization’s best interest to ensure that a situation doesn’t get out of control – so contain it and don’t let the situation spread.
  2. Control – Take charge of the situation and don’t wait for it to play out in front of you – it could be too late.  If an organization doesn’t take control of the situation – through media and its Crisis Team structure – someone or something else will take control of it for you.  For instance, if there’s no media represented updates on the situation, then speculation and rumour will begin to run rampant. Try then to gain control of the situation – it will be next to impossible because the media (bless ‘em) will begin to make its own assumptions and presentation on what the situation is.  You’ll be fighting two fires now; the situation itself and the possible misrepresentation in the media.  Take command of the situation.
  3. Command – This referred to the various components and members of the Crisis Team and Crisis Team structures (I.e. Disaster Teams).  Take charge of the situation (…is that another “C”?) and ensure that you’re on top of things.  You can even be on top of things if you don’t have the full scale and scope of the situation yet.  You do this by taking command and having proper protocols – that have been rehearsed and validated – that everyone understands and utilizes to ensure the situation is under control.  It outlines proper roles and responsibilities that team members follow to allow proper response, crisis management, restoration and recovery efforts to be initiated.
  4. Continue – This is what you want most for you business operations, right?  After any disaster or crisis, you want to be able to continue your operations one way or another and usually the sooner the better.  The longer you’re out the greater the impact will be on your bottom line, community, shareholders, clients and employees.  All your plans and procedures should be in place not just to address and manage the crisis but to allow your operations to continue.  Managing a crisis effectively doesn’t mean your business will continue.  Business Continuity will work when the crisis is being managed effectively, if not, you’re going to end up diverting resources to ‘fire fighting’ rather than ensuring the business continues.  They go together and if you don’t have one without the other, it’s like walking a straight line while jumping on a pogo stick cross-eyed. 
  5. Communicate – Communicate quickly, often and effectively.   You’ve got more audiences that you think you have and they will all need to be addressed.  The Board of Directors will be seeking different levels of information than what the public is seeking, which is different than what your employees need.  Don’t just spit out generic comments and expect everyone to understand it.   Not every message is received the same way – and if you’ve got different people delivering the message, then you can expect differences in delivery as well.  What ever you do, don’t say “No comment” or “Off the Record”  – that’s just asking for trouble.  There’s not such thing as off the record – not in today’s world of technology and if you say ‘no comment’ it’s interpreted as something is being hidden.  If media – or anyone for that matter – thinks your hiding something or lying, you’re going to be “guilty” in the eyes of everyone who heard the message.  And those that didn’t hear it, will read and see it on the news.  Refer back to the comments in #2. 
  6. Care – Show you care about people, especially those impacted by the situation. This includes your employees.  Often, corporations will talk about the impact on customers and clients but forget the employees. Wouldn’t that make employees feel they aren’t cared for?  After all, they are the ones closest to, and the first ones influenced, by the situation (assuming an internal fire or other crisis).  I read recently a great article that said, speak and communicate to people’s emotions and how they see the disaster, not how you – the organization – sees it.  You have a better chance of controlling and containing situation is you speak the hearts and minds of people rather than to the pocketbooks of shareholders and bank managers, or worse, speak as you’re the victim.  

 I liked what he had to say overall and was busy in the back of my mind comparing his thoughts and comments to BCM and how he was also describing the crisis management component of BCM.  I know his perspective was large grander but the principles were all the same. I could go on and on into more detail but I have a 2nd and 3rd book to complete first – maybe this topic will make it on the list of other items to write about (I’ve a list of 11 books so far…).

 I think I should add that after our discussion he was presenting at the conference I was attending in Beijing (The International Emergency Management Society – TIEMS) and he only seemed to make note of 4 C’s.  But then again I was listening to his speech through a translator and he may have said all 6 from our discussion but the translator may have missed it.  May be the 2 C’s were ‘Lost in Translation’ ha ha 

**NOW AVAILABLE**

The new book by StoneRoad founder, A.Alex Fullick, MBCI, CBCP, CBRA, ITILv3, “Heads in the Sand: What Stops Corporations From Seeing Business Continuity as a Social Responsibility.” Available at www.stone-road.com **





StoneRoad Announces New Document Templates to Help Your BCM / DR Program!!

