Posts Tagged ‘risk management’

By Richard Martin

The current flooding in southern and western Quebec, as well as eastern Ontario and NB is bringing out once again the critical importance of CRISIS LEADERSHIP. That’s right, not just crisis management and crisis communications, but crisis leadership.

Leadership Principles During Crisis

  1. Take charge of the situation.
  2. Recognize what is happening.
  3. Confirm information before reacting.
  4. Maintain situational awareness.
  5. Lead from the front while leverage individual and collective initiative and motivation.
  6. Implement contingency plans and procedures immediately while initiating deliberate decision-making about the next steps.
  7. Continue planning ahead.
  8. Act, assess, and adjust.
  9. Care for yourself and for your subordinates.
  10. Maintain morale and cohesion within your team or organization.

Techniques for Ensuring Welfare of Others and Yourself

  1. Be visible and present.
  2. Communicate and inquire.
  3. Provide creature comforts at least to survive.
  4. Force rest and recuperation.
  5. Establish routines and schedules.
  6. Establish clear chain of command.
  7. Watch for exhaustion, anxiety, distress.

Signs That Morale Is Good

  1. Optimism
  2. Realism
  3. Cooperation and mutual aid
  4. Hard work and sacrifices
  5. Constructive criticism
  6. Confidence in self and leaders

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin

I’m currently updating a course on crisis and emergency leadership for a government client. It’s a great opportunity to revisit the responsibilities of leaders BEFORE a crisis strikes.

Research shows that most crises have internal causes (see the United Airlines incident, and now the one that has just occurred on an American Airlines flight); they are therefore predictable and can be prevented and mitigated through proper vigilancepreparation, and robustness.

Here are 10 techniques and principles you can apply as an organizational leader to prevent or better prepare for a crisis, before one strikes.

  1. Mobilize your team by anticipating and identifying potential crises before they strike.
  2. Implement rational risk management and prevention/mitigation measures.
  3. Establish priorities for prevention and preparation on an ongoing basis.
  4. Create robust contingency plans to deal with the most likely and most dangerous situations you can envisage.
  5. Implement sound policies and procedures for the most likely crisis situations and events.
  6. Prepare yourself and your team through diligent practice and training.
  7. Employ trusted advisors and associates and ensure they are well qualified and working as a team.
  8. Build as flexible and resilient an organization as possible within the constraints of time and resources.
  9. Work on becoming more self-aware as a leader and seek to acquire the competencies to lead in a crisis.
  10. Develop the support structures and welfare systems you will need to maintain morale, unity and cohesion if a crisis should occur.

And with that, go forth and lead!

New Testimonial

“Richard has been instrumental in drawing on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

By Richard Martin
This week I want to elaborate more on the concept of Readiness Phases and Readiness States, as these provide the essential framework for forecasting, activation, and response of emergency and business continuity services (of both public and private sectors), as well as contingency plans, and other measures. These can be extended to competitive and other strategic situations, but for now, I want to focus on threats/risks to life, limb, and materiel. This knowledge is sufficiently important that it should be disseminated as widely as possible, so please feel free to do so.
Emergency and Business Continuity planning and operations are managed in three phases:

1. Phase 1 – Preparedness. The focus of this phase is the coordination of plans and procedures. This phase is activated on a continuous basis. Emergency measures and business continuity plans are developed and regularly reviewed through the incorporation of lessons learned from plan activation, training exercises, and learning from similar experiences in other organizations and regions. Physical preparedness of alternate sites, emergency power, emergency supplies, etc. are regularly verified. Operationally critical employees are identified, briefed and trained to respond to a disruptive event. There are three readiness levels, defined as:

  • Normal Readiness: Routine governance and activities are in effect. Emergency Operations Centres (EOC) remain unstaffed but ready for activation. Emergency Management Teams (EMT) meet as required to coordinate and conduct planning and readiness activities. Emergency and Business Continuity planning and readiness measures follow regular planning cycles (for example annual business planning and budgeting processes).
  • Medium Readiness: Medium readiness can be activated at any level of an organization by appropriate, pre-designated authorities based on pre-set criteria such as survival, public service, safety, public health, public order or organizational triggers, directives or advisories. EOCs are activated to a 12/7 posture supplemented with on call personnel outside of these hours. EMTs are activated and meet on declaration of Medium Readiness and at least once a week thereafter. Key tasks of EMTs include coordinating internal communications and preparing or updating plans and directives for future response and recovery options. Heightened security measures may also be in effect if required.
  • High Readiness: High Readiness declaration and triggers are as for Medium Readiness. A local or regional emergency demanding an immediate or delayed response can also lead to a declaration of High Readiness by the designated authority for that location or region. EOCs are augmented to full 24/7 staffing and provide daily (or more frequent) Situation Reports and daily or twice daily situational awareness briefings to the designated authorities. EMTs meet daily (or more frequently, as needed) in their respective EOCs. Heightened security measures may also be in effect.

