Armed Security is the Best Defense
by Frank Barile The shooting at Johns Hopkins Hospital again brings the concept of workplace violence into focus. By all accounts, those charged with tactically handling this situation did a great job, but this incident is one of hundreds which occur in organizations around the world each year. In this post 911 world, private and public sector organizations that house or convene large numbers of people must rethink their security strategies. Security personnel must be better trained and equipped to handle violent crises that are associated with both active shooter and bomber situations (those who detonate explosives on their persons). There is no question the security landscape now is more ominous than it has ever been; and, an armed, immediate response is, at times, the only response that will truly stop an immediate threat of violence before real damage or loss of life occurs. Without an immediate armed response, unarmed security personal run the risk of becoming a liability. In my opinion, security entities must routinely recruit educated individuals who are both physically and mentally fit to be armed. Without an immediate armed response, unarmed security personal run the risk of becoming a liability which further adds to the complications of an emergent situation. Generally, a workplace violence incident takes less than a minute to unfold which is not nearly enough time for a first responding police department to engage and stop the threat. Therefore, the only way to truly prevent loss of life during an active shooter situation is for on-site security personnel to take action. And, in order for the security personnel to be effective, they must be trained & armed or they too run the risk of becoming victimized. Recruitment, policy making and training are critical. Security departments must implement new strategies for the 21st century – recruitment, policy making and training are critical. I would encourage every organization to evaluate their policies as no one expects the worst to happen, but it can at any moment. Leaders must ask themselves if their workplace is really protected; if not, take action now before it is too late. The cost associated with these expenses is small compared to the potential cost of liability, or worse, loss of life. Contact the Fallston Group at 443.690.0765 to learn more.
Target, Best Buy Provide “Lesson Learned” for Corporate World
By Rob Weinhold — As a result of the January Supreme Court decision which allows corporations to contribute unlimited funds for political activities, both Target and Best Buy each contributed $100,000 to a business group in Minnesota called MN Forward. MN Forward is an organization who advances political agendas in the spirit of private sector job creation and economic opportunity. The issue is that MN Forward used the funds from Target and Best Buy to help support the gubernatorial campaign of state Representative Tom Emmer, who supports lower corporate taxes. That wasn’t the problem; the issue, apparently unbeknownst to Target and Best Buy executives, was that Tom Emmer also supports the very controversial banning of same-sex marriages. Regardless of which side of the political aisle you sit on, corporations must fully vet each interest it supports and fully understand the risk while entering the political arena. As a result of this “alignment,” Target has now been the subject of immense stakeholder skepticism, protests, product boycotts and public apologies. Yes, this is a crisis that impacts brand and has now made national news – www.washingtonpost.com – August 18th. This blogger is neutral in his opinions about the political issues, but not middle of the road when it comes to the realization about the lack of strategic planning and foresight by both companies. Regardless of which side of the political aisle you sit on (perhaps it’s directly in the aisle), corporations must fully vet each interest it supports and fully understand the risk while entering the political arena. Most times, the support garnered with one group will alienate another group. And, the alienated group could well be very important stakeholders which could have enough clout to mobilize and impact the bottom line. CRO – Chief Reputation Officer This is yet another reason that I support the concept of a corporate CRO – Chief Reputation Officer. This executive should be fully engaged at every level within the organization and be the expert who accurately researches and predicts every internal and external decision’s impact on brand integrity. Organizations who do not continue to critically define, promote and defend their brand will never achieve ultimate growth and profitability goals.
What do Social Media and the Icelandic Volcanic Eruption have to do With One Another?
