Getting Management Buy-In
Over the years, we have talked about the importance of getting management buy-in for business continuity plans. Once again, we have collected some articles that can help you attain the buy-in you need as you develop and refine your plans. In addition, some of the needs of the C-suite have changed and
talks about how to sell to the modern C-suite. Also, once the senior execs are on board, you do need to get middle management engaged and supportive
(see Item #6.
Paradoxically, support for BC/DR is just as unlikely to come from below-putting you in the awkward position of convincing the organization to value business continuity only after you help senior management see they need to find it valuable, too.
By showing the C-suite that BCP can help them meet their unique objectives, your organization as a whole can reap the benefits of having a plan.
Here are 10 tips for getting executive support for your BC program.
These brief videos can help you increase awareness and understanding of the importance of Business Continuity to your organization.
The information provided can very well be the organization's first steps of business continuity or a revitalization of an existing program that's become archaic or dysfunctional.
You've gotten the support of executive management; now how do you get middle management on board?
As always, I look forward to hearing about your concerns with regard to business continuity. If there are any topics that you'd like to see covered, email me at
Bob Mellinger, President
1. Getting management support for business continuity planning
"I've been thinking about continuity and I wanted you to know you've got an unlimited budget to do what it takes." These are the magic words that every BC/DR professional wants to hear from their CEO. Also, coincidentally, the magic words that no BC/DR professional will ever hear from their CEO, considering that sometimes even getting the C-suite's attention is difficult-to say nothing of support and buy-in. However, these three steps should go a long way to getting your BC/DR initiatives pushed through.
2. Selling Business Continuity Planning to the Modern C-Suite
Fear-mongering simply doesn't convince executives to put their time and budgets behind BCP. They're more concerned with meeting tangible key performance indicators (KPIs) in their areas of responsibility. As a result, business leaders are either implementing BCP efforts only partially or not at all. Now, as always, "learning to speak their language" is crucial for getting executives to buy in to BCP. Keep in mind, though, that each member of today's C-suite has different priorities than they did five to 10 years ago. To make a compelling case for the business benefits of BC, consider how BCP helps executives meet their specific KPIs and alleviates their pain points.
3. Attaining Executive Support for Your Business Continuity Program
Nothing can derail a continuity program faster than having executives who don't support the initiative. The following are tips to help "sell" your BCM program.
4. Engaging Your C-Suite
What could you achieve as a Business Continuity professional if you had the interest and support of the key influencers in your organization? This toolkit guides you through the three steps that will enable you to confidently engage your senior executive - not just in formal situations, but also in serendipitous ones such as water cooler or elevator meetings. Each step will help you more effectively target individual executives and to secure support and specific commitment for your Business Continuity activity.
5. Business Continuity C-Suite Engagement - Elevator Pitch
When we combine the two words for business continuity we get the planning and preparation of actions and activities to "continue [the] delivery of products and services at acceptable predefined levels following a disruptive incident." Now that's all grand and terrific, but how do we get c-suite executives to understand the value of business continuity.
6. Introduction to Business Continuity for Middle Management
Let's start off this conversation assuming our Senior Managers have an idea of the logical construct of Business Continuity and the goal of protecting themselves, their employees, customers and investors is fully embraced. What they generally will not have is a detailed understanding of the level of resources and time required to maintain a Business Continuity Program. In general this level of detail, resource allocation and execution will fall to the Middle Managers of an organization and not to any surprise many of these Middle Managers will already have full workloads and resource constraints.
Quote of the Week:
"Success in management requires learning as fast as the world is changing."
-- Warren Bennis