2. Phase 2 – Response. The focus of this phase is the safety and security of people. This phase is activated by appropriate authorities at relevant organizational levels upon declaration of an emergency involving the occurrence or warning of an imminent disruptive event. Designated emergency/business continuity authorities and EMTs establish and maintain situational awareness while at the same time activating immediate safety and security measures to protect all personnel, assets, and/or individuals or populations under their care or responsibility. Essential elements of information are communicated to staff, the public, stakeholders, contractors, vendors, etc. Designated authorities ensure the conduct of damage assessments (physical, operational, personnel, or cost) of the facilities, systems, networks and assets and this is communicated to all members of the EMT, higher authorities, critical services managers, and critical support function managers. Designated authorities also direct the preparation or heightened readiness of recovery teams and measures. The emergency operational cycle is activated to ensure: daily meetings of the EMT; collation, assessment and dissemination of situational awareness products and damage assessments to decision-makers; planning of recovery measures; and external and internal communications.

3. Phase 3 – Recovery. The focus of phase 3 is the coordination of Critical Support Functions to support continued delivery of Critical Services. Once immediate measures affecting the safety of employees and/or the public are implemented, designated authorities, in consultation with critical services and critical support function managers, activate applicable recovery plans for critical services and associated assets. These recovery options are activated in priority, based on Maximum Allowable Down Time. These options could include: relocation to alternate facilities or hardening of existing critical assets, prioritized system restoration, temporary reallocation of staff, activation of emergency contracted services, etc. Designated authorities then coordinate restoration or reconstruction (if necessary) of facilities, restoration and testing of infrastructure, and resumption of normal functions. At the end of this phase, the disruptive event has been eliminated, allowing designated authorities to terminate response and recovery operations and notify employees, the public, and stakeholders of the return to a normal state. Designated authorities must also coordinate the production of a “Lessons Learned” report.

Richard Martin’s Business Readiness Process:
  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?
Why Sunday and What Does “Stand To” Mean?
Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!
And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.


My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.


© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.
by Richard Martin
Well, we’ve just had our latest winter storm of the decade (or what it century?) in Eastern Canada. Among other events, Montreal’s roads were a scene of chaos and waiting, and waiting, and waiting….
The Quebec Department of Transportation (Ministère du transport du Québec, MTQ) has been heavily blamed for the chaos and poor response on the roads, especially on Highway 13, one of the two main North-South arteries through Montreal. To illustrate, hundreds of cars were stranded on the 13 from late Tuesday afternoon rush hour through to mid-day on Wednesday. Some people had to spend the night in their car. We’re lucky no one died or was seriously injured there. It was a distinct possibility given the harshness of the conditions, the fact that most people were ill equipped (i.e. not ready) for just such a situation, and that there were deaths and serious injuries in other areas.
But the worst reproaches have been directed at the MTQ. It has since come out that the ministry’s emergency plans and procedures appear to be overly complex, requiring numerous steps in the decision process for road closure and emergency response (actually, 94 steps, but that’s the entire decision flowchart). But that’s probably a red herring. Such decision processes always look complex out of context. The real proof of validity and effectiveness for any emergency/contingency plan isn’t what it looks like on paper, but its performance and execution once it’s put into action. It’s clear that the MTQ and probably many other government and municipal agencies were out of their depth and overwhelmed by the scale of the disruption.
Instead, I think the real problem was that of poor preparation and training, unclear activation processes, lack of well-defined readiness levels, as well as a lack of practice. Did the ministry ever conduct exercises? I’m not talking about a “tabletop” exercise with a few departmental reps. I’m talking about full-scale field exercises? Many of these problems would have come out beforehand if they had been exercised adequately. Also, what disaster and/or storm scenarios were envisaged? If appears that there was little understanding of the prior coordination and planning that are required to ensure interdepartmental and intergovernmental cooperation. Wildlife agents in the Québec Forestry and Wildlife Ministry are equipped and trained to conduct search and rescue operations in heavy weather and extreme survival conditions, but no one called upon that department to provide support. This is a clear indication that prior arrangements we’re lacking, either in terms of planning or in actually requesting and coordinating a joint response.
This is ALWAYS my biggest beef with any organization I work with on risk management and emergency/business continuity readiness: the lack of practice. It’s one thing to tread with care when you’re a for-profit business and any disruption to ongoing operations for the purposes of exercising can have serious impacts on production and client services. But when we’re talking about a public-service organization with a clear public safety mandate, you simply MUST exercise thoroughly and regularly. If it’s good enough for the military, firefighters, and airport operations and security organizations, then it should be good enough for municipal and governmental departments at all levels and in all domains, especially if lives depend on it.
Richard Martin’s Business Readiness Process:
  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?
Why Sunday and What Does “Stand To” Mean?
Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!
And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.


My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.


© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

by Richard Martin, founder and president, Alcera Consulting Inc.

What risks (or opportunities) are staring you right in the face? Are you doing anything about them, or are you just hoping that they will go away (in the case of risks and threats) or that they will miraculously come to pass (in the case of opportunities)?

