Disaster Recovery

How to Re-Purpose a Story

Do you know what it feels like to really help someone but they don't realise you helped?

In our business story workshops, we ask participants to

tell a story about when you helped,

 this is a preparatory exercise to help them construct business success stories (not to be confused with marketing case studies).

Most people tell business stories in this exercise but occasionally there is a memorable personal story:

Nick, a successful marketing manager, told about taking his then three year-old daughter to the beach to teach her to swim in 2011. Nick took her into waist deep murky water and kept her close and firmly in sight as she tried to swim.

Nick felt a brush against his leg and at first thought it was his daughter touching him, but realising that it couldn't have been her, reached down into the water and pulled up a young boy who was drowning on the sandy bottom.

The boy spluttered and recovered as Nick carried him to the beach.

When they reached the beach, the boy's mother came up and exclaimed "oh! There you are!". She took the boy by the hand and led him away before Nick could explain what had happened.

I recently told this story in a discussion with an IT company that was struggling with customer service. Even though the story is not about customer service, the emotions it evokes are universal which makes it a generally useful story if told in the right context,

If you get in the habit of collecting your stories you'll be amazed at how versatile they can be.

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Company: 

N/A

Source: Nick Horton personal experience

Story Type:

_____________________________________________________

For Story Students:

The Setting: 2011 beach in NSW

The Complications: Nick discovered a drowning child

The Turning Point: Nick brought the child to the shore but the mother didn't notice

The Resolution: The story is unresolved! which is exactly the feeling it induces

The Point of the Story: Good stories can re-purposed

Service Recovery after Disaster - getting service back on track

The radio networks that allow communication between train drivers and central control rooms are critical to safety infrastructure. If the radios fail, trains cannot operate.

On May 2nd 2004, the Siemens-supplied train radio system had a network-wide failure which lasted several hours. Fortunately the outage occurred on a Sunday - if it happened on any other day, there would have been chaos on the entire rail network.

Siemens state manager John Chapman, realising the critical nature of this incident, rushed to the Railcorp control room and worked with the Railcorp CEO to schedule buses to ensure minimal passenger disruption.

Finally, when the radio network was restored, John turned to the CEO and said "this is going to cost us isn't it?".

The CEO's response was "let's split the bill".

What could have been a very expensive litigious issue was solved with a handshake because John had given up his Sunday and worked with his customer to return them to normal operations.

You can have great service but your service quality is only truly tested when you are in a service recovery situation.

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Company

: Siemens and Railcorp

Source

: Mike Adams conversations with former NSW Siemens state manager John Chapman

Reference:

Story Type

: Values

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For Story Students

The Setting

: 2nd May 2004, Sydney, Australia, Citylink Metro rail system

The Complications

: The train radio system failed for several hours which stopped the entire train network. Siemens was the supplier of the train radio equipment and Railcorp was the train operator

The Turning Point

: Siemens and Railcorp worked over the weekend to schedule buses while the radio network was being repaired

The Resolution

: The Railcorp CEO agreed to split the difference on the cost of the failure

The Point of the Story

: The Railcorp CEO agreed to split the difference on the cost of the failure

How to use this story

: When talking about Service and service recovery

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Martin Place Lindt Cafe Siege - Access to Data

On 15th December 2014 a lone gunman held hostage ten customers and eight employees of a the Lindt cafe in Sydney's Martin Place.

The police urgently needed to understand the building layout in order to resolve an extremely dangerous hostage situation. The Police saw the First5Minutes evacuation sign in the building side entrance and called the property owner to get the building plans - but the property owner didn't know how to access the plans

The police noticed that the evacuation signs were created by First5Minutes. They called First5Minutes and were able to get copies of the building floor plans(with the building owner's consent) in a matter of minutes from First5minute's online system. The property owners were not able to supply floor plans in this time frame. Provision of floor plans was vital to the police handling of the siege.

When the hostage-taker opened fire on the hostages, the police used their knowledge of the building layout to storm the cafe and release the remaining hostages.

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Company: First5Minutes

Source: As researched by Mike Adams

Reference: https://en.wikipedia.org/wiki/2014_Sydney_hostage_crisis

Story Type: Success

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For Story Students

The Setting: On 15th December 2014 a lone gunman held hostage ten customers and eight employees of a the Lindt cafe in Sydney's Martin Place

The Complications: The police urgently needed to understand the building layout in order to resolve an extremely dangerous hostage situation. The Police saw the F5M evacuation sign in the building side entrance and called the property owner to get the building plans - but the property owner didn't know how to access the plans

Meeting the guide:   The Police called First5Minutes

The Plan: Provide instant access to the data they needed to solve a critical public safety issue

Avoid Failure: Police tried to wait out the hostage-taker but he started shooting

Achieve (partial) Success: The police used the First5minutes plans to storm the cafe and free the remaining hostages.

