There is no perfect leader. It’s time to lead your way.
The turmoil of recent times has tested many. Analysts predict even tougher times ahead. It seems the only guarantees are change, uncertainty, and that life will continue to present challenges. That’s why reinforcing a capacity for resilience is essential for everyone, especially for leaders and those who aspire to lead.
We are partnering with Keogh Consulting to present this short online webinar for emerging leaders who desire to do more than ‘cope’, but to excel through challenging times.
Keogh, Australian business transformation and leadership consultants, will be focusing on individual resilience while we’ll be talking about how to lead and develop a resilient organisation. Aspen Coaching will also be speaking about physical wellbeing.
Please join us for this free webinar on 20 August, 4:30pm NZST.
The Board’s Role during Crisis webinar available to view online
Erica Seville and Richard Ball presented a keynote presentation at the BCI Australasia 'Virtual' Summit 2020 in late July. They presented insights from their recent research project, The Board’s Role during Crisis.
Through interviews with Board Chairs, Directors and CEOs of critical service organisations that have faced significant crises, they explored the issues that are front of mind for Board members and provide key advice on the role of the Board during a crisis.
When a crisis event emerges, knowing what is expected of you and others is critical for an effective response. For many organisations, the role of the board in a response and recovery is not clear. These blurred lines can introduce uncertainty, slow the response, deepen the crisis and make everyone’s job harder.
The recent research conducted by Resilient Organisations’ Richard Ball and Erica Seville on the board’s role in a crisis sheds light on this grey area. It is a guide for boards members and managers alike. It draws on the combined wisdom of 12 board chairs, directors and chief executives, all of whom have led their organisations through numerous crises. These include earthquakes, reputational crises, market collapse, terrorism, critical infrastructure failure, worker fatalities, and of course, COVID-19. The 12 interviewees have been involved in many sectors, both public and private, across New Zealand and Australia.
The current COIVD-19 crisis has shown us that the unexpected does happen. There is no room for complacency. Being prepared and thinking about how to respond to the next crisis is time well spent if you want your organisation to survive, or even thrive in future events. Ensuring there is clarity at the top of the organisation is a great place to start.
If you have not already, now is the time to ensure your team is thinking strategically about recovery.
It is easy to get overwhelmed with the response process and the complexities of adapting operations to our new normal. But it is vital for long term success to allow time for some strategic thinking. If you are a small business owner, this means extracting yourself from the operations. If you are a larger organisation it may be helpful to assign a separate team to start thinking strategically about recovery for your organisation.
RESILIENT RECOVERY PLANNING PRINCIPLES
Whilst there is still significant uncertainty as to how the pandemic will play out, planning at this stage requires adaptive decision making that evolves as uncertainty resolves. Your planning framework needs to deliver a clear unity of purpose across decision making and operational teams – this is a complex and chaotic space that requires structure and process to help people navigate uncertainties. Your forward-thinking needs to springboard off existing planning, coupled with critical reflection on what needs to evolve, and creating the right conditions for new and innovative approaches to be tabled.
RESILIENT RECOVERY PLANNING STEPS
PURPOSE AND VALUES
Define or reaffirm what lies at the heart of recovery for your organisation.
This includes your core purpose or mission as an organisation, your vision, and your values. This may include financial and non-financial objectives – such as community outcomes, staff wellbeing, and reputation.
These principles should be the guiding light and common thread that holds your strategic thinking together.
Dust off and review your pre-COVID-19 strategy.
Refresh yourself on what you were trying to achieve in the long term, and the short and medium-term actions you were taking to get there.
Take stock of the changed, and changing environment around you.
Take time to talk to key business partners, customers, suppliers, and peak body groups. Are there emerging trends in your key market? What are your competitors doing? Where are your suppliers located and what is happening there? Where are their suppliers located? What is the global economy doing? What could the economy do?
Think as broadly as possible – business disruptions can come from unusual places.
Test your current strategy against a range of possible futures.
None of us have a crystal ball. Too often we ‘lock on’ to a single perspective of what the future might look like and design a strategy that works really well in that world. However, if the future is different to what we imagine, our strategy can be severely undermined.
Create different future scenarios
Now that you have a good sense of what is happening, get creative and think of what could possibly happen in the future. Using the situational awareness you have developed, create 3-6 credible and diverse scenarios of what the future might look like. For example reopening of NZ borders within 6 months; within 18 months; a resurgence of COVID-19 within NZ; wide adoption of working from home. Base your scenarios around the factors that will influence your business the most.
