Workplace Violence A “Must” Issue for Leaders
A safe work environment is paramount to everyone in the workplace and should be the first order of leadership. The 2010 workplace shooting at the Emcore Corporation in New Mexico (and many like it) highlights the pervasive dangers faced by all business owners and their employees each day. This tragic situation left ten people shot and three dead, including the gunman who is suspected of targeting a domestic partner. Workplace violence is defined as physical violence, threats of physical violence, harassment, intimidation, and other disruptive behaviors which occur in the workplace. Attacks in the workplace often seem unpredictable, sudden, devastating, life-altering and public for many stakeholders – physically, emotionally and financially. Unfortunately, many leaders do not pay attention to the prevention side of workplace violence until it is too late. In an effort to provide some top-line advice regarding prevention, the Fallston Group offers the following: Install a controlled access security system complete with designated entry points; Monitor access security cameras and badge identification systems which are controlled by a trained receptionist or security personnel – includes monitoring of hallways, stairwells, ingress and egress to executive suites, etc.; Implement one-way exit strategies which allow employees to vacate buildings quickly from multiple areas during an emergency – points of exit which cannot be penetrated from the exterior of the building; Limit access to certain areas of property based on job description and authorization; Offer workplace violence awareness training for supervisors and managers (educate the workforce about the early warning signs of workplace violence and encourage employees to engage – “If you see something, say something” policy); Require detailed documentation of behavior/performance and implement reporting policies – be certain assessments, policies and training strategies are reviewed and implemented on a routine basis; Provide employee access to counseling services and Alternative Dispute Resolution (ADR) programs – pay close attention to the culture of the business as problems often creep into the workplace from the personal lives of employees. If practical, offer family life programs to relieve some of the work-life balance pressures some employees may feel; Involve law enforcement in the documentation process if behavior is deemed threatening; Request law enforcement visits with stop, walk and talk details (free of charge); Form a threat assessment/crisis team who regularly plan for and evaluate issues – be certain an Emergency Action Plan (EAP) is in place. For more information about the early warning signs of workplace violence and what employers can do to make their workplace safer, please contact the Fallston Group at 410-420-2001 or info@fallstongroup.com. Image by JobsPapa
Frisch Appointed Client Services Manager for Fallston Group
Today, Rob Weinhold, Fallston Group Founder & Principal, announced that Kristi Frisch has joined the Fallston Group as Client Services Manager. In this role, Mrs. Frisch will develop and manage client relationships while enhancing the firm’s local and national business development efforts. Mrs. Frisch has extensive experience in marketing and communications with a background in client-facing services. Mrs. Frisch’s most recent position was Communications Manager for Maryland Golf and Country Club in Bel Air, MD. Previous experience includes providing administrative support for a local law firm, among other professional experiences. Mrs. Frisch obtained a BFA from Towson University, graduating Magna Cum Laude in 2011. Weinhold said, “Kristi brings a set of terrific interpersonal and organizational skills to the Fallston Group. It is wonderful to work with a true professional who really understands the importance of relationship building and delivering high quality, world-class service. Kristi’s enthusiasm to ensure customer satisfaction, coupled with her communications background, will be essential to our clients as we continue to help leaders prepare for, navigate through and recover from issues of sensitivity, adversity and crisis.” “I’m thrilled to be part of such a unique, strategic company like Fallston Group,” says Frisch. “Outstanding customer service has always been my number one priority. I’m looking forward to participating in the growth of the Fallston Group and helping organizations build, strengthen, and defend their reputations.” About Fallston Group LLC (www.FallstonGroup.com) is Maryland’s most progressive crisis management and communications firm that works with organizations to help them build, strengthen and defend their reputation. The Group’s world-class experts work with private and public sector leaders to help them prepare for, navigate through and recover from adversity and crisis. Many chief executives refer to the Fallston Group as their “Chief Reputation Officer.” Core services include: Crisis & Issue Management Strategic Communications & Media Safety & Security Resiliency Training
Prevent Identity Theft…Shred Your Document Trail