The Point of the Story: The Police had instant access to the data they needed to solve a critical public safety issue

How to use this story: When talking about the importance of proper document management and access to important documents.

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9/11 Emergency Evacuation

The Morgan-Stanley Company occupied 22 floors up to level 72 in Tower 1 of the World Trade Centre in 2001; here is their survival story.

Rick Rescorla may be the greatest American hero you’ve never heard of. A decorated Vietnam veteran of British birth, Rescorla was the head of security for Morgan Stanley’s World Trade Center offices in New York City. With a workforce of nearly 3,000 people, the bank was the towers’ largest tenant.

Although Rescorla’s heroics hold a special place in the hearts of Morgan Stanley employees, his deep understanding of crises made him a pain in the neck to some…

Rescorla was an expert disaster planner. He worried that the World Trade Center represented a major terrorist target, so he put Morgan Stanley employees through frequent, random evacuation drills.

When Rescorla’s evacuation drill orders came, everything stopped. Every last person in the company knew the evacuation routes, time limits, and contingency plans - would practice them. Although Morgan Stanley traded hundreds of millions of dollars a day through its World Trade Center offices, every employee had to participate in Rescorla’s evacuation drills.

Rescorla appointed team leaders and fire marshals for every floor. They underwent extra training. Their jobs were to make sure the different floors would follow his comprehensive 22-floor evacuation plan. Every visitor to Morgan Stanley would receive a proper safety briefing before conducting any business in the offices. Some folks found Rescorla’s drills annoying - some wanted to skip the interruptions and keep working.

The first plane hit Tower 1 at 8:46 a.m. on September 11, 2001. The Morgan Stanley offices were in Tower 2. Office workers felt the explosion and saw the damage; they could see people breaking out of windows and crawling out to escape the heat and flames. Some were jumping.

Shortly after impact, the Port Authority came across the buildings’ intercom system - the order was for everyone, in both towers, to stay put.

Rescorla was already out taking action  right according to plan. He ordered his security staff, floor leaders, and fire marshals to evacuate immediately. He picked up his walkie-talkie and bullhorn and commanded the operation, floor by floor. The Morgan Stanley evacuation plan went into full effect, and the people responded the moment the order came down. They had been drilled in exactly what to do.

Seventeen minutes later, at 9:03 a.m., the second plane hit Tower 2: the jolt knocked people off their feet, desks and file cabinets overturned, papers littered the floors, the power went out. Many sustained injuries in the stairwells and on the Morgan Stanley floors. The stress on everyone jumped from high to extreme. But the evacuation continued according to plan.

Rescorla knew everyone in the building was in serious trouble. His people were performing well, but he needed to maintain their focus. He didn’t want anyone freezing - so he picked up his bullhorn and began singing songs from his youth. They were the same songs he’d sung to his men back in Vietnam. They helped people keep fear at bay and focus on the task at hand. The songs worked just as well in the World Trade Center stairwells as they did during the war.

In between songs, Rescorla paused to call his wife. “Stop crying,” he told her, “I have to get these people out safely. If something should happen to me, I want you to know I’ve never been happier. You made my life.”

By around 9:45, the evacuation of Morgan Stanley’s offices was nearly complete. But at the bottom, Rescorla turned around and started heading back up. A handful of people were unaccounted for - including members of his security staff.

Then, there were the firemen, police, and people from every other office in the building. Everyone knew Rescorla wouldn’t come out until every last person had been rescued.

Rick Rescorla, American hero, was last seen in the 10th floor stairwell, heading higher. Not long after that, at 9:59 a.m., Tower 2 collapsed.

Thirteen Morgan Stanley employees died on 9/11. This includes Rescorla and four of his security team. But the remaining 2,687 employees, plus 250 office visitors, survived. [**Note the time lapse to building collapse was 14 minutes**]

They survived in large part thanks to Rescorla and his knowledge of something called “negative panic.”

They survived because Rick Rescorla had a plan.

[From Dr David Elfrig’s

Doctor’s Protocal and Field Manual

, Agora Publishing, Investment Advisory]

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Company

: Morgan Stanley

Source

: Ralph Ritchie, 2013

Reference

: http://survivingtimesoftrouble.com/httpritchieunlimitedpublications-commorganstanley/

Story Type

: Insight, Values

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For Story Students:

The Setting

: Sept 2011, World Trade Centre

The Complications

: Corporate staff do not appreciate safety training or fire drills

The Turning Point

: Rescoria's planning and practice regime was critically needed when the twin towers were struck by terrorist controlled planes on 9th September 2011

The Resolution

: Rescoria's training saved 2687 employees out of a total staff of 2700 in the tower that day.

The Point of the Story

: Rescoria's training saved 2687 employees out of a total staff of 2700 in the tower that day. The story demonstrates the values of protection and safety

How to use this story

: Any situation where customers need to be convinced about the importance of emergency response preparedness

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