Agenda. Some Personal Background. Context For Today s Discussion 3/27/2014. Michael s world

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1 Agenda Leading Crisis Management From The Front Michael Lazcano Joanna D Aquanni Pre requisites for an effective response to a disaster Organizational culture and resilience Leader attributes Effective response though the lens of an Incident Commander The transformational leader Empowering collaboration and response capability Your unique position In conclusion Questions and answers 1 Some Personal Background Michael s world Responsible for the safety of 138,000 global employees 27 Global Incident Command Structures: HQ Facilities Distribution and Fulfillment Centers Global Sourcing Offices Field Offices Global Store Network It s NOT always fun 9.1 magnitude quake in Sendai, Japan and the failed Fukushima nuclear power plant disaster The on going crisis in Cairo, Egypt Super Storm Sandy, Hurricane Irene The 5.1 magnitude earthquake in Ohio Boston Marathon Bombings Numerous typhoons Context For Today s Discussion Shared experiences Academic learnings Personal experiences and observations Your experiences The scope is limited to you as a leader of your BCP department 2 3 1

2 Less than 1/4 of the participants indicated leadership during crisis or as an Incident Commander. Success is almost always Circular A business continuity leader s success relies on many disciplines, skill sets and working knowledge of the organization. Plan Assessment Approve Crisis Awareness Assessment After action review Review Gap Analysis Why is this? Test Mitigate Act & Update Communicate Update Mitigate Leadership 4 5 But Success Isn t Always Easy An organization s culture influences a business continuity program s success and its ability to influence organizational resiliency. So, Why Isn t Success Always Easy? Organizational culture: Resilient organizations: Plan, Crisis, AAR Organizational Culture Artifacts relay meaning Rituals demonstrated Values preferences [1] Understand the value of perpetual vigilance Use disasters as a source of opportunity Resiliency Success or Resistance Leadership It s the way we do things 6 7 2

3 So, Why Isn t Success Always Easy? Organizational culture: Strong clearly visible Fit aligned with market Adaptive risk taking Non adaptive conservative Punitive fear of failure [2] Collaborative cohesion Creative dynamic Control formal Competitive goals [3] Resilient organizations: Break down silos Have strong values and a shared sense of purpose Promote an informed and empowered workforce Value safety and prevention Value crisis management Value the larger community [4] Organizational culture defines success; a leader can influence organizational culture. What stands in your way? Attributes of a resilient organization can help change an organization s culture 8 9 Leadership An Inventory of Attributes Leadership is the art of leading others to deliberately create a result that wouldn t have happened otherwise. [5] Leadership An Inventory of Attributes We need leaders, who add value to the people and the organization they lead; who work for the benefit of others and not just for their own personal gain. Leaders who inspire and motivate, not intimidate and manipulate; who live with people to know their problems in order to solve them and who follow a moral compass that points in the right directions regardless of the trends. [9] Maslow: Personal power: Emotional intelligence: Challenge the status quo: Strategic thinking: Educate: Physiological and safety needs Love and belonging Esteem Self actualization [6] Coercive Reward Legitimate Expert Referent [7] Self awareness Social awareness Self management Relationship management [8] Critical thinkers Courage Self control Judgment Responsibility [10] Decisiveness Understanding Strategic planning They draw the very best out of people Build teams Humility Authenticity Strategic thinking

4 Leadership An Inventory of Attributes Three elements are common to a crisis: threat to the organization, the element of surprise, and a short decision time. [11] Enter the Transformational Leader That s You Understand priorities: Employees Investor relations Media and public relations The ability to remain operationally whole Adaptive: See things for what they are; they face down reality and remain fearless Interpersonal communication New information Critical thinking Organizational goals The totality of qualities: Obtaining followers Demonstrating the right touch Clear direction during crisis The capacity for adaptive and flexible behavior during dynamic situations [12] Transformational leaders must operate from a foundation of high morality and ethical practices and have a fundamental understanding of the highly complex factors that support and make possible collective effort in an organization. They must personally act in accord with productive values and beliefs, and they must teach others to do the same. [13] Decisiveness Transformational Leadership Leader to Crisis Leader; Learned Behaviors Information Authenticity External Conscience Transformational Experiences Personal Attributes and Values Integrity Intelligence Passion Charisma Organized Analytical Vision Courage Influence Sources of Power Leaders influence success. What stands in your way? Preparation Communicate Experiences Adaptive Emotive Sympathetic Empathetic TRUST [14]

5 As a Leader of Business Continuity You are in a unique position to change organizational culture and its resiliency through the power of your gravitas, connections, understanding of the company, and ability to help others question the status quo through example while remaining unwavering to your moral compass; you do not act alone in transformation. As a Leader of Business Continuity Your actions influence others; everything you do touches others. You are only as successful as you are present; draw upon your strengths. A vision of importance: Incident Command Structure: Chain of command: Model behavior: Create rewards: Remain committed: The disciplines that define a framework of organizational resiliency A program that s aligned with organizational goals, direction and its culture Strong working relationships Internal and external team building Monitoring and nurturing Enlisting senior management to model the behaviors and organizational culture Remain visible to others Demonstrate the organization s values and beliefs Celebrate small steps and accomplishments Reward behavior that s consistent with the organization's values and beliefs Persevere through personal investment in team members Create a common goal as the end objective Alignment Create the culture As a Leader of Business Continuity You can shape the culture more than you imagine. Organizational culture influences resiliency. In Conclusion Leaders create opportunities: Find clarity Remain curious Seek knowledge and remain informed Recognize concerns and use effective two way dialog to address them Empower others Model courage: Act in the presence of uncertainty and lack of complete information Demonstrate vulnerability Leverage teams Embrace responsibility Exploit a crisis: Create and assign value to artifacts Form the words that shape the message that tells the story that empower rituals How will you prepare? How will you show up? How will you influence? Consult not your fears but your hopes and your dreams. Think not about your frustrations, but about your unfulfilled potential. Concern yourself not with what you tried and failed in, but with what it is still possible for you to do. Pope John XXIII Lead from the front

6 Appendix Page Number Reference Number Reference 7 [1] Adapted from Edgar Schein (1992) 8 [2] [3] [4] 10 [5] [6] [7] [8] 11 [9] [10] 12 [11] [12] Adapted from Edgar Schein (1992) Bruce M. Tharp, Four Organizational Culture Types Organizational Culture Types_6.pdf Adapted from Research Center for Leadership in America is leadership/ Abraham Maslow Hierarchy of Needs French and Raven: Five Bases of Power Emotional Intelligence (EQ), Key Skills for Raising Emotional Intelligence Mary Kay Ash founder Kay Cosmetics Adapted from Allan L. Schoenberg, 2004 What it Means to Lead During a Crisis: An Exploratory Examination of Crisis Leadership 13 [13] Edgar Schein, Organizational Culture and Leadership: A Dynamic View 14 [14] Adapted from by Allan L. Schoenberg, 2004 What it Means to Lead During a Crisis: An Exploratory Examination of Crisis Leadership 20 6