Blindsided is the authoritative guide to crisis management.

This "how to" handbook gives essential advice that every manager needs to know when a crisis hits. Written by CMI Founder/CEO Bruce Blythe, it's a fascinating, easy-to-read guide that draws on Blythe's 20+ years of experience as a pioneer in crisis management.

  Responding to Tragedy
By Monika G. Vaccaro



At no other time has getting back to "business as usual" seemed more unimaginable that in the wake of the terrorist attacks Sept.11.

While businesses in New York City were most severely affected, those in New Jersey felt- and continue to feel-the impact on their employees and their bottom lines.

Workers can be expected to experience a range of emotions, said Bruce T. Blythe, chief executive of Atlanta-based Crisis Management International, which offers a network of mental health professionals to help organizations prepare for and respond to crises and threatening situations. "First, there is anxiety, shock; people are preoccupied, stunned, distracted," Blythe said. "Then anger sets in and they need to channel it. ÉThen they enter the advocacy phase; they want to do something. And then stress sets in."CMI is currently helping more than 250 organizations. The firm had deployed professionals throughout the world, with many in New York (the company rented an entire hotel for them); Washington, D.C.; Boston; and Chicago.

Less productivity
Managers can expect less productivity form employees during a time of crisis, Blythe said. "They're distracted, not concentrating as well. Things that were absolutely pitch-fever priority don't seem important anymore." However, executives, managers and business owners can take steps to help workers through this period and begin the return to "normal" business routines. Communication is perhaps the most important.

"Managers and senior executives need to be very visible now," sand Dan Twomey, director of the Center for Human Resource Management Studies t Faileigh Dickinson University in Florham Park. "They need to be out there speaking." Twomey pointed to New York Rudolph Guiliani."Guiliani is a good example of a leader who is out in front," he said. "And it's very important to be very honest with employees. In addition to employees' thinking about the sadness of the tragedy, they may also be thinking, Will I have a job?"

Marlene J. Waldock, owner of 1st impression Communications of Roseland, said communications "should start at the top, with the CEOs. If it's a big corporation, the executives need to sit with their direct reports, make sure everyone is on the same page, do some sensitivity training. Communications will filter down, but make sure all managers are on the same page.Blythe pointed out, "Not only communication, but two-way communication is essential."

Opportunity to talk
Twomey agreed. "You have to give people an opportunity to talk, to express with their co-workers their feelings," he said. "Middle-level managers could meet with small teams. They need to hear from the executives, but they also need to be able to take and that comes from those middle-level managers." Because of the confusion generated by the terrorist attacks, a consistent, straightforward approach is crucial in communicating with employees, Waldock said. "Everything's changed. They'll perceive everything differently." Waldock took her model, FIPP (First Impressions, Perception and Perspective), and adapted it to help managers and business owners communicate with their employees in the wake of the attacks.

Setting the right tone and making the right first impression with employees is key, according to Waldock's model. Part of that first communications is to acknowledge the circumstances and the range of emotions under which everyone is operating, she said.

The Chubb Group of Insurance Companies did that within days of the attacks. Chief executive Dean R.O'Hare addressed all employees in the Warren building on the Friday after the attacks, spokesman Mark Schussel said. Executives explained how Chubb was responding to the attacks, they had a moment of silence, a Benedictine monk led a non-denominational prayer and the group sang several patriotic songs.

"People were on the floor of the atrium and on the two floors above, all around," Schussel said. "It was very, very moving." GPU Energy, based in Morris Township, began communicating with employees immediately after the attacks. "Part of the communications that started on the 11th were (a) about what was taking place and what we were doing, and (b) about the resources available to employees," spokesman Ron Marano said. Waldock said employees' ability to process information has been hurt by the attacks, and they may need more guidance than usual. "People aren't going to process those lofty long-term goals," she said. "Keep them on projects and focused on tasks. Take it (the task) apart, break it down, to help employees get back to a routine and a sense of normalcy." Employers must make sure that they meet the needs of their employees before addressing back-to-work issues, Blythe said. In addition to addressing employees quickly, Chubb put together tools and took actions to provide a supportive environment for its people. "The idea was how to help the work force, the rescue efforts and the individual," said Virginia Conn, a senior medical consultant in Chubb's Warren office.

Chubb employees have access to free counseling services through an established Employee Assistance Program and also through Morristown Memorial Hospital. The company created a special intranet site so employees can find information related to the attacks and how Chubb is responding. People have a desire to help, and companies should meet that need, Conn said. Many Chubb offices set up collections for the rescue and relief efforts. In addition to donating $1 million to four disaster relief programs, Chubb set up a double matching contribution program, matching up to another $1 million in donations. "I think it helps people feel they were going to make a difference," Schussel said. GPU also, is supporting employees who want to help the victims of the attacks, Marano said. "Locally, our employees have joined up with events sponsored by organizations like United Way and local chapters of the Red Cross."

Global Crossings's Madison office is harboring some workers from the company's office five blocks from the World Trade Center. The company made a point of keeping certain groups, such as customer service people, together, spokeswoman Bridget Rijos said. When the New York City workers reported to the Madison office Sept. 17, it was the first time that many of them learned that their colleagues were safe, Rijos said. Global Crossing did not suffer any casualties. The company also made grief counseling available, arranging transportation to Madison and provided three meals a day. Working many hours at Global Crossing's emergency command center in Madison sometimes magnifies personal faults, said Davis Carey, senior vice president of network planning. For example, he was neglect to eat if he becomes wrapped up in his work. In that situation, members of a group have to look out for each other, putting food in front of their colleagues or spelling them when they get to tired.