Supportive Solutions Business Blog

The media and the Internet abound with information about H1N1. But do we know if the abundant warnings are actually being heeded?

In the crisis world it’s common for warnings and plans to be ignored until the disaster actually strikes. Then the scramble for information usually generates a chaotic environment that prevents a thoughtful response. The only predictable aspect of a crisis is its unpredictability. So let’s take on this new challenge and see how we can actually take steps to make prevention for H1N1 or any virus a norm, rather than a reaction.

In order to meet this goal, we’re are going to have several podcasts that focus on ways to convey the message in a population-specific and relevant fashion.

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Tip #5:  Have you practiced your plan this year or ever?   Have you done a gap analysis? If your team is still intact after all of the downsizings  when was the last time your plan was reviewed or even mentioned.  It’s surprising how many times we rely on unrehearsed “paper plans” to get us through  unforeseen crises.  The way most companies find gaps in their plan is when something doesn’t work when needed most.  Don’t let your plan catch you by surprise – there will be enough other things that will do that in a crisis!

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Tip #4:  Do you think “outside of the box” when preparing a crisis plan?  Do you prepare for how the crisis might impact contractors or clients who are onsite when the unforeseen occurs?  We tend to get a bit of tunnel vision when developing plans.  Although you may feel  you have your hands full just putting together a solid plan for the company and its employees, have you thought of the others who might be impacted and how it will affect your business?  Think outside of the box – a crisis does.

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Tip #3:  Does the plan reflect the diverse population of your workforce?  Are your employees able to fully understand instructions (written or verbal) in English?  Crisis plans are not always created with diversity in mind.  Even basic evacuation directions aren’t usually posted in the languages of those in the workplace.  Do employees know your crisis plan procedures?  Has it been translated and reviewed for them?  Do a survey of your employees, find out how much they know or don’t know now!

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Tip #2:  When was the last time you reviewed the plan with your employees?  Do they know what the plan is and how to react?  Do they know what you will or will not do in times of crisis?  It is surprising how little information most employees have about crisis management plans developed by companies.  Most employees will know the basics – exits, fire escapes, where the fire extinguishers are – but what they  won’t know is that their company has an EAP or what services might be available to them in a large scale disaster.  Make employees aware now before something happens.  It will be less chaotic that in the aftermath of an event!

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Hurricane season is upon us and once again we are providing you with five Tips to consider.

Tip #1:  Review your plan and your crisis management team.  With downsizings impacting so many businesses this year, plans from last year may actually be dysfunctional.  Why would that be the case?  Individuals who served in key positions of your plan may no longer be with you.  Or perhaps they have been transferred to a different department or location.    Have your budgets to provide services remained the same or are your contractors still in business?

Check out these important aspects of your plan before the crisis hits!

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With any luck, the G-20 will be nothing more than an event receiving international attention and causing lots of traffic.   However, even when all goes right we know from experience that that an event of this nature will interrupt the normal business flow and possibly impact the fragile finances of  many businesses

In an effort to support Pittsburgh businesses, Supportive Solutions will open up our Live Support Chat to any business at no charge starting Thursday, Aug. 20th, 2009. Businesses can go to http://www.supportive-solutions.com/business_community.htm , look under NEW and click on “we’re online, get help now.

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The actual lack of attention paid to diversity in the workforce is all too noticeable when a large scale incident takes place in the workplace.  The problem is threefold. First, when contracting with a company, the company’s corporate culture as well as the cultural background of the employees should take center stage when setting the parameters for service.  Second, speed to provide services many times replaces a thoughtful plan to develop the necessary network for a culturally competent provision of services.  The final issue is that the pool of  mental health professionals used to provide crisis response services are many times not representative of diversity within the workgroup population. 

So what steps can you take?  When contracting with an employer, ask about the diversity of the workforce.  You will need to have handouts and interpreters at hand to provide services if the needs arise.

Contact mental health groups in the area where the companies are located to ascertain what diverse services are available in the area.  Even if the cultural group in question is not represented by services in the area, many times they do have suggestions on how to access resources.

Know your community supports.  Groups of very diverse backgrounds do not typically utilize mental health services.  Churches and other informal networks function as very strong support systems for these individuals.  Consider all options.

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Pittsburgh is hosting the G-20 Summit on Sept 24th and 25th, 2009. There have been incidents occuring during past summits which have resulted in property destruction and general mayhem. Having so many world leaders in one location also heightens the need for preparedness for all businesses large and small.

Here are a few things to keep in mind. Business may either be slow or exceedingly busy depending on the industry. One thing is guaranteed . . . traffic will be a nightmare! Consider adjusting business hours or work schedules in order to accomodate your employees and your clients!

If an incident would take place during the summit, do you know how to safely evacuate your employees? Do you have your employee’s current emergency #’s and correct cell or home numbers. Do you have emergency information (fire, EMS, police) listed where all employees can access it? When was the last time you practiced a drill?

Remind employees to keep some form of picture identification on their person. Security will heighten significantly and without a picture ID it might not be possible to access certain parts of the city.

If you have a crisis management plan, how current is it and is there anything about this type of event that perhaps you haven’t planned for or anticipated? Sit down with your team to review current plans and adapt accordingly.

Sit down with your employees and talk about how this event could impact your day to day functioning even if all goes well! An ounce of prevention . . .

Questions! Please call us and let us help you plan. It’s always better to be proactive, not reactive!

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The coverage of the recent shooting at a fitness club in Pittsburgh epitomized the media at its worst.  Within minutes of the shooting, the media descended upon the area and began reporting on the incident.  The information reported was for the most part based on tidbits of data gathered from individuals evacuating from the building or overheard from responders rushing to the aid of the injured. The goal appeared to be report anything, whether accurate or not in order to appear “on top of the situation”.   Some media personnel even commented on their own memberships at one of the club’s locations and their perceptions of how individuals would be impacted when other information was not available.

Grief, shock and loss are very personal reactions.  In the aftermath of an event such as the fitness club shooting, the focus should be to lessen any additional impact of the event on those affected by connecting them with resources and support systems that can provide comfort and a touch of human kindness during those initial hours. What they don’t need is a camera, a microphone and a reporter eliciting information which requires them to relive the event in a public setting at a time when they are most vulnerable.   

It is easy to believe that a situation of this nature will never happen to your business.  But what if it did?  An important part of any crisis management plan is to know how to manage the media and protect your clients and your employees when the unexpected happens.  If you have a plan in place, review it.  Make sure that employees know who to refer the media to for comments.  Have a “safe place” for clients or others to go which will protect them from intrusive reporters in the immediate aftermath

Most of all, learn how to work with the media effectively.  Communicate with the media in a way in which both of you can be served.  Most TV stations will provide announcements regarding meeting locations, services available and other valuable information which would otherwise be difficult to disseminate.  In return, have your PR firm keep them apprised of relevant and informed developments so that they can convey accurate information in a timely fashion.

The last thing you want in a crisis is a media frenzy which adds to the chaos rather than managing it.

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