Evaluate your current strategy against those scenarios
What works and what doesn’t work in each of those scenarios? You want to prioritise actions that work best across multiple possible futures, even if that decision is not optimised for your assumed future. For example, if pursuing a new type of customer works well in one scenario but not at all in another, you should consider how you can hedge your bets – potentially investing a little, but not putting all your eggs in the one basket.
Also, check if there any opportunities in those futures that you haven’t currently included in your strategy?
Design a strategy that is deliberatively flexible.
Now you know the parts of your strategy that work best, and those vulnerable to disruption, it’s time to build some flexibility into your strategy. One way to do this is to develop a staged strategy with key decisions points along the way. For each decision point think about alternate paths that could be taken if your initial strategy is no longer viable. Aim for strategic decisions that are equal part least regret and opportunity. And that maximise the diversity of your operations – be it the market you serve, the suppliers you use, or the staff you employ.
Diversity can be an insurance policy for your business. Make sure that you recognise and act on opportunities that emerge from a crisis. It may mean you need to re-prioritise, defer or create new strategic aims.
Have some critical friends review your strategy.
Organisations don’t operate in a vacuum. The success of their strategy depends on staff, current customers, potential customers, funders, shareholders, suppliers, etc. So it is important that the strategy is reviewed in light of these diverse perspectives.
You can do this yourself, or better yet, get some key partners to cast a critical eye over the strategy. The review process should be ongoing. Where possible identify triggers that might indicate you need to review your strategy. For example, if sales of a particular product reduce by 20% or if a competitor closes. Be prepared to review your plans frequently as new information comes to light and be prepared to change direction to avoid losses or to seize an opportunity.
Don’t forget to bring your team along on the journey with you. They’ll have great ideas and will be more invested long term.
Visionweek - Some of the best and brightest minds from across NZ and the globe envision what the new New Zealand could look like.
One core theme to emerge from today’s discussion was the importance of community and the need to put people at the centre of all our infrastructure decisions, whether it be housing, transportation systems or electricity networks.
The idea of the 20-minute city, already being tested in Sydney and Paris, promotes the design of communities where education, healthcare, shopping and work are all within a 20-minute walk or bike. Could this be the future blueprint for decentralised cities?
A number of the speakers spoke about housing and urban design and the importance of creating safe places for people to gather and connect and develop a sense of community. Sir Peter Gluckman noted the need to reduce the depth of control of bureaucracies on vulnerable people and enable communities to support themselves.
The importance of achieving quality living sustainably was also noted. Kate Boylan encouraged us to work with what we have instead of always focussing on building new. Kirsti Luke and Tamati Kruger spoke of new design that exists in harmony with the environment: net zero water, energy, waste.
The newly established infrastructure Commission has been tasked with the job of developing a 30-year infrastructure strategy for New Zealand. Community and wellbeing is at the centre of their thinking. Their challenge – to balance the need for bold changes with strategies that are achievable and affordable.
Jon Grayson (CEO, InfraCom) noted the need to develop an infrastructure strategy that builds agility into our infrastructure systems. Agility and infrastructure are traditionally quite juxtaposed. So how can this be achieved? We’ve been working with the critical infrastructure community since we began in 2004. Over that time we’ve seen a gradual shift from infrastructure as an asset to infrastructure as a community service. NZTA now see their role as ‘connecting people’ rather than building and managing roads. Auckland Transport are focussed on ‘easy journeys’. We need to take the next step and, working with community, design the next generation of infrastructure.
When we think about the resilience, adaptability, and agility of our built infrastructure we need to radically shift our thinking. Are our centralised infrastructure systems suitable for the high change world we live in? Do we invest in upgrading old systems or invest in new decentralised systems (grid electricity to household generation)? How can we design houses that are adaptable to the changing needs of our communities? Can we build transport systems that meet today’s transportation preferences with tomorrow in mind?
We need to be testing our decisions against multiple futures to ensure they are robust in the face of uncertainty. We need to involve diverse stakeholders to get creative and relevant ideas. We need to create an enabling regulatory environment that empowers new ideas and allows us to rapidly respond to disruptions and take advantage of opportunities that emerge through new technologies or crises. And of course, community and wellbeing must be at the heart.
Visit #visionweekNZ for details of the speakers and to listen to webinar.
Capturing lessons learned: the importance of 'hot' debriefs
COVID-19 will be a long-running event that will require constant monitoring and response activities.
Collating learnings from crisis events is normally left until after an event. However, in this case, there is an opportunity to reflect on and learn from our response to date, so we can do things better from this point forward.
We strongly suggest capturing lessons now, to enact improvements that will help through this long-running response.
WHAT IS A HOT DEBRIEF?