Did you know that someone in America has their identity stolen every 3 seconds? With more people having access to digital information than ever before, it is imperative that you do everything you can to protect your identity. “Dumpster diving,” or rifling through trash cans and recycling bins for personal information is still one of the most common tactics used by identity thieves. So, when you throw something away with personal information on it, it is not safe unless it is shredded to an unreadable state. According to Maryland’s Office of the Attorney General, it is important to safely shred sensitive documents to help prevent identity thieves from obtaining personal information. Documents that need to be destroyed include any documents that contain your personal information – utility bills, benefits explanations from your health insurer, bank & credit card statements and anything that contains your name, address, Social Security number, bank account or credit card numbers, passwords or PIN’s, or any other information that could be used to steal your identity or access your funds. In additional to old hard drives, identity thieves can also find personal information on computer disks and CD’s that they find in the trash. In fact, any digital device that stores data is an area of vulnerability if not destroyed properly. For more tips on preventing identity theft, log onto Maryland’s Attorney General’s website at www.oag.state.md.us/idtheft or e-mail the ID Theft Unit at idtheft@oag.state.md.us. Image by PopularResistance
Textile Organization Tells Story
Background – Established in 1932, the Secondary Materials and Recycled Textiles Association (SMARTasn.org) is a recycling-based, international nonprofit trade association comprised of used clothing, wiping material and fiber industry companies. SMART companies are committed to the “Green” way of life. SMART’s challenge was to raise the public profile of the organization and let the world know that textile recycling is not only possible, but preferred. In fact, textile recycling is the world’s oldest form of recycling and is often referred to as the “original” recycling industry. The EPA estimates the average person throws away 10 lbs. of clothing annually. In an effort to reduce the world’s carbon footprint, SMART members, in concert with the charitable industry, divert approximately 2.5 billion lbs. of waste that would otherwise fill America’s landfills each year. Strategy & Results – Upon engagement, the Fallston Group immediately researched and assessed the industry environment. Following its process of researching, assessing, planning, executing, monitoring, measuring and training, our team developed a traditional & digital media strategy, comprehensive press kit, educational videos, radio PSA’s and other strategic communications elements which drove proactive and reactive results. Simultaneously, the Fallston Group team trained both primary and secondary spokespeople to respond to the news media and stakeholder bases with timeliness, precision and effectiveness. As a result of the Fallston Group’s proactive messaging and media placement efforts, more than 500 media placements, creating more than 400,302,691 unique print and digital impressions valued at more than $1.3 million dollars were generated. Local, state, regional, national and international audiences are now aware of SMART and the mission it stands for. Image by picsstopin
Video: Assisting CBS with Cruise Liner Mystery
Fallston Group gained national coverage when it provided CBS Baltimore with perspective on recent and sudden death aboard a Carnival cruise liner in March. The story was picked up by the network and received national coverage. Video from the CBS Baltimore story is below: Image by SodaHead
Listen: Fallston Group Featured on WBAL Radio
WBAL joined our recent SWAT training exercises
Executive Accused of Sexual Assualt
Background – An organization contacted the Fallston Group after a key executive was accused of sexually assaulting and harassing an employee of the opposite sex. The concern revolved around the proper management of the situation from a human resources, leadership and communications standpoint as this very sensitive issue had both operating and legal ramifications. Strategy & Results – Immediately, the Fallston Group met with leadership and key employees to fully understand the facts as they occurred and were reported. Once the facts were discovered, the policies and guidelines of the company were evaluated so leadership could evaluate its options with the offending employee while providing proper relief for the person assaulted. Key legal and leadership opinions were considered then the Fallston Group made a series of human resource recommendations which ensured the company abided by the law and reduced exposure for the entity and employees impacted. Because this was a prominent executive, the Fallston Group worked with leadership to arm them with the proper message points while communicating with staff and other relevant stakeholders. Additionally, a plan was created in the event the incident was leaked to the news media. The Fallston Group continued to work with leadership to provide proper executive perspective and counsel on the handling of the many operational, training and communications-oriented issues that arose as a result. The company has now changed its approach in dealing with issues of sensitivity which has had a positive impact on its culture and team performance. Image by Hardwick
Reputation Attack Via Social Media Channel
