“Crisis Management Planning – What’s Happening Where We Work?”
“Crisis Management Planning – What’s Happening Where We Work?”
By: J. Glenn Ebersole, Jr., Chief Executive of J. G. Ebersole Associates and The Renaissance Group ™
Crises continue to be in our newspaper headlines and the lead stories on radio and television broadcasts. And crises continue to affect businesses in many forms and continue to occur without notice. But what’s happening where we work in response to this continuing trend of crises? Are businesses preparing for crises by developing crisis management plans? Do you know if your company has a crisis management plan or a business disaster recovery plan? Do they have a crisis communication plan?
The American Management Association did a survey in August & September 2005 and what that survey revealed is summarized below:
AMA surveyed 105 Executive Members and customers during the months of August and September 2005 to determine if crisis management plans were, indeed, in place. According to the results, more than half (60%) of all U.S. companies surveyed have crisis management plans, a downward trend since 2003 (64%). Among those companies that do have crisis management plans, they have also addressed concerns different from those of previous years. The greatest concern in 2005 was for natural disasters (77%), followed by more traditional risks such as technology system failures (73%), and industrial accidents (65%), as well as risks from crime (31%), terrorism (46%) and major fraud (18%).
When planning for a crisis communication plan, companies are focused more closely on their senior management team (79%), and employees (84%), than on
family members (38%).
More than half of all respondents say that their organization has designated a crisis management team (56%) and half have conducted crisis drills or simulations (50%). And 38% have trained key personnel in crisis management skills.
Nearly half of the companies surveyed offered employees formal training on
security procedures (52%), and most of those that do (90%), receive training once
a year or less.
The survey also reveals that companies are also concerned with employee
screening and selection (27%—a high level of concern) and business resumption
planning (34%). They are less concerned about travel (13%) and parking lot safety
(10%).
After reviewing the results of the AMA survey, the most striking things to me that should cause at least attention, if not alarm, are the following:
+ Only 60% of businesses have a crisis management plan and that is less than in the 2003 AMA survey.
+ Only 56% of the businesses with a plan have designated a crisis management team
+ Only 50% of the businesses with plans have conducted crisis drills or simulations
+ Only 38% of the businesses with plans have personnel trained in crisis management skills
+ 90% of the businesses with plans have formal training only once each year
My professional experience is that more than 90% of the businesses I have contacted or have had some business relationship with since 1982 did not have a crisis management plan when I met them. And the companies that have followed-up on developing a crisis management plan did so after some crisis occurred or after serious discussions about the value of a crisis management plan and the risks of not having a crisis management plan. What about your company – do you know if it has a crisis management plan? If it does have a plan are you familiar with any part of it?
The AMA survey results are cause for alarm, in my opinion, and many more businesses need to be aware of what is happening with crisis management at work today. Ownership and senior management must recognize the problem and the risk factors and then develop and implement a strong crisis management plan for the organization. Without a strong crisis management and crisis communications plan, businesses can become frozen with indecision during a crisis. The company can become paralyzed without a strategic organized framework to respond to the crisis. And the company can literally be devastated and actually fold due to a lack of crisis management planning.
Do you know where your crisis management and crisis communication plans are? If you answered NO, then you and the plans will be missing in action when the next crisis occurs. If you are interested in learning more about the importance of crisis management planning and crisis communications planning to address the major impact a crisis can have on the short and long term performance of your company, please contact Glenn Ebersole through his website at www.crisismgmt4business.com or email Glenn at jgecoach@aol.com
Crisis Management Planning Whats Happening Where We Work - To learn more about this author, visit Glenn Ebersole's Website.
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“Crisis Management Planning – What’s Happening Where We Work?”
By: J. Glenn Ebersole, Jr., Chief Executive of J. G. Ebersole Associates and The Renaissance Group ™
Crises continue to be in our newspaper headlines and the lead stories on radio and television broadcasts. And crises continue to affect businesses in many forms and continue to occur without notice. But what’s happening where we work in response to this continuing trend of crises? Are businesses preparing for crises by developing crisis management plans? Do you know if your company has a crisis management plan or a business disaster recovery plan? Do they have a crisis communication plan?
The American Management Association did a survey in August & September 2005 and what that survey revealed is summarized below:
AMA surveyed 105 Executive Members and customers during the months of August and September 2005 to determine if crisis management plans were, indeed, in place. According to the results, more than half (60%) of all U.S. companies surveyed have crisis management plans, a downward trend since 2003 (64%). Among those companies that do have crisis management plans, they have also addressed concerns different from those of previous years. The greatest concern in 2005 was for natural disasters (77%), followed by more traditional risks such as technology system failures (73%), and industrial accidents (65%), as well as risks from crime (31%), terrorism (46%) and major fraud (18%).
When planning for a crisis communication plan, companies are focused more closely on their senior management team (79%), and employees (84%), than on
family members (38%).
More than half of all respondents say that their organization has designated a crisis management team (56%) and half have conducted crisis drills or simulations (50%). And 38% have trained key personnel in crisis management skills.
Nearly half of the companies surveyed offered employees formal training on
security procedures (52%), and most of those that do (90%), receive training once
a year or less.
The survey also reveals that companies are also concerned with employee
screening and selection (27%—a high level of concern) and business resumption
planning (34%). They are less concerned about travel (13%) and parking lot safety
(10%).
After reviewing the results of the AMA survey, the most striking things to me that should cause at least attention, if not alarm, are the following:
+ Only 60% of businesses have a crisis management plan and that is less than in the 2003 AMA survey.
+ Only 56% of the businesses with a plan have designated a crisis management team
+ Only 50% of the businesses with plans have conducted crisis drills or simulations
+ Only 38% of the businesses with plans have personnel trained in crisis management skills
+ 90% of the businesses with plans have formal training only once each year
My professional experience is that more than 90% of the businesses I have contacted or have had some business relationship with since 1982 did not have a crisis management plan when I met them. And the companies that have followed-up on developing a crisis management plan did so after some crisis occurred or after serious discussions about the value of a crisis management plan and the risks of not having a crisis management plan. What about your company – do you know if it has a crisis management plan? If it does have a plan are you familiar with any part of it?
The AMA survey results are cause for alarm, in my opinion, and many more businesses need to be aware of what is happening with crisis management at work today. Ownership and senior management must recognize the problem and the risk factors and then develop and implement a strong crisis management plan for the organization. Without a strong crisis management and crisis communications plan, businesses can become frozen with indecision during a crisis. The company can become paralyzed without a strategic organized framework to respond to the crisis. And the company can literally be devastated and actually fold due to a lack of crisis management planning.
Do you know where your crisis management and crisis communication plans are? If you answered NO, then you and the plans will be missing in action when the next crisis occurs. If you are interested in learning more about the importance of crisis management planning and crisis communications planning to address the major impact a crisis can have on the short and long term performance of your company, please contact Glenn Ebersole through his website at www.crisismgmt4business.com or email Glenn at jgecoach@aol.com
Crisis Management Planning Whats Happening Where We Work - To learn more about this author, visit Glenn Ebersole's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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