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How you answer the question “What should we do now?” can have far reaching implications for your company or organization.  Preparedness and Resiliency are key brand attributes for every company. Crises come as surprises. Control of events and message are lost. Impacts accelerate. Public scrutiny intensifies.

Are you ready? How do you know? Are you sure?

Most executives are trained to make decisions based upon information, data, and policy. In a crisis,
•    Information is generally wrong
•    Data is not available
•    Policies do not exist
•    Command & Control is lost
•    Brand & reputation are under attack
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•    Speed is quality or even survival
•    You are the center of media focus

The above dynamics work aggressively against traditional empirical management decision processes. Decisions must be made quickly with limited and often incorrect information. A crisis is not business as usual. A crisis is business as unusual. Crises have a short duration, but have consequences that can determine the viability of a business or organization for years to come. If you are explaining, you are losing.

Crises have impacts – for good and bad. Every crisis starts with a combination of opportunity and danger. Where the risk/crisis conundrum balances depends upon your initial critical decisions, your crisis communications, your monitoring of events, and your adjustments made to strategy and actions as events develop.  Your company’s reputation, brand, legacy, and profitability hang in the balance in a crisis.  Crises are personal. Every crisis is a human crisis. It is your company. It is your people. It is your brand. It is your reputation. It is your career. Doing the wrong thing or doing nothing can create a point of no return.


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After the Fire - Saving Bevin Bell

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After the Fire - Saving Bevin Bell

 

Factory fire puts company's future in danger


 
 
Dave Flora, Principal Firestorm

Terribly sad news from East Hampton, CT over the Memorial Day weekend where firefighters spent the day putting out hotspots at the historic Bevin Bell factory that burned to the ground over the weekend.

Factory fire puts company's future in danger: wtnh.comFactory fire puts company's future in danger: wtnh.com

That company is the only remaining bell factory in the United States.  The loss appears to be complete with not only the factory and workplace to six generations of employees lost, but also the front office building, containing the records and  history of this 180 year old manufacturer.  It appears that lightening may have been the cause of the fire.
 
 
 
The worst crisis any one of us will ever experience is the one that happens to us.

A number of difficult discussions are taking place today in meeting rooms:


  • Will we be able to save the family business?

  • Where will I work if the plant does not reopen?

  • What will be the financial impact to the city’s surrounding East Hampton in terms of lost tax revenue or business activity?


Now the secondary “consequences” take shape.


  • How to rebuild and resume business?

  • What about our employees?

  • What about our customers?

  • How will this effect our entire community?


What would you do if a natural disaster were to hit your workplace?

You can help the nice folks at Bevin Bell by visiting Keep The Bells In Belltown

You can help yourself by taking a very short survey to tell us about your  assumptions about how your business will respond to a crisis:  “What Do You Expect?

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Guest Wednesday, 22 October 2014

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FIRESTORM® transforms crisis into value.  The FIRESTORM PREDICT.PLAN.PERFORM.® methodology combines C-Suite level consulting, dynamic software solutions, and proven crisis management expertise to empower clients to create resilient organizations. FIRESTORM is a nationally recognized leader in Crisis Management, Continuity Planning, Critical Decision Support, Crisis Response, Crisis Communications, Crisis Public Relations, and Consequence Management.

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