
The Manager's Guide to Quick Crisis Response
Description
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Avoid being "blindsided" by an unexpected emergency or crisis in the workplace - violence, natural disaster, or worse! Bruce Blythe's The Manager's Guide to Quick Response in a Crisis: Effective Action in an Emergency offers the time-tested skills that prepare you to act effectively - on behalf of yourself and your co-workers - in the face of threat and chaos. Blythe uses real-world case studies, examples, and checklists to help you be the top-notch leader the situation requires.
"Hope for the best and prepare for the worst" sums up Blythe's philosophy. This short book is the essence of the basic practical counseling that he would give if he were sitting next to you at your desk. To help you figure out what to do next, he offers real-world examples of what has worked - and not worked - in his 30+ years of experience with companies just like yours.
With Blythe's advice, you can act fast to:
- Find out the accurate facts you need to strategize and implement a response.
- Compile a checklist of immediate action items.
- Create a crisis command center (CCC.
- Select the best people for your action team and determine action steps. .
- Understand how to make good decisions in a crisis or emergency. .
- Handle the human side of a traumatic incident. .
- Set priorities in multiple timeframes. .
- Establish a "new normal" as everyone phases back into productive work after the incident.
To help you take the actions that will make a difference, the book includes:
- Practical forms, checklists, cases studies, and real-life examples.
- "Quick Use Response Guide" at the end of each chapter - all four can form a handy pocket guide.
More details
Persons
Bruce T. Blythe is an internationally acclaimed crisis management expert. He is the owner and Executive Chairman of R³ Continuum that provides employers with integrated crisis readiness, crisis response, and employee return-to-work services. They have assisted hundreds of companies worldwide with crisis, workplace violence, and business continuity planning, training and exercising. They also provide consultations worldwide for defusing serious disputes, hostilities and workplace violence threats. On average, they respond onsite to 1300 international workplace crises of all sorts per month. Finally, they work with insurers and large employers in accelerating employee return-to-work for workers comp, disability, and non-occupational injury claims throughout North America and Australia. Mr. Blythe has been personally involved in crises such as the 1993 World Trade Center bombing and 9/11 terrorism, mass murders at the U.S. Postal Service, the Oklahoma City and Boston Marathon bombings, commercial air crashes, rescue of kidnap and ransom hostages in Columbia and Ecuador, hurricanes, earthquakes, fires, floods, and reputational crises. He serves as a consultant to numerous Fortune executives and managers in Strategic Crisis Leadership preparedness and response.
Widely regarded as a thought leader in the crisis management and business continuity industries, he is the author of Blindsided: A Manager's Guide to Crisis Leadership. He has served in the Military Police for the U.S. Marine Corps. He's a certified clinical psychologist and has been a consultant to the FBI on workplace violence and terrorism. Blythe has appeared on NBC's Today Show, CNN, ABC's 20/20, CBS's 48 Hours, CNBC, NPR and others. Fast Company Magazine published a cover-story article about Blythe's companies responding onsite to 204 companies in NYC, all within three weeks following 9/11. He provides commentary in The Wall Street Journal, Newsweek, Business Week, Smart Money, New Yorker, Fortune Magazine, and USA Today. He serves as a keynote presenter to multiple national and international conferences per year.
Blythe's past and present affiliations:
- ASIS International's Crisis Management and Business Continuity Council
- U.S. Department of State's Overseas Security Advisory Council
- Disaster Recovery Institute's Educational Advisory Council
- The Conference Board (Chairman of the Corporate Security, Business Continuity and Crisis Management Conference)
- Association of Traumatic Stress Specialists, six years on the Board of Directors
- NFPA 1600 Technical Committee's Task Group on Crisis Management and Business Continuity
- The International Society for Traumatic Stress Studies
- Association of Threat Assessment Professionals
Blythe's areas of expertise:
- Strategic Crisis Leadership (for Board Members, Senior Executives and Crisis Managers)
- Crisis Preparedness and Response
- Workplace Violence Preparedness and Defusing Threatening Individuals
- Hostility Management and Dispute Resolution
- Human Side of Crisis and Post-Incident Return to Work
- Crisis Decision-Making
Content
- Cover
- Title Page
- Copyright
- Chapter 1: Taking Decisive Action
- 1.1 Three Ways You Could Get the News
- 1.1.1 Personally Involved
- 1.1.2 Near But Not Involved
- 1.1.3 Remote From the Incident
- 1.2 Breaking It Down
- 1.3 You'll Need to Act Fast
- 1.4 The Hunt for Information: Four Questions
- 1.4.1 What Happened?