Just off the top of my head, I can think of some major events and changes in conditions that could be risks or opportunities, depending on your perspective, needs, objectives, and readiness to defend them or exploit them:

  • An incipient refugee crisis in Canada: Think I’m being alarmist? Hundreds are crossing the border now and it’s winter. What might happen when the weather changes, literally and figuratively? I’m sure many in Europe didn’t anticipate how things could turn so quickly in the last two years. Forewarned is forearmed, but only if you think things through and have contingency plans do deal with the possibilities.
  • Global upswing in populist demagoguery and politics: This can lead to reactionary policies, official identity politics, closed borders, intrusive searches and surveillance, economic protectionism, et j’en passe
  • “America First”: This goes beyond Donald Trump as president. He isn’t the cause of the wave of nativism, protectionism, and bellicosity in the U.S., but he sure is riding it!

No matter what your role or mission, whether you’re a company, a government organization, a health care provider, educator, or non-profit, these events may affect you, your objectives, your profit, your revenues, even your viability and existence. You must assess these types of changes seriously and determine the nature of the risk and whether it’s a threat or an opportunity.

I’ve started working and putting out a new type of situational awareness and briefing document. I’m calling them Strategic Readiness Bulletins. I’ll be putting them out on an as needed basis to highlight events and changes in the global environment that can impact businesses and organizations in all sectors.

However, nothing beats actually thinking for yourself and putting brainpower into seeing how such changes can be absorbed or exploited, avoided or mitigated.

Oh, and I can help you with this process, any time, any place, quickly and efficiently. But you must contact me first…

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday, and What Does Stand To Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

 

by Richard Martin

Readiness is the ability to anticipate and absorb changing conditions so you can come out on top, or at least maintain your position or objectives.

The Readiness Mindset depends on the following characteristics:

  • Don’t assume you know everything you need to know. As I learned on peacekeeping duty in Bosnia, first information is often, even usually, wrong, so don’t overreact!
  • You can never eliminate uncertainty and its attendant risks.
  • Keep your overarching objectives and purposes in mind. Momentary setbacks are normal and must be overcome.
  • If you try to defend or attack everywhere, you end up defending or attacking nowhere. Assess opportunities, risks, and threats in terms of their likelihood and potential effects and put your main effort on the highest priority items.
  • Always keep the morale of your team and self in mind. Morale is the willingness to sacrifice and persist despite setbacks and obstacles to achieve your aims.
  • Shape your competitive conditions as much as possible so you can seize and maintain the initiative. That is the essence of an offensive mindset and action.
  • There is always more than one way to achieve an aim. Strategy is about assessing and balancing ends, ways and means to come out on top.
  • Power people: Brief your people, get them in the loop, delegate responsibility, keep them informed on the changing situations, ask for advice.
  • Tell your people what you’re trying to achieve and let them figure out the best way to get there. Give them the “what and why,” let them find the “how.”
  • Use time to your advantage. Bring people into the loop early and often so they can anticipate and prepare.
  • Nothing is fulling sequential. Run things in parallel. For instance, you can activate your team for a forthcoming change or mission; while you plan, they can prepare and increase your overall readiness.

Remember Richard’s Business Readiness Process in 2017!

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Call me for a Business Readiness Briefing in 2017!

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

operational-continuity

Step 10 of the Business Readiness Process: Ensuring Operational Continuity

The capacity to analyze, decide, and act during and after crises is critical. Here, I focus on the principles and techniques to manage and operate on a 24/7 basis during a crisis. These approaches are directly inspired by military command and control methods.

Operational continuity is part of the contingency planning resulting from risk management. The aim is to continue operating during and after a crisis or emergency, especially ensuring that customer services are maintained as much as possible.

There’s no such thing as a 9 to 5 crisis

If something is going to go wrong, it will probably do so at the worst possible time and the worst possible place. Just like the military, businesses and organizations providing essential services and mission-critical functions must be capable of operating 24 hours a day, 7 days a week.

Time enough for blame

Ensuring operational continuity is about solving the problem, not finding someone to blame. No matter when or where, it’s human nature to want to find someone responsible to lash out or punish them. But does that solve the problem? The focus during a crisis or emergency is on reacting in a timely and effective manner. There will be time enough to determine cause and accountability afterwards.

Caring for your people, caring for yourself

You can’t last long if you’re exhausted, nor can your people. True welfare during a crisis is about making sure your people are well rested and well fed, with proper hygiene, safety, and health care. This also extends to their families if it’s crucial to mission and operational continuity. Military forces know this first hand and take welfare measures very seriously, because it contributes to morale, team work, and resilience.

Operational rhythm and routines

Organizations such as hospitals, fire departments, and police agencies can respond around the clock. But, they also must operate on a continuous basis and be ready to handle surges in demand or action. The model for this is military battle rhythm. This assures leadership, decision-making, and command presence on a continuous basis. This section shows how to follow a military-inspired headquarters rhythm and routine.

Information management and the crisis operations center

The brain of any response must be in the Crisis Operations Center (COC). Information is the equivalent of neural signaling and cognition. The top leader can repair to the COC for briefings and updates, while exercising leadership and influence at the front lines. He knows that no matter what happens, someone is minding the shop to maintain situational awareness and to conduct ongoing planning and control of operations.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2016 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.