1 12 2012

StoneRoad is happy to announce that we now have more BCM / DR document templates available for purchase from our shop at www.stone-road.com.  We’ve said it before and we’ll say it again; everything we do is to help you and your corporation move forward with your Business Continuity / Disaster Planning programs.  To help with that, we’ve now got the following document templates available:

a) Business Impact Analysis (BIA)   

b) BCM/DR Test-Exercise Scope Template    

c) BCM/DR Test-Exercise Project Change Template    

d) Operating Unit Business Continuity Plan (BCP) Template     

Each comes with built in ‘how-to’ notes so that you can work your way through the documents and help build your program.  Each is build in a modular format so you can either copy/paste components when you need more room or delete components when you don’t.

We’re working on more templates for 2013…so we’ve only just begun to give you tools you need.

Check things out at www.stone-road.com.

Happy planning!
The StoneRoad Team





StoneRoad at 2013 Australia & New Zealand DR/ERM Conference!!

1 12 2012

We’re happy to announce that StoneRoad founder A.Alex Fullick will be presenting at the 2013 Australia & New Zealand Disaster and Emergency Management Conference in Brisbane, Australia (May 29-31, 2013).   The topic of discussion will be based on Business Continuity Management (BCM) and Social Responsibility.

The conference is sure to be a great experience, full of intesting presentations by knowledgeable professionals from many diverse industries and backgrounds.

For details on the conference, checkout the website at http://anzdmc.com.au/.

We hope to see you there!!

Regards,

The StoneRoad Team





The Latest TIEMS Newsletter

3 10 2012

Here is the latest newsletter from The International Emergency Managers Society (TIEMS).

http://www.tiems.info/images/stories/tiems%202012%20newsletter%20october%20final.pdf

Enjoy!!  :)

 

Regards,

The StoneRoad Team

 





WIN A FREE BCM/DR PROGRAM EVALUATION!!

15 09 2012

WIN A FREE BCM/DR PROGRAM EVALUATION!!  Find out where you really stand.

We have decided to run a great contest here at StoneRoad: Purchase a book from our founder, A. Fullick, directly from the StoneRoad website (www.stone-road.com) , your name (and company) will be entered into a draw for a FREE Business Continuity Management (BCM) program evaluation.    The more copies you purchase – of any book or combination of books – the more entries your get and the greater your chances.

Oh, and did we say it’s open to EVERYONE AROUND THE WORLD !!  How’s that for confidence in what we do!

So, head over to the StoneRoad website for details and good luck!! www.stone-road.com

This is only valid for books sold through the StoneRoad bookstore (https://stone-road.netfirms.com/cart/);  purchases from any other retail outlets (online or otherwise) are not eligible.     If you have any questions, email inquiries@stone-road.com.

GOOD LUCK!!

Regards,

The StoneRoad Team

“Failure isn’t about falling down, failure is staying down” – Marillion

“Procrastination is the art of keeping up with yesterday” – Buddha





Japanese Nuclear Power Plan Report Released (July 2012)

8 07 2012

A week ago I’d heard the Fukushima report was coming out and that there were a bunch of conclusions and recommendations being prepared, so I set to writing an article for posting thinking I could add my thoughts as well.  Then I read the report and found that it said everything better than I could.  So, here’s a link to the report The Fukushima Nuclear Accident Independent Investigation Commission  and what the commission recommends and determined was the cause of the disaster.

One thing that I found very interesting is the fact that corporate culture attributed to the disaster – in fact, is listed as a cause of the disasters – and that the very nature of the disaster was communication; from well before the disaster to after it had occurred.  What was also fascinating was that the disaster itself was not the caused by the tsunami, which would be a normal thought but rather the cause of the power plan disaster was man-made.  The tsunami was just the catalyst to trigger all the problems that existed.

I’ve always said – in previous posts – that communications would be the glue that either holds it all together or assists with it all falling apart.  Seems I’ve been validated (and I know I’m not the only person who thinks that).

One thing that I hadn’t expected in the report was the mention of how government and agencies change the names of organizations that experienced or participated in the disasters to show that they’re taking things seriously.   But, they don’t change any of the processes and procedures within these organizations; the processes and procedures that didn’t work the first time.  You can throw paint on a decrepit old car but that won’t make it run any better and that’s what the report basically says.  There is fear that nothing will change; let’s hope it does.

Enjoy the report: I did.

(c) StoneRoad

 **NOW AVAILABLE**

 “Heads in the Sand: What Stops Corporations From Seeing Business Continuity as a Social Responsibility” and “Made Again Volume 1 – Practical Advice for Business Continuity Programs”

by StoneRoad founder, A.Alex Fullick, MBCI, CBCP, CBRA, ITILv3

Available at www.stone-road.com, www.amazon.com & www.volumesdirect.com

 








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