Planning for and Implementing Effective Crowd Control Strategies a Must for Leaders
The national evening news recently reported a story about a group of shoppers rioting in Los Angeles; the incident was caught on video. Based on the footage, it appeared that a large group of people were inside a department store physically fighting over discounted holiday merchandise. The struggle over the items became so violent that a female in the crowd began spraying pepper spray into the faces of other shoppers. The spraying escalated the reaction of the crowd into total chaos, an incident which remained out of control for a significant period of time. Effective crowd control management is not just limited to retailers, but law enforcement, military, event planners, sports venues, entertainment venues, theme parks, schools and any other space where a crowds form. And, make no mistake about it, it only takes a small number of people to incite destruction and violence. Over the past few years, many in the world have been suffering with a poor economy which has placed a great deal of strain financially and economically on nearly everyone. Additionally, employment statistics remain grim with more and more businesses cutting jobs and laying people off. The two wars fronts, Iraq and Afghanistan, have taken its toll on the American tax payer. More and more people have reached or are nearing their breaking point and experts are predicting pockets of social unrest to be a common occurrence over the next few years. One can simply glance toward the Occupy Movement, as this gathering of protesters articulates a heightened level of negative pubic sentiment in many respects. With an “on edge” society, one small event can trigger a mass reaction. The liability organizations face if one of these events occurs on their property or at their facility can be both financially and brand catastrophic. Organizations have found themselves tied-up in civil and/or criminal court for many years. So, before hosting an event where crowds of people will be gathering, take the extra steps to prepare and plan for crowd control. The small amount of preparation will not only reduce risk of injury and loss of life, it will reduce the legal exposure faced by many who simply don’t take the time to prepare to ensure the safety of all. The Fallston Group offers consultation services for Crowd Management and Control Strategies. Additionally, we have professional affiliations and resources to manage your entire event safely; please contact us at 410-420-2001 for more information. Fallston Group LLC, a crisis management and communications company.
Should Penn State Put the Lion in the Cage?
As the tawdry events continue to trickle out of Happy Valley in the Jerry Sandusky child molestation scandal, it may be time for the school’s Board of Trustees to implement a response of nuclear proportions… suspend the football program for five years. Impossible you say – No! Unthinkable – No! Necessary – Yes! A decisive, swift and unexpected decision to suspend the football program is nearly the only option left for the Board of Trustees if it wants to send a clear message about its recognition of the seriousness of the situation and its commitment to aggressively addressing corrective measures. The football program is already on a path into the wilderness of college sports. Even without the eruption of the current scandal, finding a legitimate replacement for the legendary Joe Paterno would have been a serious challenge. Recruiting student-athletes to the school to play football will be an even greater challenge. Would a parent consider sending their child to a school in the midst of such a firestorm of controversy, especially one involving the sexual abuse of children? If the University were to self-impose a suspension of the football program, it would simultaneously need to do everything in its power to support the current students and employees. All scholarships would have to be honored. Student-athletes wishing to transfer to other universities would have to be given all appropriate and allowable assistance without penalty or sanction. Employees of the football program would need to be offered other positions within the University or assisted in finding other employment. Impossible you say, not so! The NCAA imposed 1-year a suspension of the Southern Methodist University (SMU) football program in 1987. The school declined to play in 1988 as well, even though the NCAA would have allowed an abbreviated football schedule that season. The NCAA imposed what ultimately became a two-year penalty on SMU in the wake of its investigation into the payment of players to attend the school to play football from the late 1970’s through 1986. A serious infraction to be sure, but not one rising to the level of the alleged sexual abuse of children by a university employee and with the apparent knowledge of at least some of Mr. Sandusky’s superiors. There are obviously contractual obligations to consider with employees, with the other schools of the Big 10 Conference, sponsors and many others associated with the University. However, the outlook for the Penn State football is bleak; the wound to the program is already so deep it may be fatal in many eyes. The suspension of Penn State football by the University is its only chance to truly begin the healing process. For more information on the Fallston Group call 410.420.2001. Or send email inquiries to info@FallstonGroup.com, a crisis communications company.
