\n\tIt\u2019s too late for crisis training when a hurricane\u2019s knocking at your door. What we\u2019ve recently witnessed with Hurricanes Harvey, Irma, and Maria reminds me of what I experienced with Hurricane Andrew.<\/p>\n
\n\tI was in Fort Lauderdale to be the closing keynoter at a conference when Hurricane Andrew started moving toward the Bahamas and southern Florida. For the first day of the conference, it was business as usual. Andrew was 650 miles away and its course still unpredictable. But on day two, Andrew was 200 miles closer and the threat was real.<\/p>\n
\n\tThe local television station I watched did a fantastic job of keeping viewers informed of the storm\u2019s progress. The station was in touch with people in the Broward and Dade county emergency centers and with the National Weather Service. The news staff also continually repeated advice about what residents should do to prepare to evacuate. The station had a plan; the people were trained and prepared.<\/p>\n
\n\tAt 7:30 in the morning of the conference\u2019s final day, I got a call from the other speaker scheduled to be part of the closing session later that afternoon. We agreed to rent a car, drive inland, and fly out of Orlando instead Miami.<\/p>\n
\n\tAt 8 a.m., the remainder of the conference was canceled. By 8:45 a.m., we were heading down the hotel driveway. We had moved quickly to leave, but I still noticed the competence of the hotel staff. They made calm and clear announcements in several languages on the public address system about evacuation plans and routes. The front-desk staff checked people out quickly and showed others how to use the express and video checkout systems. The bell staff and valets packed cars and got people on the road quickly, but without panic. The staff pulled together to get customers out of danger even though they had to stay put to make that happen. It was obvious the hotel had a plan, and the people were trained and prepared.<\/p>\n
\n\tOn the road to Orlando, we stopped for a quick breakfast and gas at 10:10 a.m. We stood in line for 20 minutes, then, just before we ordered, watched the staff take down the \u201cBreakfast Now Being Served\u201d sign. Most of us in line\u2014and there were dozens of us fleeing Andrew\u2014wanted breakfast. We had been in line to order long before 10:30. But we couldn\u2019t have breakfast here because it was after 10:30. They had a plan here, too. For normal times, for the status quo. There was no flexibility or preparation for dealing with unusual circumstances.<\/p>\n
\n\tPLANNING AND PROBLEM SOLVING<\/strong><\/p>\n \n\tCrises of all sorts can hit our workplaces. Storms, product failures, sudden fluxes in the marketplace or political climate that demand drastic and immediate organizational change. What kind of training do we need to be prepared? There are storms on the horizon, and it\u2019s usually too late to board up the windows when high winds have already torn the roof off the house. The people at the Marriott Ft. Lauderdale developed and executed the right plan. The staff of the large fast food hamburger chain (with world headquarters in Miami!) didn\u2019t.<\/p>\n \n\tHere are the quick steps I\u2019ve been using for clients during most of my career to help create plans and solve problems:<\/p>\n \n\t1. State the problem.<\/strong> Charles Kettering, head of research at General Motors for more than 20 years and holder of 186 patents, said, \u201cA problem well defined is half solved.\u201d<\/p>\n \n\t2. Analyze the problem. <\/strong>What\u2019s causing the problem? There may be multiple factors.<\/p>\n \n\t3. Describe the ideal results<\/strong> from solving the problem.<\/p>\n \n\t4. Brainstorm possible solutions. <\/strong>The greater the quantity of solutions, the greater the chance for a high-quality solution (or solutions).<\/p>\n \n\t5. Choose and implement the best solution(s) <\/strong>most likely to get your ideal results.<\/p>\n \n\t6. Follow up, evaluate,<\/strong> and adjust as needed.<\/p>\n \n\tThe key is momentum. It\u2019s easier to keep your balance on a bike that is moving. A wrong decision can be changed. No decision leaves you with the problem. Until next time\u2014continue to add value and make a difference!<\/p>\n \n\tP.S.:<\/strong> I received the final proof of this column days after the Las Vegas concert shooting. As I reviewed the article, I realize that everything I said here was mirrored by the events in Las Vegas. Some were prepared, but many weren\u2019t. My thoughts and prayers are with anyone who is involved in a disaster\u2014 natural or otherwise. Keep your families close.<\/p>\n \n\tBob Pike, CSP, CPLP FELLOW, CPAESpeakers Hall of Fame, is known as the \u201ctrainer\u2019s trainer.\u201d He is the author of more than 30 books, including \u201cCreative Training Techniques Handbook\u201d and his newest book, \u201cThe Master Trainer\u2019s Handbook.\u201d You can follow him on Twitter and Facebook using bobpikectt.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":" \n\tThe key is momentum. It\u2019s easier to keep your balance on a bike that is moving. A wrong decision can be changed. No decision leaves you with the problem.<\/p>\n","protected":false},"author":33,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[26],"class_list":{"0":"post-10952","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-magazine","7":"tag-trainer-talk","8":"magazine_issues-november-2017"},"acf":[],"yoast_head":"\n