In emergency management jargon, a ‘during event’ debrief is called a ‘hot’ debrief. This is different from a formal ‘after event’ review. Below we highlight the differences between the two.
Key response personnel
Key response personnel and key stakeholders in response
Together we can build stronger business continuity plans: adaptive plans that embrace uncertainty and change
Practical tips on how to inject adaptiveness into continuity planning processes.
COVID-19 has been another reminder that we can’t plan for everything. As Business Continuity (BC) professionals we do our best to anticipate and plan for any event that will impact our organisation’s ability to deliver its products and services. But we live in a VUCA (volatile, uncertain, complex and ambiguous) world. And organisations are embedded in a complex global web of technological, social, political, and environmental conditions. It is impossible to imagine every eventuality that will occur.
It is also impractical to plan for everything. Not only would the planning be extraordinarily resource-intensive, but plans would also be unwieldy and it would become even more difficult to get engagement in the planning process.
We need to strike a balance between detailed planning and flexibility and adaptability. We need plans and processes that staff can easily engage with and that help them to adapt as necessary to each unique situation as it arises. So how can this be achieved? How can we develop more resilient BC plans?
Below we take the key steps in the BCM cycle and suggest how we can improve the ability of our plans to work in any situation.
BC has often been treated like the ambulance at the bottom of the cliff. BC managers design plans to get operations moving following disruption, often with a focus on a ‘return to normal’. But what if the event dramatically changes demand for your services or necessitates a dramatic change to your business operating model?
COVID-19 has done just that. The path taken to return to operation has been intertwined with strategic questions around future operating models, how to minimize expenditure, and how to seize opportunities. For BC managers and plans to work effectively they cannot exist in a vacuum, they need to be closely linked to strategic decision-making so that BC actions can be designed and managed to seamlessly transition to new ways of working. This needs to happen before an event with a close alignment of BC management processes with other strategic and operational risk processes. There is also value in having BC managers involved in strategic response decision making as they may be best placed to understand which parts of the plan are useful and adaptable to meet the needs of the situation.
During the 2000’s a health and safety culture began to infiltrate our workplaces. All of a sudden we had health and safety officers, reporting templates and a directive to cast a H&S lens over everything we did. Even thinking about the temperature of water when we make a cup of tea! This is the sort of ethos that we need to strive for as BC professionals. We need resilience champions embedded in our organisations. These champions are continually asking ‘what if our base assumptions change?’ ‘What if we need to do this business-as-usual process quicker’ ‘What if someone else has to do this role?’ Making this kind of thinking part of our business-as-usual builds the ability of an organisation to innovate and adapt in a crisis.
This resilience mindset needs to occur at all levels of an organisation. We need to run scenarios that capture the hearts and minds of Board of Directors and Executive teams so that they too are ready for anything. Find out what most worries your Executive and design a scenario around that – perhaps it is being on the front page of the newspaper, becoming a viral meme, or an event that impacts the health and well-being of staff. True disruption preparedness requires buy-in from top to bottom of an organisation.
Too often we focus on determining key risks, rather than focusing on impacts. There are many risks and many potential ‘Black Swan’ events. The list of impacts is shorter than the list of events that may cause them! Focusing on impacts helps ensure you are not limited by what is and isn’t possible. Creating plans broadly around impacts increases the likely relevance of specific plan sections to actual events. Adaption may still be needed but the starting point is likely more advanced.
Centralised creation and control of BC is a disabler of adaptation. It is really important to keep outcomes rather than process as the guiding principle in the design of your programme. Sure, some standardisation and some measures of control are needed, but try very hard to balance empowerment, engagement, and broad ownership with your organisation’s need to create any one-size-fits-all solutions.
Many plans we see are almost impenetrable with pages and pages of dense text. The defence given is that it’s the planning process that is important. Which we agree with. But it is not either-or. The planning process is important, but the plan itself can also be useful! BC professionals can use user-focused design principles to create plans that are useful and useable. For example - if only the front page of the plan is looked at, what do readers need to know? What are the principles that guide everything in the plan? What are the minimum tools needed to respond to any situation? Where is a detailed technical process needing to be documented and when is a simple process flow needed to guide a decision process?
We run an organisational resilience benchmark survey and stress testing plans is consistently the lowest scoring indicator. BC professionals know that validation is essential and is where the step changes in improvement are generated, but still struggle to get time or buy-in to conduct exercises. Keep trying to find the time, and to find the champions who do see the benefit of testing plans.
Exercises don’t have to be complex. It’s all about practising and building the cognitive skills necessary to adapt and respond when the time comes. Run more, shorter, desktop exercises with different teams or departments and make them short, sharp and intense. People will often make time in their calendars for the experience if they hear from others that they were fun, interesting and they could see clear outcomes.