Change A School’s Culture To Reduce Bullying
“The more that we can get people to understand that what hurts kids hurts all of us, we can make a difference,” stated Marcie Goodman, Maryland legislative liaison for Bullying Police USA in a recent Baltimore Sun story. In the article entitled Bullying Reports Surge in City Schools, it was reported that cases of bullying have doubled in the last year in Baltimore City schools. This rise in reported cases of bullying appears to be a trend throughout the country and is being attributed to the increase of awareness programs being implemented in our schools. Although we are more aware of bullying, bullyingstatistics.org reports in 2010 there were an estimated 2.7 million students being bullied with approximately 2.1 million students taking on the role of the bully. The issue of bullying is obviously a problem that will not be going away anytime soon. Awareness and recognition are certainly the first step, but where do we go from there? Dr. George S. Everly, Jr. PhD, Associate Professor of Psychiatry at the Johns Hopkins University School of Medicine and Executive Director, Resiliency Science Institutes at UMBC Training Centers believes we must change the culture. He explains, “Historically, bullying has been dealt with via two approaches: 1. “punishment” of bullying behavior, or 2. “rewarding” non-bullying behavior. These were achieved largely on an individual student basis. Such an approach can be effective but is inefficient.” So what then? Dr. Everly sees a different approach. He continues, “A third method, potentially more effective and far more efficient, for handling bullying is to change the culture. That is, we need to strive to create educational and peer cultures wherein bullying is simply not acceptable.” At the UMBC Training Centers, Dr. Everly teaches a two-day training course entitled The Resilient Child, based on his award winning book of the same name. He stresses this course is different and explains, “In our training program we strive to teach educators, administrators, and counselors how to create an overarching culture of child resilience wherein bullying and related behaviors are simply not tolerated. We do this by teaching the core elements of creating a culture of resilience.” As much as we would like to protect our kids from the difficulties they will encounter in life, we cannot! However, we can give our children the tools to recover from difficult times when those occur. The Resilient Child training course is a wonderful way to gain the skills and acquire the tools necessary to build a culture if resilience in which children can feel safe and flourish. For more information about upcoming Resilient Child courses, contact Gina Brelesky at 443-835-7308.
When Family Business Becomes Your Business
Did you hear that Frank and Jamie have finalized their divorce? It’s a question that can start a dinner table conversation across America. In thousands of cases the conversation impacts only the family and friends of the parties involved. However, when the parties are Frank and Jamie McCort, and among their assets is the Los Angeles Dodgers, it is national news and has a significant bearing on the value of the asset. In January 2004, Frank McCort purchased controlling interest in the Dodgers from News Corp. for $430 million. He named his wife, Jamie, President of the organization in August 2005 and as Chief Executive Officer in March 2009. On October 19, 2009 the McCorts announced they were separating. Eight days later, Frank fired Jamie as CEO. Five days after that she filed for divorce. For the past two years as the highly publicized proceeding played itself out in court; the value of the Dodgers franchise and future ownership of the organization teetered on the brink. In June 2010 as the courts were determining final ownership of the franchise, the Commissioner of Major League Baseball stepped in and assumed day-to-day operations of the team. It is reported the divorce settlement will likely set-up a showdown between Frank McCort who wants to retain ownership of the team and Major League Baseball who wants the franchise sold to new owners. Whether it is the divorce of a company’s top executives, a lawsuit, an employee relations issue or the recall of a company’s product, it is critical to maintain the focus of the company on business operations despite the distraction of outside events. Experts estimate crisis costs small businesses $3,000-to-$5,000 per day in lost productivity, mid-size companies $25,000 per day in productivity and large organizations can lose $100,000 or more per day millions in some cases! But, how do you plan? Pre-crisis planning and resiliency training of top executives enables them to present a clear and consistent message to clients, employees and the public during a time of crisis. For more information call a Fallston Group representative at 410.420.2001. Send email inquiries to info@fallstongroup.com.
Workplace Violence – A Few Safety Tips
A safe work environment is paramount to everyone in the workplace and should be the first priority of leadership. The recent workplace shooting at a quarry in California highlights the pervasive dangers faced by all business owners and their employees each day. This tragic situation left people injured and dead. 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. The following is some advice on how to reduce corporate exposure and possibly prevent workplace violence: Install a controlled access security system complete with designated entry points; 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; 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 industrial building; Limit access to certain areas of property based on job description and authorization; Offer workplace violence awareness training for supervisors and managers (educate workforce about the early warning signs of workplace violence); 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.
