By Marc A. De Simone
Satellite industry executives likely remember the increased demand on their services and the strain on their employees immediately after the terrorist attacks on Sept. 11, 2001. The challenges were heightened at The Boeing Co. [BA] and Lockheed Martin Corp. [LMT], where employees were killed onboard hijacked aircraft.
With the U.S. government warning that another catastrophic terrorist attack could happen soon, a CEO should have a plan of action ready for a time of crisis.
Once a disaster strikes, the dust has settled, and names have been named, the persistent question is: “Where do we go from here?”
The following list highlights seven things every CEO should know about surviving a traumatic incident, such as a terrorist attack, a natural catastrophe, or a major accident.
#1 Rally Your People – Early and Often
Your visibility and presence are necessary. In teams, units, private meetings or organization-wide sessions, one must allow individuals to connect with each other on the human level. People need to see for themselves – gather sensory data — to re-establish hope that they will survive this traumatic event. Remember: They don’t care how much you know until they know how much you care. Your visibility and presence are necessary to act as a unifying symbol of continuity and hope.
#2 Listen to Your People
We tend to think of communication during a crisis as information giving – talking. We read about keeping communication open and frequent – and that is all true – but most managers and leaders make the mistake of thinking that means they have to do all the talking when they show up. Quite the opposite is necessary during a traumatic event. Show up and LISTEN! Remember: We have two ears and one mouth for a reason – two-thirds of effective communication is LISTENING.
#3 Stay Focused
The bottom-line is this: you need to remain mission and vision focused with fortitude while projecting an empathetic responsiveness to all. Remember: When the going gets tough, the tough get going by keeping their eyes on the prize.
#4 Evaluate the Emotional Impact of the Incident
Get out there and take the pulse of the organization. Find out what is really going on with the folks in the organization – horizontally and vertically. Remember: Knowing the impact will help you to recognize the most critical issues to address first.
#5 Connect With or Form a Core Support Group
You need support too. Find a group of people whom you can relate with that will be there for you when you need to sound off or check out leadership alternatives. Remember: You can’t do it alone.
#6 Write Your Own Prescription for Stress Management
Manager, manage yourself! Stay healthy. Take vitamins, get some rest, exercise, and try to play some when appropriate. Take care of body, soul, intellect and emotions. Remember: No one benefits from a wounded healer.
#7 Stay True to Your Goals While Modifying Your Tactics
With your leadership team, respond by forming new objectives that accurately reflect the present reality. Remember: Sometimes taking two steps forward requires taking one-step back. Learn from the experience and teach others.
God forbid that a traumatic incident should ever happen to your organization. But if it does, the way you respond to the situation will lay the foundation to overcome the adversity and to lead your organization into the future.
Dr. Marc A. De Simone is a consultant who specializes in applied behavioral science in organizational settings. He survived the Sept. 11 attack on the Pentagon and was working on site at NASA’s Kennedy Space Center in Cape Canaveral, Fla., when the Colombia disaster occurred. As a witness to these two tragedies, and through his experiences helping those directly affected by them, he has formulated a practical strategy for helping CEOs prepare for the fallout of traumatic incidents. He can be reached at: 410-499-3334.