A massive thank you to Roger Sutton (EA Networks) for letting us run with his fantastic analogy.
Recovery is often described as a marathon, not a sprint. But a marathon implies a set distance, a set route and it is a lone endeavour. Crisis recovery is far from linear or predictable and you certainly can’t do it alone.
Think of your recovery journey more like an adventure race: you, your teammates and a distant end point marked on a map. You have to find your way through unknown terrain, unexpected obstacles, weather, emotional and physical challenges, disagreements, sleep deprivation, hunger, exhaustion, elation, excitement, and fear. You have to work together as a team to get everyone to the finish line. Sometimes you go the wrong way but, no matter what, you keep going.
What can we learn from adventure racers that we can apply to our COVID-19 recovery? Below are some typical adventure racing tips that we think will help you get through.
Look after yourself
Pay attention to hydration and nutrition. If you are going to get through a long race, you need to keep up energy levels and stay healthy.
Have a sleep strategy. Time out is important. You need to give your body and mind time to recharge so you can continue to make good decisions.
Work as a team
Have a team goal.Make sure everyone on the team is racing to the same place, at the same speed. And run your own race, don’t compare yourself to others. You know what your team is capable of and you know the best strategy to get you all to the finish line.
Know your teammates' strengths and weaknesses.Everyone has good days and bad days and everyone responds differently to stressful situations. Teammates have to lift each other up when someone is in a slump. Having a team with diverse strengths is a real advantage here.
Communicate. You can’t make decisions that are best for the team if you don’t know how the team is doing. Teammates have to be open and honest with each other about how they are coping and around any concerns they have about their progress in the race.
Start at the pace you can finish at. It’s better to start slow and speed up than to accidently burn all your energy and resources before you reach the finish line.
Think smart not fast. Taking a little extra time to plan a better route or taking time to refuel and rest can mean the difference between finishing and not finishing. Always take time to check your decisions amongst your team and be confident that they are the best, most energy efficient decisions.
Manage your crash risk
Avoid crashes that could end your race.There is always a risk of crashing. This is heightened during a race by fatigue, unfamiliar terrain and the drive to do well. You will need to take risks but don’t be reckless. Actively monitor the risk and adjust your speed to reduce the chances of catastrophic crashes that could end your race.
Have an exit strategy
Have a DNF (did not finish) policy. When you’re in the heat of a race it can be difficult to objectively know when you have reached your limit. Pushing too far can impact your ability to compete in other races. You need to identify some clear indicators that mean it’s time to pull out of the race.
Always know where you are. Know what is behind you and what is ahead of you. Know what the weather is doing and how your team is coping. Constantly be on the lookout for changing conditions.
Carefully plan your route. One of the common downfalls of adventuring racing teams is poor navigation. Poor navigation means teams are covering more distance and expending more energy than they need to. This can be demoralising. You need to study the map, assess the route options and choose the path best suited to the strengths of your team and any other conditions. And if you get it wrong, you need to reset and adjust your course.
Applying this to COVID-19
The recovery race ahead will be challenging for many organisations. The exact path you will follow, the obstacles you will face and how long it will take will be unclear. But if you look after yourself, play to your team strengths, pace yourself, and plan, monitor and adjust your course to maintain forward momentum, you will give yourself a fighting chance of reaching the finish line.
For many people, work has a social component; we enjoy the day-to-day interactions with colleagues in the office. When that is taken away with the need for remote working, it is important to bring your team together not only for work-related meetings but for social interaction as well.
Here are some ideas for ways to stay connected with your team and have some fun.
Recreate the Friday feeling in the team – plan some fun for that time when your team probably just want to kick back and unwind. We have been holding weekly fun quizzes on a Friday afternoon that have proved a hit – it’s a good way to finish the week together.
Create a virtual tearoom – set up a time when your team can join up online during their lunch or tea break, letting them catch up as they would in the office.
Online fun and games - get your team together and try:
Vlogging your surrounds – get team members to take turns giving a tour of their remote working space.
Online board games or a trivia quiz.
‘Show and learn’ sessions – come up with a topic to research and discuss together or perhaps take a virtual group tour exploring famous and interesting places together.
Create a story - each person writes a chapter.
Friendly team challenges - a fitness challenge can also boost wellbeing – a win-win situation!
Dress up days - organise a team meeting with a fancy dress theme or crazy hat day.
Make these virtual events opt-in. Be explicit that all are welcome but are not obligated to join. And remember that short and often may be better than long and infrequent.