Dr. George Everly: Building A Resilient Organizational Culture
(Originally published by Dr. George Everly: Harvard Business Review Blog Network, June 2011) Current events teach us that crisis and even disaster occur far more frequently than previously anticipated. Japan’s post-tsunami crisis and repeated tornadoes of the Southern and Midwestern US demonstrate the vulnerability of modern infrastructures to the forces of nature. Wall Street’s meltdown, the subsequent recession, and the consequent demise of discretionary spending remind us that human-made disasters can be devastating in other ways. The key to not only surviving such events, but to prospering during such upheavals, we argue, is human resilience. While human resilience may be thought of as a personality trait, in the aggregate, groups, organizations, and even communities can learn to develop a “culture of resilience” which manifests itself as a form of “psychological immunity” to, or the ability to rebound from, the untoward effects of adversity. My colleagues and I have observed human resilience in individuals ranging from accountants to law enforcement personnel, and even former US Navy SEALs. After the first Gulf War, we saw the power of human resilience transform a broken and burning nation of Kuwait into a leading economic power. Our observations have led us to believe that, just as individuals can learn to develop personal traits of resilience, so too can organizations develop a culture of resilience. We would argue that a culture of organizational resilience is built largely upon leadership, what we refer to as “resilient leadership.” Consistent with the “Law of the Few” described in Malcom Gladwell’s book, The Tipping Point, we believe key leadership personnel, often frontline leadership, appear to have the ability to “tip” the organization in the direction of resilience and to serve as a catalyst to increase group cohesion and dedication to the “mission.” They do this, we argue, by demonstrating four core attributes of optimism, decisiveness, integrity, and open communications while serving as conduits and gatekeepers of formal and informal information flows throughout the organization and enjoying high source credibility (ethos). All of these can be learned. Simply said, when a small number of high credibility individuals who serve as visible informational channels demonstrate, or “model” the behaviors associated with resilience, we believe they have the ability to change an entire culture of an organization as others replicate the resilient characteristics that they have observed. Using the insightful and well researched formulations of Albert Bandura, we employ the construct of “self-efficacy” as a framework to operationalize many of the aforementioned attributes of resilience. Self-efficacy may be thought of as the belief in one’s agency and the ability to be a catalyst for change. He argues that the perception of self-efficacy shapes key human behaviors: The courses of action people choose to pursue, How much effort they put forth in given endeavors, How long they will persevere in the face of obstacles and failures, Their resilience to adversity, Whether their thought patterns are self-hindering or self-aiding, How much stress and depression they experience in coping with taxing environmental demands, The level of accomplishments they realize. All of the aforementioned behaviors we believe are not only essential in resisting (developing immunity to) or rebounding from adversity, they are the foundations of a resilient organizational culture and can be used to increase resilience throughout the organization Our evidence suggests that optimism and self-efficacy can be learned employing a simple yet powerful framework in the organization: First, understand that people prosper from success. Create an environment wherein they are successful, especially early in their career. Utilize a process of successive approximation wherein success is achieved in tasks of increasing difficulty and overall complexity. Second, people learn while observing others. Assign new personnel to successful workgroups. Let them begin to experience “vicarious success.” Simply possessing membership in successful, or elite groups, may create a self-fulfilling prophecy. Elite colleges and occupational groups thrive upon this principle. Thirdly, provide encouragement, support, and even mentoring. Research suggests that the single most powerful predictor of human resilience is interpersonal support. Lastly, using the latest finding from the neurosciences, provide basic training in how to manage personal stress. In our training programs, we refer to this as developing “psychological body armor”. Here are how some companies have employed resiliency traits at the organizational level: Resilient organizations invest in their client base. At a time when the travel industry was undergoing a dramatic decrease in demand, American Express Platinum Travel Services sent a gift to loyal customers as a way of saying “thank you.” Such frequent customers were given several hundred dollars worth of travel-related items including carry-on luggage, an iPod, earphones, and a digital video camera. Resilient organizations are innovative in times of adversity. Innovation typifies Apple. At a time when the music player and phone industries were commoditizing their products, Apple introduced radically simple and beautifully designed products that remade the company. Resilient organizations invest in their leaders. In a time when government agencies are demanding more and more from their contractors, one government contractor gave 30 departmental managers two entire days off, at a location away from work, in order to attend a training program that taught skills in resilient leadership as well as “psychological body armor” (the latest advances in how to manage personal stress). Resilient organizations invest in all levels of their workforce. In 2010, the Wisconsin Governor’s Council on Physical Fitness and Health awarded Kimberly-Clark Corporation in Neenah, WI a Gold Medal for promoting employee health and wellness. Kimberly-Clark has been a pioneer in occupational health promotion since the early 1980s fielding truly seminal programs in physical fitness, nutrition, and stress management for not only workers but their families. To say we live in challenging times is an understatement, but crisis may also be understood as an opportunity. Those who cultivate a resilient organizational we argue will be better positioned to prosper when others falter.
