An organization's BCM Plan is only as effective as the knowledge and capability of those employees or managers implementing the risk evaluations, mitigations, and crisis response measures contained within the plan. An important aspect of the BCM Plan, as well its tactical response element (the Incident Management Plan), is the education, rehearsal, and testing of key decision makers and response managers. The BCM Plan does not work in isolation of human decision making and participation, and while the policies and plans will certainly support more effective management responses, offering structure, guidance, and systems to help guide an organization through the wide spectrum of challenges they may face—it will invariably be the effectiveness of crisis leadership which governs how well, or indeed badly, an organization will fare.
Crisis management leadership contains many of the same skills and tenants as would be found within any leadership role. The main differences between typical management and a crisis decision making is the speed that decisions need to be made and the gravity of impacts associated with the decision. When considering crisis leadership the following principles should be considered:
§ Knowledge.: Crisis leaders should have the knowledge and experience to effectively manage a crisis situation. Crisis leadership requires swift, balanced, and decisive action. Responses should not be impaired by a lack of understanding, confusion, self‐doubt (or indeed doubt in others), or the inability to formulate intuitive and innovative solutions based on a solid foundation of knowledge.
§ Information.: Decision making should be shaped by accurate and timely information. Decisions based on assumptions or speculation will invariably impede effective response measures and could exacerbate the problem. Understanding how to gather, process, understand, and utilize information quickly and effectively is a fundamental aspect of successful crisis leadership.
§ Confidence.: Crisis managers should have the confidence to take decisive action and to make informed judgments which are not undermined by self doubt or confusion. Confidence is based on the knowledge of how a crisis event unfolds and how to develop and implement structured, focused, and mature crisis solutions. Confidence also involves understanding your own, or organization's, limitations—and knowing when to seek support or guidance.
§ Practice.: Where possible (and appropriate) crisis leaders should seek to practice their management skills and associated responses to different forms of crisis events—whether it is a practical exercise or a management tabletop discussion. Practice will identify gaps and shortfalls as well as iron out any individual or group issues prior to an emergency occurring. Practice also develops knowledge, supports organizational structure, and creates confidence.
§ Structure.: Crisis leaders should develop a structured approach to their response to different forms of crisis events. Structure brings focus to what is often a confusing and dynamic leadership requirement. Structure also reduces confusion and doubt and engenders confidence within individuals and groups. Structure also reduces duplication of effort, identifies shortfalls and gaps in responses, and focuses multiple parties on meeting key issues.
§ Balance.: Crisis leaders should be decisive, but balanced in their approach to quickly formulating responses to often complex and challenging emergencies. The adage “less haste more speed” applies when considering rapid but balanced crisis management decision making.
§ Pace.: The pace of decision making should be measured and balanced, but reflective of the external drivers created by a crisis event—the speed of unfolding crisis events should be matched, or exceeded by the ability for managers to make effective decisions. Some crisis events will allow for a sedate pace of response, others will require immediate decision making and action. Crisis leaders need to understand the tempo of response requirements and align their leadership style accordingly.
Establishing the ability for individuals to make mature, confident, and well‐informed decisions will be pivotal for the success of the BCM Plan. The BCM Plan and its functional elements, such as the IMP and other crisis response plans (kidnap and ransom, evacuation, pandemic, and so on) are after all only a tool to support effective crisis leadership.
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