First of all, apologies for the delay in posting something new; I’ve been enjoying the beaches of Australia and New Zealand for 3.5 weeks. 🙂 Anyway, to the blog for today…
Well, it’s time to work on the Business Continuity Management (BCM) / Disaster Recovery (DR) program based on the maintenance schedule. You’ve got your plan all well laid out and people know it’s coming and are ready to participate…sometimes begrudgingly. Yet, for some reason your well-thought out plan isn’t going to plan at all.
Sometimes that because what one believes they have, they really don’t. For example, just because you have an executive buy in on the need for the BCM/DR program and what’s needed, doesn’t always translate to mean the same thing as having their support. For example, an executive may buy in to the idea that a specific initiative is needed and give the go ahead but no one really follows along as expected because the executive themselves doesn’t offer or provide support to the BCM/DR practitioner and when others see this they quickly realize that the BCM/DR is just a make-work effort and isn’t something the company executives really – and I mean really – supports.
The executive may see it as a checkbox on an audit report and wants it quickly to go away; to quickly have the golden checkmark in that tick box appear on a report so that BCM/DR goes away. Again, they see the need to do something but don’t provide the means, communication channels and support, resources (both physical and financial) or moral support to get it done.
If you’re encountering problems with any executives in this manner think this; are they providing support with their BCM/DR ‘buy-in’? Sometimes is stakeholder management on the part of the BCM practitioner, which means that the stakeholder really hasn’t been fully versed on what BCM/DR is or does and how it offers value to the company. When they understand this they will better support what you’re doing and help remove roadblocks when they occur. So make sure you do your homework when you first get started and continue to communicate with the BCM/DR program responsible executive so that their buy-in is also support. You’ll find that once they are truly onboard with what you need to do, when you need to do it, who needs to participate, the timetable, the value and what the final outcomes or deliverables are, you’ll get capture their attention and support.
© StoneRoad 2015 A.Alex Fullick has over 18 years’ experience working in Business Continuity and is the author of numerous books, including “Heads in the Sand” and “BIA: Building the Foundation for a Strong Business Continuity Program.”