Irene Highlights Need to Quench Thirst for Information
As Hurricane Irene recently swept north along the United States’ eastern seaboard, it wreaked havoc in many American cities. Unquestionably, the ominous storm caused massive devastation while knocking power out to millions. Let’s not forget this hurricane came on the heels of a 5.9 magnitude earthquake whose epicenter was in Virginia, but whose impact was felt within the same general region impacted by Hurricane Irene. Both natural disasters presented two very distinct informational needs – reactive and proactive. The earthquake took many by surprise and created a high level of uncertainly among east coast citizens, primarily because many experienced something new – the physical and emotional consequence of an earthquake (many thought it might have been a terrorist attack of some form). Therefore, the informational gap during the earthquake was primarily reactive. The earthquake was short-lived, but it was amazing how quickly most were informed via digital and traditional media channels about what had happened and where the epicenter was. Cell phone connectivity was quickly interrupted due to overuse and as a result, texting became the communications vehicle of choice. Because the hurricane was predictable, the informational focus was during the preparation, management and recovery phases. Television programming was interrupted and coverage was wall-to-wall as each region awaited their turn to get pounded. During the build-up, grocery and convenience stores had a run on water, ice, dry foods, batteries and flashlights. Again, Americans followed the events via the traditional and digital communication distribution points until the lack of power would no longer let them. Even then, air cards and other points of internet connectivity allowed people to communicate and find-out the latest news and information. These two events remind all of us about our collective thirst for information and our own ability to communicate quickly and efficiently. And while the events of last week were natural disasters, the same global village, speed of light communications principles hold true during any type of crisis. Leaders must be prepared at every level for every eventuality. Whether a natural disaster, product recall, issue of workplace violence or negative press, resilient leaders must instill a sense of confidence in their stakeholders. Remember leaders, if you don’t quickly fill the informational gaps with credible information, others will – regardless of fact.
Protect Yourself and Your Business From the ‘Flash Mob’
What is a Flash Mob? The term “flash mob” can be used to describe a sudden social gathering in a public place to perform some form of premeditated action. These acts tend to be unusual–and, in some cases, are a threat to those in proximity such as innocent bystanders and local businesses. With the ever-rising popularity of social media networks, flash mobs have become increasingly frequent and, at times, harmful and disruptive. Recent events, such as the riots in London and convenience store thefts, are examples of just how fast and furious flash mobs mobilize – all made possible through social media channels and fast paced information. When crises arise, how can you protect yourself and your business from being impacted? The following are a few tips to help prevent or mitigate potential damage caused by flash mobs: Personal Safety Tips: Personal safety is key. If you are in the vicinity of a flash mob, move away quickly to a safe location; Never attempt to personally intervene and stop a flash mob – immediately contact authorities; Report any suspicious behavior to the police quickly; Be vigilant and observant of unusual activity in your neighborhood – understand the early warning signs of a potential flash mob or fast-forming large gatherings; Social media often plays a key role–if you are asked to participate in a flash mob alert the authorities so that they can prepare; Monitor social media channels to see if a flash mob may be about to form; often citizens are one or two steps removed from a digital media “friend” who may be alerted. Tips for Businesses: Invest in surveillance equipment so in the even of a flash mob the thought of personal anonymity is removed from violators. People are less likely to participate in a mob situation if they feel like their identity might be revealed (contact www.s3integration.com for more information about surveillance strategies); Clearly post signage on the front of your business indicating the premises is being monitored – will act as a deterrent; If a mob is forming outside of your business, quickly lock your doors and windows then contact police; if the mob is inside of your store, move away to safety then call authorities; Promote interconnectivity with your neighbors. Utilize all avenues of communication such as email and text messaging to spread the word about suspicious activity to area merchants; Formulate a plan for what you, neighboring businesses, co-workers, and customers should do to protect one another – train for this situation before it occurs. For more information, call a Fallston Group representative at 410.420.2001 or send an email inquiry to info@fallstongroup.com.
