Key Learning Objectives
- Understand the people and politics involved in a crisis
- Prepare yourself and your team for the inevitable inquiry and investigation
- Manage the oversight bodies and stake holders
- Manage the media, family and unions
- Practical skills and processes for quality decision making
- Understand negotiation and communication processes
- Learn to make quality informed decisions in difficult circumstances
- How to minimise the risks of missing important information
- Personal leadership; how to stay clear of mind and in control
About the Course
This is not a course on emergency procedure. There are a number of dedicated organisations who provide this information. In contrast, this course teaches you practical strategies to lead and manage yourself and others in a time of emergency or crisis; how to think, how to act, how to delegate, negotiate and communicate effectively. You will learn strategies for handling stress in yourself and others. The modern focus on risk management, safe operating processes and incident response processes have improved safety, however, what is missing is the answer to the core questions.
How do you lead and take control in a crisis?
How do you behave?
What must you do when you are in charge of a high pressure/major consequence event?
How do you rebuild a positive work environment after a major incident?
This course’s team of highly experienced specialists provide real world value, experience and insight on all of the above. Drawing on real world examples and practical strategies the course will equip you to deal with the all aspects before, during and after a major incident.
Who Will Benefit
This course is ideally suited to those who are leaders in industries where there is potential for high risk (pressure)/major consequence events.
Those, who people will look to for leadership, when there is a critical incident or crisis, such as; plant managers, operations managers, general managers, mine managers, deputy managers, exploration managers, OHS leads, maintenance team leaders, HR managers and project managers.
“Very relevant and useful information from people who have done it for a living”
General Manager (OHS), Centennial Coal
“The level of experience in ‘real’ situations was invaluable to the course in terms of credibility and transfer of knowledge, skills and tools for the future”
Compliance Manager, UGM GROUP
Emergency aftermath case study – how bad can it get? Gretley and Pike River
- What happened
- Some lessons
- It could happen again
Being a leader during stressful situations
The brain, the body and you
- Attention, awareness and information processing
- Roles and limitations
The nervous system
Setting the right attitude
- Strategies for setting the right attitude
- The impact of uncertainty on the behaviour of your people
- ‘Gut feelings’ and ‘intuition’
Memory and its faults
- How memory can be faulty, especially when under stress
Processing information for quality decisions and delegation
- ‘Hearing the message’ – understanding perception
- The importance of checking the data
- The power and influence of ‘group think’ and how to avoid it
- Mental grid lock – the ‘blank brain’
- How to direct your people with certainty, clarity and simplicity
The role of emotion
- The short and long term effect on you and the people around you
- Strategies to remain calm and clear
- Building effective decision making as a habit
- Building a team culture that is productive when it counts
Strategic response to the people and the politics
Governance frameworks operating in Australia
- Navigating internal and external oversight bodies
- Understanding personal and corporate obligations and expectations
Media management –driving perception
- Media strategy (driving a positive agenda)
- Common pitfalls with managing media
- The importance of perception
Protecting your brand
- Risk beyond OH&S considerations
Building practical operational strategies for the management of a crisis
- Establishing a central command point
- Critical components: What is required? How will it work?
Implications for leaders during a crisis
Negotiation and communication
- Importance of building confidence among key stakeholders
- Managing anxiety, misinformation and anger
- Welfare management
Practical skills for quality decision making in a crisis
- Intelligence gathering as a technique for managing risk
- Evidence based decision making
- Developing a problem solving framework
Living with the outcome
The debrief process
- Understanding and maximizing the debrief process
- Legal implications for debriefing processes
The critical elements to rebuilding
- Values based leadership
- Vision based rebuilding
- Practical rebuilding strategies
- How to effectively and respectfully ‘move on’
Key lessons and case study review
- The need to build effective teams and communication channels before the event
- Creating good habits and organisational culture
- Proactive policy development to avoid ‘knee jerk’ responses
Case study 1: Longford gas explosion
Case study 2: Cougar Energy UGCG (benzine in the water)
Case study 3: Energy industry incident
On-site & in-house training
Deliver this course how you want, where you want, when you want – and save up to 40%! 8+ employees seeking training on the same topic?
Talk to us about an on-site/in-house & customised solution.