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We recently gave a client a presentation on effective crisis management and a thought came to mind regarding a disconnect in how teams handle crisis. Our findings (mock disasters, real events, etc.) indicate that today’s corporate crisis management teams are good at crisis management (tactical) but not at crisis leadership (strategic). We need to better educate and train our crisis teams to continue to improve their tactical skills but , more importantly, strengthen their crisis leadership skills. We, as planners, need to alter mock disaster exercises to adequately balance both of these critical components. I have personally shifted exercises where teams have a good handle on crisis management to focus on crisis leadership by having them spend more time planning and considering the impacts of their decisions. Remember, have your teams focus on the end in mind.
Michael Herrera
Michael Herrera is the Chief Executive Officer (CEO) of MHA. In his role, Michael provides global leadership to the entire set of industry practices and horizontal capabilities within MHA. Under his leadership, MHA has become a leading provider of Business Continuity and Disaster Recovery services to organizations on a global level. He is also the founder of BCMMETRICS, a leading cloud based tool designed to assess business continuity compliance and residual risk. Michael is a well-known and sought after speaker on Business Continuity issues at local and national contingency planner chapter meetings and conferences. Prior to founding MHA, he was a Regional VP for Bank of America, where he was responsible for Business Continuity across the southwest region.
