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The Pathology of Leadership Error in Crisis

Crisis Management, Crisis Management and Crisis Communication, UncategorizedJanuary 8, 2019314Views0Likes0Comments

Self-Inflicted Leadership Crisis Response Failure Behaviors

1. Surprise: Stems from the U.S. management culture developed over the last 40 years which stresses the invincibility of managers and leaders based on extensive monitoring and data collection to the exclusion of many traditional (historic?) management beliefs, actions, concerns and functions. Today’s prevailing attitude is that smart managers are unlikely to suffer a crisis.

The unintended consequence of this delusion is that much necessary readiness activity never takes place.

Part of the surprise crisis always brings is related to the almost immediate realization by these smart leaders that readiness has suffered in an environment of management omnipotence and over optimism about inherent response capabilities.

The lesson: The smarter they are the harder and faster they fall.

The outcome is: The refusal to believe that things are serious, i.e. not wanting to look too concerned in the eyes and gossip of peers.

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Webinar – Six Drivers and Ten Principles: An Introduction to Adaptive Business Continuity

Business ContinuityJanuary 3, 2019307Views0Likes0Comments

Six Drivers and Ten Principles:  An Introduction to Adaptive Business Continuity
Thursday, January 17, 2019
2:00 p.m. ET
REGISTER HERE

Adaptive Business Continuity (Adaptive BC) is an approach to continuously improve an organization’s recovery capabilities, with a focus on the continued delivery of services following an unexpected unavailability of people, locations, and/or resources. Adaptive BC transforms or eliminates the majority of traditional activities in the continuity planning industry. 

As a result of this focus on proven practices it can help practitioners stray away from outdated and ineffectual “best” practices. Join author, speaker, and unconventional business continuity thought-leader David Lindstedt as he presents Six Drivers and Ten Principles: An Introduction to Adaptive BC, an in-depth discussion that explores the ways in which Adaptive BC better equips continuity practitioners by enhancing their ability to limit potential damage to organizations’ brand, capital, functions, and revenue following an incident or disaster. Continuity Insights will be hosting this complementary webinar on Thursday, January 17, 2019 at 2:00 p.m. ET. Register here to learn more about this critical topic:
Six Drivers and Ten Principles: An Introduction to Adaptive BC.          

Adaptive Business Continuity's Newest approach

Through a wealth of examples, diagrams, and real-world case studies, Lindstedt and Armour show you the most important steps on how to execute an Adaptive Business Continuity. The book further outlines a framework for you to include in your own organization. For instance, you will:

  • Recognize specific practices in traditional Business Continuity that may be problematic, outdated, or ineffective further down the road.
  • Identify specific, but important activities that you may wish to eliminate from your practice.
  • Learn the capability and constraint model of recoverability.
  • Understand how Adaptive BC can be effective in organizations with vastly different cultures and program maturity levels.
  • See how to take the steps to implement Adaptive BC in your own organization.
  • Think through some of the most important challenges and opportunities that may arise as you implement an Adaptive Business Continuity approach.

Altogether this framework will help your business improve and demonstrate a more effective continuity plan. 

Learn more about Adaptive Business Continuity from the groundbreaking book, Adaptive Business Continuity: A New Approach!    

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Crisis Leadership: Purposeful De-escalation Guide

Crisis Management, Crisis Management and Crisis CommunicationDecember 28, 2018310Views0Likes0Comments
With the heavy scrutiny that crises bring, even the terms you use can have an impact. When the time comes to phase down the crisis response, avoid using the terms disengagement or deactivation. De-escalation implies that the team is phasing down to “watchful waiting.” This means that the team will remain vigilant for any developments…

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Free Chapter: Can Enterprise Security Risk Management Help YOUR Security Program?

UncategorizedDecember 13, 2018349Views0Likes0Comments

How Can Enterprise Security Risk Management (ESRM) Help Your Security Program?

Find out now with your FREE Chapter!

You will:
  • Explore how security has traditionally been viewed both inside and outside of the security profession.
  • Understand how ESRM can change the perception of security in your enterprise to help you better communicate the value of security risk management.
  • See how ESRM is the best methodology to meet the changing global security risk climate.

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Are you interested in getting published?

UncategorizedNovember 29, 2018316Views0Likes0Comments

Are you interested in getting published?

Rothstein Publishing publishes and distributes industry-leading, current content digitally and  in print globally. We would like to hear about your ideas. For starters, we don't even need a completed manuscript. We are willing to look at your book idea at any stage of development, whether it’s a few ideas sketched on a napkin or a completed manuscript – or at any stage in between. Our team of editorial and subject matter experts will work with you at every step of the planning, writing, rewriting, editing, and publication of your work.

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Creating a Culture of Cybersecurity

InfoSecurityNovember 29, 2018316Views0Likes0Comments

Creating a Culture of Cybersecurity

Even the best made cybersecurity governance programs cannot predict every situation that should be guided by a principle or policy. At some point, you will have to rely on the employees of your organization to do the right thing. How do you train every employee to do the right thing every time? The answer is you cannot; no amount of training will accomplish this. What you must do is change the culture of cybersecurity over time where doing the right thing becomes intuitive. Training will help, but is not the sole answer.

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Root Cause Incident Investigation Problems and Solutions

Root Cause AnalysisNovember 27, 2018436Views0Likes0Comments

Common Root Cause Investigation Problems and Solutions

The following are typical reasons why most root cause incident investigation programs fail to live up to the organization’s expectations, from the book Root Cause Analysis Handbook: A Guide to Efficient and Effective Incident Investigation.

There Is No Business Driver to Change

If the organization is performing acceptably with its current practices, then there is no significant driver to get personnel to change from their current behavior. The organization and the individuals in the organization need a reason to change, as most people do not like change. Investigating and learning from mistakes usually requires a change in the organization’s mind-set or behavior, and a powerful reason is needed to drive such change. This driver must be clearly tied into the rollout of the Root Cause Analysis (RCA) program.

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FREE CHAPTER: Governance in the Resilient Organization

UncategorizedNovember 16, 2018442Views0Likes0Comments

Get your free chapter on Governance in the Resilient Organization from the book Principles and Practice of Business Continuity Tools and Techniques, by Jim Burtles.

In the first 15 chapters of Jim Burtles' book, you learn how and why you might approach the development and delivery of a successful and effective business continuity (BC) program. This process has involved exploring the tools, techniques, and products. By now, you should be in a position to practice this discipline in a professional manner, and this book has focused on the detail level at which BC is expected to operate and prove to be beneficial. Now, in this chapter, intended for both the experienced BC practitioner and a person entering the profession, you have a chance to look upwards and outwards to see where  BC fits within your organization’s hierarchy and how it might filter upwards and penetrate downwards, as BC is integrated into your corporate culture.

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