Background – An international nonprofit organization contacted the Fallston Group due to the professional and personal reputations of its key executives and Board members being tarnished anonymously by people via social media outlets. The attacks accused organizational leaders of financial mismanagement, gross misconduct and malicious behavior. As a result, key stakeholders, including investigative/oversight bodies, were questioning the validity of the accusations due to the lack of response by nonprofit leadership. By their own admission, leadership didn’t know how to address the attacks, strategically or technically. Strategy & Results – Members of the Fallston Group quickly engaged. After a series of discovery meetings with executive and Board members, the accusations were investigated by the Fallston Group using interview, document review and digital search techniques. The accusations were quickly deemed unfounded. As a result, core message points were developed by the Fallston Group and key written and verbal messages were quickly and efficiently delivered by nonprofit executives through various distribution points and channels. The well-crafted message points provided the necessary transparency, balance and perspective stakeholders needed to again gain a strong sense of confidence in current leadership. Stakeholder sentiment quickly turned positive while both mainstream and social media channels were monitored by the Fallston Group. The malicious attacks stopped immediately as the organization told its story with a sense of confidence. As a result, oversight bodies turned their attention elsewhere and the nonprofit regained focus after this major, unwarranted distraction was eliminated. The international organization has now reshaped its communications strategy, enabling it to proactively trumpet its positive news while managing sensitive issues in a forthright fashion. Image by TripleCurve
Public Company Quickly Focuses on Crisis Planning
Background – A prominent public company contacted the Fallston Group because leadership felt exposed and unprepared if there was a crisis of any magnitude in any of the seven generally accepted crisis categories – natural disaster, technological, confrontation, malevolence, organizational misdeeds , workplace violence, business relations (media, HR, lawsuits…). Strategy & Results – Fallston Group members met with all executive team members and performed a Crisis Audit. During this time, each team member was given an opportunity to talk about what “kept them up at night” outside of driving sales and advancing their mission. In other words, what were the very real concerns that could disrupt business continuity and derail the company from its operating and financial mission? After conducting the Crisis Audit, the findings were presented to leadership and the many exposure points were prioritized. As a result of the prioritization, the Fallston Group engaged to create the policies and protocols surrounding crisis communications, product recall and IT disaster recovery plans. Once the plans were created in concert with organizational representatives, training and simulations were held to fully prepare employees for a real event as everyone must know their role and how it is vital to the overall success of managing crisis. The Fallston Group currently sits on the organization’s crisis team and continues to provide counsel while working to reduce additional points of exposure. The entire process begins with a Crisis Audit as leadership has a responsibility to its many internal and external stakeholders. Image by createbright
Partner Fallout Spins Law Firm Into Crisis
Background – As a small law firm grew, the two founding partners realized their management and customer service philosophies were more divergent than initially anticipated. This lack of alignment ultimately led to a great deal of tension which was routinely spilling-over and negatively impacting both staff and clients. In fact, the two partners had grown so angry they didn’t want to be in the same room with one another; the relationship had grown untenable. Strategy & Results – The Fallston Group was contacted by one of the founding partners who wanted to immediately meet – the very high emotion and desperation was obvious. The initial concerns revolved around (1) the poor work product that was being delivered to clients by one partner and (2) managing the dissolution of a partnership that would no longer work. Additionally, since one of the partners would have to leave, the challenge was to maintain a sense of business continuity and stabilize the current client portfolio – significant change such as this often triggers clientele uncertainly which leads to attrition. After analyzing the facts, the Fallston Group met with each partner separately for many, many hours and ultimately brokered an exit strategy – one partner maintained ownership and current client-base while the second partner planned to exit with settlement. Both partners agreed with the terms, signed documents and executed the dissolution. This was a very emotional, yet relieving experience for all involved. Because law firm leadership changed, a firm name change was required. As a result, the Fallston Group crafted all of the external communications messaging and created a distribution strategy to (1) announce the change and (2) explain to clients what the change meant for them and how the change will enhance service. As a result, the internal and external stakeholders were communicated with very effectively. The client-base and revenue lines were stabilized. According to the client, the very objective, professional judgment of the Fallston Group was the key to moving the partners through adversity to advantage. Image by VILLA
