If you know that business travel is not without its risk and the potential for crisis, then you need to read this article. In this article we are going to talk about the management and containment of crisis as it relates to travellers and 다낭 에코걸 업체 managers.
The objective of this article is to share with you the collective knowledge on managing crisis and significantly improve your ability to identify and manage a crisis but also improve your business travel efficiency.
During this article I am going to discuss travel risk myths, crisis management, plans and options so you can immediately compare or improve your own travel risk management system for your travellers or travel management department.
Crisis by definition is something you didn’t have a plan for or something in which you are unprepared. Additionally, it can be a series of events that in concert create a crisis. Events or issues that occur, to which you have a plan and strategy, is merely an incident.
The first thing is to clarify what is the difference between crisis management and leadership. More importantly, which one is the more important? Crisis management relates to the response to event/s that threaten your business, travellers or travel activity. The event leads and you follow with plans, decisions and actions.
Crisis leadership, on the other hand, is more about getting ahead of the events and issues to prevent, management and even contain the impact to your business or business travel activities. While management is a portion of the leadership demand, your actions and involvement lead the outcomes rather than a more passive wait and act approach with pure crisis management.
Crisis leadership is the less practiced of the two, but the most significant in terms of results and reduction in risk and impact. If you take nothing else away from this session, it should be that your focus should always be on Crisis Leadership, not crisis management.
There are many myths and half-truths about crisis, disruption and threats within the travel management sector. Much of this misinformation has originated from travellers themselves, media, travel managers, friends and family or so called “experts”.
For example, many travellers and planners are focused on terrorism. The reality is, you have a very, very small chance of being exposed or affected directly by a terrorist act. It doesn’t mean you should discount it as a threat altogether but it shouldn’t dominate your plans or processes if not a proportional threat to you and your travellers.
Conversely, almost everyone overlooks motor vehicle accidents. Yet, they happen far more frequently, can have devastating affect on travellers and are the least common plan contained within company travel management departments.
Motor vehicle accidents within your own country can be stressful and dangerous but on an overseas business trip they can be 100 times more challenging and dangerous. Consider language, local authorities, first responder, standard of healthcare, families and support in your plans and initial response.
Airline delays and cancelations. They happen all the time but they are not just an administrative response. You may need to consider safety, transport, quarantines, security threats, government response and wide spread suspension of services to overcome the issue and maintain safety of your travellers.
Airport closures or disruptions. Failed systems, electrical problems, threats, weather, construction and so on can prevent you even getting to your flight. Consider the impact this has on your plans and how your traveller will need to possibly extend stay, move to alternate airport or find accommodation.