- 1.4.2 How Bad Is It?
- 1.4.3 What Is Being Done?
- 1.4.4 What Is the Potential for Escalation?
- 1.5 Keep the Big Picture in Mind
- 1.6 Crisis Decision-Making
- 1.7 Use a Model to Optimize Decision-Making
- 1.7.1 Scan
- 1.7.2 Identify
- 1.7.3 Predict
- 1.7.4 Decide
- 1.7.5 Execute
- 1.8 A Manager in Crisis
- 1.8.1 Damage Control
- 1.8.2 Orchestrating Your Response
- 1.8.3 The Imperative for Rapid Response
- 1.9 Four Categories of Concern
- 1.9.1 People
- 1.9.2 Business Disruption
- 1.9.3 Reputation
- 1.9.4 Finances
- 1.10 Other Priority-Setting Strategies
- 1.11 Checklist of Immediate Action Items
- Quick Use Response Guide
- Chapter 2: Crisis Containment
- 2.1 We're Now Entering the Crisis Containment Phase
- 2.2 The Six Phases ofManaging a Crisis
- 2.2.1 Phase 1: Notification and Activation
- 2.2.2 Phase 2: Fact Finding
- 2.2.3 Phase 3: Decision-Making
- 2.2.4 Phase 4: Prioritizing
- Table 2-1. Posted Emerging Fact Pattern
- Table 2-2. Posted Priorities
- Table 2-3. Posted Pending Items
- 2.2.5 Phase 5: Implementation
- 2.2.6 Phase 6: Purposeful De-escalation
- 2.3 Crisis Command Center (CCC)
- 2.3.1 Location
- 2.3.2 The Ideal Room
- 2.3.3 Other Possibilities
- 2.3.4 Special Roles
- 2.3.5 Additional Command Center Tips
- 2.4 Crisis Action Team (CAT) Leader
- 2.5 Initial CAT Meeting
- Quick Use Response Guide
- Chapter 3: Order Out of Chaos
- 3.1 Understanding the Crisis
- 3.2 Crisis Decision-Making
- 3.3 Common Crisis Management Problems - ACE
- 3.3.1 Authority
- 3.3.2 Communications
- 3.3.3 Expectations
- 3.4 Psychological First Aid
- 3.5 Rallying the Troops
- 3.5.1 Who Is Hurting?
- 3.5.2 Prepare for Family Members
- 3.5.3 Tell What They Know
- 3.6 Employee De-escalation Meetings
- 3.6.1 De-escalation Meeting Content
- 3.7 Taking Stock
- 3.8 A Tale of Two Traders
- 3.8.1 Background
- 3.8.2 All-Tech Response
- 3.8.3 Momentum Response
- 3.9 Day One CMT Checklist
- 3.10 Ten Questions to Assess Your Decisions and Actions
- Quick Use Response Guide
- Chapter 4: Establishing the New Normal
- 4.1 It's Back to Work We Go
- 4.2 Your Window of Opportunity
- 4.3 The First Day Back
- 4.3.1 The Management Briefing
- 4.3.2 Ways of Listening
- 4.4 A Program for Recovery: Psychological First Aid
- 4.4.1 Traditional Psychological Debriefings Not Recommended
- 4.4.2 Positive Coping Strategies Needed
- 4.4.3 Individual Assessment and Counseling
- 4.4.4 Early Intervention
- 4.5 Phasing Back Into Productive Work
- 4.5.1 Supervisory Monitoring
- 4.5.2 Purposeful Disengagement
- 4.5.3 Anniversary Effect
- 4.6 Operational Debriefing for Lessons-Learned
- Quick Use Response Guide
- About the Author
- Credits
- More from Publisher
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