5 Tips For Effective Crisis Communication
London police are still scrambling to maintain order in the face of the largest outbreak of violent, public protests in more than a decade. Masked looters, burned businesses, smashed windows and dismantled cars were only small elements of the civil unrest realized during the last 48 hours – the tension continues to rapidly grow and spread into other cities surrounding London. Some Londoners have said that most of the violence is from economically-challenged areas that have dealt with a long history of unemployment and police tension, leading some to believe the riots were ultimately caused by frustrations resulting from the economic slowdown; others have blamed the popularity of teenage gangs. In either case, the riots were clearly triggered by the growing emotion and distrust citizens have toward their police department. The Wall Street Journal reported the riots began in Tottenham, North London on Saturday when residents were protesting the death of a 29-year-old resident who was shot and killed by a police unit who investigates gun crime in minority communities. One major conclusion we can draw is that the ongoing communication between the police and the community is grossly ineffective. In fact, one of the most common sources of community crisis is strained public and police relations. The art of communication is paramount in today’s digital world; however, the ability to communicate during a crisis is a skill unto itself. The following represents just a few top-line communication tips when managing a public crisis: Tell the truth and tell it yourself, first. The truth is your most important asset. Capital Business Magazine says, “One of the biggest mistakes leaders make is to withhold the truth and avoid accountability to their own people. Even when there is no official communication, the need for information does not go away. Something will fill the vacuum.” At the Fallston Group, our mantra is “If you don’t tell your story, someone else will. And, if someone else tells your story, it certainly won’t be the story you want told,” — and, we stand by it! Act fast. Timeliness is key. The first 24 hours (sometimes 24 minutes!) of a crisis is when people are turning to one another and leaders for answers. Be the one to answer those questions–it maximizes your control of the situation and your ability to provide perspective, direction and relief to those affected. Remain calm. During crisis, people look to leadership for reassurance. It is your golden opportunity to demonstrate your leadership skills–act with empathy and reason, not raw, reckless emotion. Respond through the appropriate channels. Know where your stakeholders get the majority of their information and communicate with them on their terms. Social media is your friend! It can be your most effective tool in dealing quickly and directly with the public. Utilize all social media avenues available to you. Embrace accountability, when and if appropriate. Admitting mistakes is an admirable quality in a leader; it is also a valuable asset in business. Be sure to “make it right” to those negatively impacted. Pledge to fix the problem while keep your promise to do so. Integrity is not negotiable. Crisis, if not properly managed, costs time, money, customers and careers!
Debt-Ceiling Emphasizes Public Disapproval as Elections Draw Nearer
Congress, take note: the court of public opinion matters! According a to a poll conducted by CNN and ORC international, 77 percent of the American public was in disapproval of the way that Congress handled the debt-limit debate which ended Tuesday after many months of prolonged deliberation. The debt-limit “ceiling” – the legal limit on borrowing – has been an historical problem, consistently pushed aside. The first limit was set in 1917 at $ 11.5 billion and on May 16, 2011 the nation hit the $14.294 trillion mark. The agreement reached attempts to reduce the deficit while avoiding default; however, the drawn-out process has caused consequences for politicians in the public eye and most likely at the polls. According to the Pew Research Center, the debate has affected candidate image – “The debt ceiling debate has tarnished the image of both President Obama and Speaker Boehner – about a third say they have come to have a less favorable view of each leader in recent weeks.” Nationwide, 72 percent of Americans have used words such as “terrible, disappointing, childish and joke” to assess the how Congress handled the agreement. When asked who they trust to address the nation’s biggest problems, a record 20 percent of Americans (and more than a third of political independents) said “they have faith in neither party,” according to one reporter at the Washington Post. Meanwhile, 2012 elections are just around the corner and this time Americans may not have as short a memory. And while the court of public opinion was while seemingly not more important that the perceived bickering, one has to wonder which candidates will take advantage of the opportunity to regain American trust before it’s too late?
