9-1-1. What is Your Emergency ... Action Plan? Business Continuity Plan? Disaster Recovery Plan? An Interview with Bo Mitchell, President of 911 Consulting, Former Police Commissioner, Wilton, CT

Be it a flood, fire or medical emergency, active shooter or terrorist, when lives are at stake, stress levels rise and fear moves in.  We fear injury, loss of life, loss of livelihood, loss of our sense of security.  One man has made it his life’s mission to offer real and practical alternatives to panic and the potential for pandemonium and irrecoverable loss when disasters strike.  Bo Mitchell, President of 911 Consulting and former Police Commissioner of Wilton, Connecticut, offers CEOs, business-owners, managing partners, university presidents, and other heads of enterprises, the opportunity to minimize the risks associated with emergencies, manage them when they occur, communicate efficiently with those who need information and instruction, and bring things back to normal. 
 

  

“Amateurs talk strategy.  Professionals talk logistics.”  That distinction by General Omar N. Bradley echoed in my head as I listened to Bo Mitchell, arguably our nation’s leading private-sector emergency management professional.  In fact, from the cauldron of scary scenarios on the agenda when you speak with him, emerges a calm and reassuring sense of security as his expertise and devotion are revealed.  With twenty-one earned certifications in organizational safety and security, and an encyclopedic knowledge of safety laws, security protocols and emergency procedures, he addressed my followers’ concerns concisely and practically.  I was heartened by his refreshingly apolitical and holistic approach to crisis management.  His no-nonsense style and genial manner put a confident and human face on an otherwise unsettling subject.  I can see why he is called upon as an expert witness in landmark court cases.  It is not simply the depth and breadth of his thirty-plus years of experience in law enforcement, security management and emergency preparedness that makes Bo Mitchell an approachable and reliable leader in this industry.  It is his deep respect for human life and the organizations and reputations we build, his intellectual honesty and his deep regard for details.  He is a realist and a human being.  I hope these excerpts capture all that and offer you an entrée to what needs to be done for your employees, colleagues, customers and stakeholders.

BERNARD:  Since your retirement in 2001 as Commissioner of the Wilton Police Department, how has the nature or landscape of emergencies changed? 



BERNARD:  My blog followers are all around the world, but the majority of them are in and around the tri-state area in the U.S.  What keeps you up at night with regard to emergencies and disasters in our area?  

 


BERNARD:  Reviewing the literature, my impression is that conceptually, Emergency Action Plans, Emergency Management, Business Continuity Plans and Disaster Recovery Plans are overwhelming to think about.  But practically, approaching these plans is actually quite linear, logical and feasible.  Is that a fair assessment?  

BERNARD:  With less than ten per cent of companies in the U.S. having a designated Security Officer, who are the candidates for spearheading Emergency Action Plans and the like?
 

 

BERNARD:  Experts are in agreement that when a crisis occurs, communications must be centralized with one uniform message and one consistent “voice.”  With the proliferation of mobile devices and social media platforms, how can an outfit work to keep individuals in a crisis situation  from reporting updates themselves?

 
BERNARD:  What kind of employee makes a good candidate for spokesperson during a crisis?

 

BERNARD:  Regarding Business Continuity Plans, one thing my followers uniformly express is that they know they need a plan.  What can you share today that will give them the first step or two  towards initiating one?



BERNARD: In a presentation to JP Morgan Chase, you mentioned the substantial costs of litigation and the hefty fees companies pay out when disaster strikes and people are injured or die.  How does having OSHA and other compliant plans offset costs?  Is it because plans and training save lives and there are fewer lawsuits or grounds for litigation?

 

 

BERNARD: Bo Mitchell, I thank you for your service and for educating my clients and followers at Security Briefs on these critical safety and security matters.