IN THIS ISSUE:
- Social Media in Resilience - article by Garth Tucker
- May MoM - with Tom Hoover (May 29th)
- June Golf Day - TUG's 31st annual charity tournament
[article] Social Media in Resilience
I remember my admin Sherry asking me in 2007 if I was on Facebook. My reply was something to the effect that seeing as I wasn't a 15-year-old girl, no. Who knew that within weeks I'd be just another peasant in Mark Zuckerberg's Evil Empire? Not just me, but at least 95% of my family and peer groups as well. Not just FB either, most everyone is on LinkedIn, Instagram, and/or Twitter as well. I've pretty much kicked the FB habit, but rely on LinkedIn and Twitter to stay up to date with industry trends, gossip, etc. Twitter is where I start looking when I want updates on a crisis without waiting until the 5 o'clock news. Social media is where millennials live, so going forward, this is where they're going to look for information on an event they're affected by, not in print media 9 hours later. May as well build your communications plan to integrate with the future now, so some 23-year-old isn't looking at your work in 5 years and thinking that you're an idiot because your plans are not social media-centric.
So where does social media fit into your Resilience Program? You may as well say that if your program isn't integrated with it, it's not an effective program. Let's face it, social media spreads information faster than any traditional outlet, BUT, and yes, it's a huge but, it can exchange accuracy for this expediency. This is where your social media game needs to be tight. You are never going to control how the message is spread or how quickly, but you can ensure accuracy is MOSTLY ensured by getting out in front of rumors and making sure YOUR message is the message that people are reading/hearing.
I've listened to Emergency Managers who are still living in the days of treating the public like a mushroom, keep them in the dark and feed them fertilizer until the crisis is contained. This was possible when the media was kept in a room near the Emergency Operations Centre (EOC) and briefed by the Incident Command (IC) with whatever the IC felt they should hear. This was then broadcast hours later or printed that night for the morning edition. Crisis communications were treated as "need to know" and the public didn't need to know until IC told them that they needed to know. That ship sailed a while ago and there's this thing they have on computers now called the internet that is used for more than sending email and shopping for new sirens. One of the downsides to this is that the crisis story is being told by people who are not in the know and can be wildly inaccurate. Whose fault is that? Guess what? It's NOT the fault the people spreading the half-truths, it's the fault of the people who know what's really going on and aren't informing social media fast enough or at all. People need to know and if they don't, they'll make it up based on what they think is happening. They're more than willing to listen, but you must provide the commentary in social media speed. Please don't assume that it's only Public Sector Emergency Managers who are guilty of this, Crisis Management Teams (CMTs) in Private Sector are just as guilty, but for different reasons, they're concerned about reputation and share prices and will withhold major catastrophes from the general public – think Yahoo, Equifax and many, many others. The truth always comes out, it's best you're out in front of it.
What you should want from your social media presence in your Resilience Program:
- Have a good communication plan which eliminates roadblocks and filters between those in the know and those who need to know.
- Get the right story to the right audience. Determine who your social media influencers are and who are your interested followers that can act on your messages.
- Ensure that your messages are correct, confirmed by independent sources and backed up by facts or direct observation.
What are some the challenges to be faced in building a social media communications plan for use during a crisis event?
- First thing that comes to mind – Executive buy-in and organizational culture. If I had a dollar for each time I've heard some lazy, entrenched lifer utter the phrase "but we've never done it like that before." I could afford to have Margaret Atwood writing articles for me. It's important that you get this stuff into the corporate policy so that those arguments are non-starters.
- IT staff may not have the skills required to manage a social media implementation or your infrastructure may not be able to accommodate any additional overhead – Think streaming audio or video.
- Does your organization have a policy about social media usage? You'll need to account for it when you're planning rather than find out in the middle of a crisis that access to a critical social media outlet is blocked to you in the EOC.
- Your team may not possess the skills required to use social media effectively. This is where integrating with the organizations communications department is critical. Or if you lack your own group, external expert(s). Let them guide your processes to be as effective as possible.
- I did a stint in a municipal government as the Emergency Manager for a decent sized Canadian capital city and can tell you from firsthand experience, ALWAYS engage the Privacy and the Legal folks. There are so many rabbit holes you can fall into when it comes to what will haunt you later, you'll want them to put their experience into the mix.
This is but a mere scratch on the social media surface, but someone with a lot more brains than your humble author bumped me hip to the fact that in today's age of media most attention spans can only follow to about 1000 words before moving on, so I try to keep it around there. Hopefully, you're now thinking about exactly what you would do in a crisis event if you start seeing inaccurate tweets about what's happening, and if you happen see that the villagers have begun arming themselves with pitchforks and torches.
Garth Tucker, CBCP, CORP
Garth is the Principal of Green Apple Resilience Planning (greenapplebcp.com), a member of the DRI Canada (dri.ca) Board of Directors, and a Certified Business Continuity Professional (CBCP). His career focus is on the development and management of holistic resiliency programs as well as effective management of crisis events. The path to his current position began with software development, project and program management, and as an IT technology educator worldwide for IBM in the late 1990s and early 2000s. He transitioned to disaster recovery, business continuity, and crisis management beginning in 2002. Significant formal, and self-education throughout his career has ensured he remains relevant and effective.
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May Meeting of Members
Date: Wednesday May 29, 2019
Sandman Signature Mississauga Hotel
5400 Dixie Road
** FREE Parking **
SPEAKER: Tom Hoover (IBM Toronto)
Tom Hoover is a Power Server HW specialist supporting accounts across Canada and the Caribbean. His responsibilities include working with IBM sales, Business Partners and clients to ensure that the Power Servers, Operating Systems and related products meet their business and technical requirements.
Tom has worked at IBM for over 30 years, always supporting primarily the IBM i operating system as well as AIX and Linux. He has held a range of positions including Client Technical Specialist and PreSales Technical support. He is always willing to assist his peers with any IBM i opportunity.
Tom is currently the IBM liaison for TUG. When not working, Tom enjoys sports, specifically Golf and Hockey. He is looking forward to this years TUG Golf Tournament on June 13th.
AGENDA for May 29th MoM
ADMISSION: Free for TUG members ($60 non-members)
Registration 4:30 pm
5:00 pm - Session 1: V7R4 Overview -- IBM i
Abstract: It has been 3 years since the last major IBM i OS release, so V7R4 contains a lot of new function. This presentation will review many of the new enhancements in this release including updates to Database, Security, ACS and Save/Restore.
6:00 pm - Intermission (Buffet Dinner & Networking)
7:00 pm - Session 2: DB2 Mirror for i
Abstract: : Perhaps the most significant new function included in V7R4 is 'DB2 Mirror for i'. With this feature, the database is mirrored between two servers in the datacentre, providing a near zero recovery time. The two servers can be in an active/active or active/passive relationship. In this session we will review the requirements for DB2 Mirror, describe how it works, its impact to applications and look at the supported configurations..
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You deserve a break! Have fun at the
TUG Golf Tournament, ThursdayJune 13.
On Thursday June 13th, 2019 we are back at St. Andrews Valley Golf Club in Aurora for the 31st Annual TUG Charity Golf Classic.
Register now at: www.tug.ca/golf
Proceeds to Holland Bloorview Kids Rehabilitation Hospital
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