[Today we present the first installment of sage advice from one of our business continuity gurus. This is a great place to find business continuity wisdom—if you have a thick skin. As always, let the KIA know if you take issue with him. Don’t worry, he’ll respond.]
Hey KIA…got any tips In planning an unannounced exercise for a new crisis team?
Uh…yeah. My first piece of advice is to cancel it. I mean really, do you really think you’ll gain something by watching a new team flop around in confusion? Oh that’s right…the pain will convince them that they need to take the BC program more seriously, so you win. More resources and support for you, right?
Sorry to be the one to tell you this, but you’re delusional. The resulting pain and humiliation will convince them that the program isn’t worth much and maybe its time to scrap it. Human nature has a natural distaste for humiliation, and business leaders can sniff out the dunce cap long before they put it on. So in short order, shields will go up, and pretty soon you’ll be the one on the hot-seat. And by the way, you’re the genius managing the program…right? Better seek cover.
Here’s another idea…take a deliberate approach to exercises and testing. Start with modest objectives that you can attain. Focus on getting members comfortable in their roles and with the overall framework. Let them own it…you can turn up the heat later, when they are ready. Build a foundation, build confidence, build support. Stretch the team when they are ready for it and when they know what they are in for. Believe me, you want them on your side, so be on theirs.