More Than You Might Think! by Gina Brelesky It has only been a few years since social media sites have gained wide audiences and already they are playing a vital role in helping organizations respond to crisis. They have been used to coordinate volunteer efforts, spread information, raise money, and save reputations. Unfortunately, not all companies take advantage of social media to effectively manage a crisis situation. Take for instance the difference between KLM (Royal Dutch Airlines) and Air France after Iceland’s volcanic eruption. KLM, almost immediately, launched an outreach campaign via their Twitter account and Facebook page. They were consistent in their updates with links to the latest information and answers to individual questions. Air France was another story. Their Web site, with official information, was rarely updated and had little instruction about how to rebook one’s flight. Their Twitter feed was eerily silent and the most recent post on the company’s Facebook page was from February, two months prior to the event. It was obvious that Air France did not really want to use these social and digital media channels during this crisis. While KLM embraced it, Air France chose to ignore it. The results were clearly visible in comments on their respective Facebook walls. KLM’s were generally favorable, with lots of people thanking them for their efforts. The Air France page contained comments from disgruntled fans that could not believe the company was doing so little to communicate with or help its customers. There is no question that KLM was more responsive to its stakeholders during a time of need. Chaotic events like the volcanic eruption present unique opportunities. I’m sure that the companies that grasp them will enjoy benefits long after the crisis has passed. While being stranded at an airport is never enjoyable, the goodwill created by KLM through Twitter and Facebook will continue. I suspect that for the Air France customers who went to social media channels for information, it will be remembered mostly as a frustrating endeavor. Tips for staying ahead of the curve in a crisis situation. So what does this mean for you? Here are some tips for staying ahead of the curve in a crisis situation: 1. Be Ready to Respond at Flashpoint. ~ In order to respond quickly to a crisis using social media you must have all of your assets in place. It takes time to set up the various channels for effective communication so plan ahead. Make social media part of your overall risk management plan. 2. “Didn’t See That Coming!” ~ That’s the problem – we never see it coming! Most of us don’t lay awake at night thinking “I wonder if anyone is online trashing my brand?” But let’s say someone is out there blogging away to the blogosphere some not-so-nice things about you, your company, or your brand. Who in your company is in charge of identifying what is going on? Who do they contact and who needs to be alerted? You need to have an alert procedure in place for a quick response. Don’t be the last to know! 3. “Tweet What? Huh?” ~ Social media is unlike traditional crisis management which might include procedures for press conferences and written releases. In the realm of social media you need to be ready to make multi-media content in a heartbeat. Who is going to do what, when, and how fast? If you need a video made and ready to post in the next few hours – who can do that? If you have to go through your IT department to make it happen the bloggers will have a field day with you! 4. “So That’s What All the Fire Drills Were About!” ~ Practice implementing your crisis communication plan. Use these times to refine what needs to be refined, change what doesn’t work and find things that do. The more you hone your plan, the better it will work in a real crisis. 5. Keep Your Ear to the Ground ~ Stay active on your social media sites. Develop relationships with fans and followers. Really listen to what they are saying and respond. Doing this consistently will build good will with your customers and get you known as someone who is willing to follow-up.
Workplace Violence Advice
by Rob Weinhold A safe work environment is paramount to everyone in the workplace and should be the first priority of leadership. The recent workplace shooting at the Emcore Corporation in New Mexico 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. Top-Line Advice In an effort to provide some top-line advice regarding prevention, the Fallston Group offers the following: 1. Install a controlled access security system complete with designated entry points 2. Monitor access security cameras and badge identification systems which are controlled by a receptionist or security personnel – includes monitoring of hallways, stairwells, ingress and egress to executive suites, etc. 3. 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 4. Limit access to certain areas of property based on job description and authorization 5. Offer workplace violence awareness training for supervisors and managers (educate workforce about the early warning signs of workplace violence) 6. 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 7. 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 8. Involve law enforcement in the documentation process if behavior is deemed threatening 9. Request law enforcement visits with stop, walk and talk details (free of charge) 10. Form a threat assessment/crisis team who regularly plan for and evaluate issues. In addition to the tactics described above, sound pre-employment screening procedures, prior to offers of employment, is critical. Searching for backgrounds in criminal behavior, domestic violence, weapons charges and crimes of violence are often early indicators of future problems. To learn more about protecting your employees and reducing the exposure points of your business, contact the Fallston Group at 443.690.0765 or log onto fallstongroup.com. It is the ethical thing to do as a leader.
