Would you benefit from:

•  Learning a proven strategy that promotes effective crisis leadership?
•  Being able to quickly control and stabilise critical incidents?
•  Being able to think quickly and clearly when under pressure?
•  Being able to drive success in any type of incident?
•  Being able build emotional resilience in your team?
•  Learning a process for auditing crisis leadership preparedness?
•  Having access to over 80 years experience of crisis leadership?

How good are you at Crisis leadership?

Click here to conduct a personal audit on your personal skills and behaviours that are required for successful crisis leadership. [ Link is under construction]

What makes crisis leaders effective?

• They recognise the importance of thorough preparation beforehand.
• Their ability to reduce the impact of the crisis quickly and effectively.
• They make good, timely decisions.
• They provide clear direction to those engaged in managing the crisis.
• They value the contributions of others
• They manage the flow and accuracy of information to all stakeholders.
• They manage resources effectively.
• They profit from the loss - seizing the opportunity to transform the             business by learning from the incident.

"Preparation is costly. We cannot afford it.." Ask yourself... 

" Will the cost of sales lost, damaged reputation, and potentially negative impact of a crisis on market share or revenues affect the organisation's ability to grow and increase profit margins? What is the cost associated with the company’s long-term market value or equity?”  

Then ask the Board to consider what percentage of market share or revenue they could tolerate losing through a crisis, and work out the cost. What does that represent in terms of lost people, plant, premises and processes - then look at your plans and training.  Invariably, preparation will be significantly cheaper, and reassures stakeholders that their investment is properly safeguarded.

Effective crisis leadership learning is a sound investment...

In comparison to the costs of remediation, compensation, lost reputation, market share, re-building supply chains and customer confidence.

Programme Benefits

• Mitigate impact of crisis by learning structured auditing process for preparedness.
• Accelerate business continuity and recovery.
• Reassure stakeholders of the organisational commitment to protecting stakeholders investment and interests.
• Demonstrates commitment to staff development.
• Potentially reduces the threat and impact of compensation claims.
• Enhances crisis-awareness culture in organisation.
• Provides skills to enhance decision-making under any circumstances, not just in a crisis.

6-steps for effective crisis leadership and preparedness...

Step 1:  Preparation.

Crisis leaders need to be credible, effective communicators and have the values, soft skills and behaviours to be effective.

We design and deliver programmes to facilitate such preparation and provide coaching support.

My own TEMP SECKS methodology provides a structured way of thinking holistically about the organisational preparedness for managing a crisis.

Our partners bring specific expertise too, such as building resilience, dealing with ambiguity and uncertainty, counter-terrorism knowledge or stress management, to provide an appropriate blend of skills and behaviours to lead effectively.

Step 2: Planned Walkthroughs

This is a “talk” and walkthrough of the sequence of actions required. It is excellent for explaining the format of plans and content, is low pressure, and helps to clarify responsibilities.

The TEMP SECKS methodology ensures that the responsibilities of the crisis leader are properly identified.

We can provide subject matter experts to cover issues such as fire safety and other HSE issues, if necessary.

Step 3: Facilitated Discussion

• Potential issues are raised in a hypothetical scenario.
• Delegates brainstorm solutions which are then captured and validated.
• My own DR A2F methodology for effective crisis leadership provides a structure for thinking clearly in a crisis.
• Soft skills learning is embodied in the programme, such as improving your decision-making ability.

Step 4: Single Team Simulation

This brings all the team members together who conduct a simulation of the scenario, bringing the plan and team together.

Focus is on information flows, decision-making, handling dilemmas, ambiguity, uncertainty.

This is a good way to build team effectiveness, clarify roles and responsibilities and cultivate a proactive organisational culture.

 We can design and deliver tailored simulations for rehearsal purposes.

 Facilitated feedback and coaching support is provided.

Facilitated after action reviews for the lessons learnt process is provided. 

Step 5: Multi-Team Simulation

These simulations extend the role playing to a variety of others who will interact with the major incident management team.

The focus is on cross-team dynamics, communication and coordination. They are excellent for identifying gaps in plans, boundary management, clarification of roles, information requirements and flows, key decisions, as well as building the organisational culture and cohesiveness of the team.

We can design and deliver tailored simulations for rehearsal purposes.

Facilitated feedback and coaching support is provided. 

Facilitated after action reviews for the lessons learnt process is provided.

Step 6- Full-Scale Exercise

• This puts the teams into a highly realistic environment, and is designed to test the totality of the company's crisis leadership responses.
• Such exercises typically involve the emergency services, local authorities and the media. 
• We can support exercise design.
• We can provide facilitated feedback and coaching support during the exercise.
• We can provide facilitated acter action reviews for the lessons learnt process.  

Typical One-Day Programme

• Myths and realities of crises.
• TEMP SECKS methodology of assessing organisational preparedness.
• Building emotional resilience in teams.
• Crisis victim case study.
• Making effective decisions in chaotic, ambiguous and uncertain environments.
• Simulation using DR A2F methodology.
• Human emotions in a crisis, including practical tools for managing these effectively.

  Typical Two-Day Programme

Expanded elements of one-day programme.

Crisis simulation, in which delegates are immersed in an authentic scenario, challenging individuals and teams in an intense encounter that may involve exposure to fire, flooding, collapsed building structures or mass casualties, for example.  They act as metaphors for real incidents, and give delegates first hand insights into the challenges, whilst addressing key issues.

Keynote speaker - typically somebody with responsibility for major incident management.

Programme Design and Delivery

We take pride in our programme design, ensuring that it is tailored to the client's requirements. The programmes are modular, in order to cater for differing priorities, investment budgets and experience of delegates.

We also take pride in providing delegates with a safe, supportive learning environment.

Experienced facilitators are chosen to provide a blend of expertise and soft skills to ensure accelerated learning.

We will generally conduct a site visit, free of charge, to ensure that the programmes are authentic, and pitched at an appropriate level for the experience of the delegates.

One-day programmes are generally held at the client's site. Two-day programmes are residential.