Four Strategies to Get Buy-In While You’re Building Crisis Management Programs
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Episode 141: Four Strategies to Get Buy-In While You’re Building Crisis Management Programs
If you’re in the process of building a crisis management program, or if you’ve ever struggled to get your organization to adopt or train for your program, this episode is for you. Vanessa shares the four strategies you need to get buy-in for your crisis management program at all levels of your organization.
This episode is brought to you by OnSolve, the leading platform for crisis event management. Learn more and request a demo at https://bit.ly/OnSolveDECODED.
Some of the key takeaways include:
People don’t buy what they don’t understand. You need to be clear on what your crisis management program does, the problems it will solve, and why those solutions are important to the company’s success.
Who are the people you need at the table, and why do you need them there? Research these stakeholders and what’s important to them before you meet with them. This is going to help you build a relationship where you’re supporting each other’s goals.
Also before you meet with stakeholders, set a clear agenda. Outline the questions you have, what the outcomes of the meeting will be, and what you need from your stakeholders.
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Vanessa Mathews, host
Vanessa Mathews is the founder and chief resilience officer of Asfalis Advisors, where they are focused on protecting the legacy of the leaders they serve through business resilience. Before becoming an entrepreneur, Mathews developed global crisis management and business continuity programs for government and private sector organizations to include Lowe’s Companies, Gulfstream Aerospace, and the Department of Homeland Security.
Jon Seals, producer
Jon Seals is the editor in chief at Disaster Recovery Journal, the leading magazine/event in business continuity. Seals is an award-winning journalist with a background in publication design, business media, content management, sports journalism, social media, and podcasting.