How to Address an Emergency

 

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Be the first to respond.

BY DOING THIS

–      Get the facts.

–      Determine what’s required to stop damage.

–     Communicate the specific steps being taken (to get back to normal).

Too often, people panic during an emergency. The “fight, flight or freeze” response kicks in, emotions flare up and reactions intensify. With all this commotion, most people don’t focus on addressing the crisis, assuming others will take the lead.       

Emergencies are excellent opportunities to take charge and show what you’re capable of. First, figure out what needs to happen to stop the damage. Speak to those closest to the situation to gather facts. Discuss options, gain agreement and then suggest who’s best to activate the option you’ve agreed on.

Once you neutralize the situation, identify the steps needed to return to normal operations. After getting agreement, communicate the recovery plan to leaders and others. Afterward, review what worked and what didn’t to guide how you’ll respond to future situations.             

KNOWLEDGE BITES

EMERGENCY RESPONSE TOOL: How will I respond to an emergency?

SUCCESS TIP

Speak to key leaders in person to immediately answer questions and avoid misunderstandings or knee-jerk responses.

The Addressing an Emergency podcast episode with business and market development expert David Donaldson.

Phil Buckley is the author of Change on the Run and Change with Confidence, host of the Change on the Run podcast, and co-creator of the Sharing Change with Confidence Newsletter.

#change #changemanagement #business #transformation #leadership #emergencymanagement #podcasts

How to Create a Plan B

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Define your next best option.

BY DOING THIS

–      Agree on what is the best response if Plan A doesn’t work.

–      Map the steps to take if a serious risk materializes.

–     Review Plan B with people who have a role to play.

“Always have a backup plan (a ‘Plan B’),” is a good rule to follow for all important activities. Most plans don’t go as intended because there are too many variables to predict. Variances can cause delays, extra costs and compromised credibility.

A good Plan B manages the impacts of things not going as intended. Thinking through what could go wrong and the best response to them will avoid major disruption from unanticipated events. Ask people who have roles in Plan A how they would operate if a specific risk materialized. The answers will identify the actions that form your Plan B. For each action, record when it happens and who is responsible. Review the steps with everyone so people will know what happens immediately before and after their actions.

KNOWLEDGE BITES

RESOURCE ASSESSMENT TOOL: How many resources do we need to complete the task or project?

SUCCESS TIP

Communicate what event will trigger the backup plan so everyone is clear on when it is in effect.

The Creating a Plan B podcast episode with business and market development expert David Smyth.

Phil Buckley is the author of Change on the Run and Change with Confidence, host of the Change on the Run podcast, and co-creator of the Sharing Change with Confidence Newsletter.

#change #changemanagement #business #transformation #leadership #contingencyplans #podcasts

How to Avoid Team Burnout

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Balance expectations and resources continuously.

BY DOING THIS

–      Monitor plans to ensure there is enough time to complete all tasks.

–      Document gaps.

–     Communicate gaps to leaders with two options: increase resources or reduce tasks.

Burnout is a stress-related state of emotional, physical or mental exhaustion. It occurs when the demands of a job are greater than a person’s ability to manage them. Triggers include long hours, impossible deadlines, little control of inputs, hostile conditions and low rewards. In other words, project demands.

The impacts of burnout are devastating—extreme fatigue, loss of motivation, drops in performance, insomnia, feelings of resentment and hopelessness and illness. Fortunately, the conditions that lead to burnout are easy to spot: unrealistic expectations and insufficient resources are visible to all. To minimize burnout, review resource plans for gaps throughout the project. If conditions change (time, resources, scope), communicate imbalances to leaders immediately. Highlighting the risk of failure is the best defense against unrealistic expectations that cause burnout.

KNOWLEDGE BITES

RESOURCE ASSESSMENT TOOL: How many resources do we need to complete the task or project?

SUCCESS TIP

Cite similar tasks from past projects to maximize the credibility of your assessment.

To learn more about our post and podcast topics, check out the Change on the Run: 44 Ways to Survive Workplace Uncertainty book and audiobook at http://www.changeontherun.com or your favourite bookseller.

#change #changemanagement #transformation #leadership #teameffectiveness #burnout #podcasts