GUIDE

Executive
Support
Amplifier
5 Steps for Getting
Executives Engaged

EXECUTIVE SUPPORT AMPLIFIER 1

 Executive Support
Amplifier
We help organizations build strong business
continuity programs.

The Executive Support Amplifier summarizes five

steps that are proven to build, energize, and focus
executive support for your business continuity
program, so you can execute with absolute
confidence and know you’re making a difference.

The end result? You’ll increase program energy and

engagement more than ever before.

Faster than ever before.

If you’re ready to accomplish more this year than

you ever thought possible, let’s get started!

EXECUTIVE SUPPORT AMPLIFIER 2

55% 77%
of business continuity program of program managers stated their
managers indicate that their program is not aligned to the long-term
executive support in ineffective strategy of the organization.

DOES THIS SOUND FAMILIAR? SO, IF YOU CAN...

• They won’t give you time.
• They show up late and don’t listen.
• They make decisions but never follow through.
• Help executives see how business continuity ties directly
into the mission and strategy of the business
• Give them clear choices that will help reduce operational
risk

THE TRUTH IS... YOU WILL HAVE...

Business continuity is often not high on the minds of
An executive team that is excited to hear from you, eager to
executives because they don’t really know what to make
act, and well-positioned to support your efforts.
of all the jargon and endless analysis. If you’re not speaking
in a language they can understand, you’ll lose them. Ready to go? Let’s dive in!

CONFUSION = INACTION SOURCE: BC MANAGEMENT PROGRAM MATURITY REPORT 2019

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 Executive Support Amplifier
5 Steps for Getting Executives Engaged

Change Your Inquire Talk Products Stay Facilitate

Perspective Within + Services Focused Conflict

01 02 03 04 05

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 01 Change Your
Perspective
We, as business continuity leaders, often only think of
ourselves as the knight, protecting the entire business
from all forms of destruction.

That has to change.

We are facilitators – here to help senior executives take on

the right level of risk. If you only play the role of risk avoider,
the executive team will eventually ignore and avoid you.

Why? Because they already know what you think – that

you’ll want to take whichever path is safest.

The time to prevent this view is now, and it all starts

with you!

The steps that follow will enable you to identify the top
priorities of your executive team, as well as position you to
effectively communicate with them using a framework in a
language they understand and will respond to.

It’s important to keep in mind that you are the facilitator –

the one helping them accomplish their agenda. This is an
awesome position to be in, so embrace it and run with it!

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02 Inquire Within
The best way to get everyone on the same page about the importance of business
continuity is to ask them: “Why are we investing in business continuity?”

Here’s How:

 Get your steering committee together, along with any other key people who
aren’t business continuity supporters – it’s essential to have them all meet
together.

 Provide a definition of business continuity to ensure everyone is talking about

the same thing (we use the ISO 22301 definition).

 Ask the group: “Why is business continuity important to this business?”

 Facilitate the discussion and summarize the answer in a few statements or

bullets. While discussing, be sure to ask the team how business continuity
relates to the mission and strategy of the business.

 Fully engage the group on any disagreements. For example: “John mentioned
business continuity is essential to our mission, but, Joe, it sounds like you don’t
think it’s that important – can you expand on that view?”

 Keep going until everyone is on the same page. This consistently energizes a
program and eliminates the naysayers without you having to “sell” anything!

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 03 Talk Products + Services
Products and services are critical outputs that your executive team wants to protect.
They’re often pretty obvious, and executives love to think and talk at this level!

The fastest way to get clear on the purpose of your business continuity program is to
simply ask executives: “What products and services are we trying to protect?”

Products and services should be actions that are important to internal and external
stakeholders and worded precisely. For reference, there are typically 8-12 critical
products and services in most companies. Yes, 8-12, even in large organizations.

You could probably build an initial list in the next five minutes.

Do that! Then review the list with your steering committee.

Ask them about their downtime tolerance for each one. And don’t fall into the trap of
trying to be precise here – just figure it out at a high-level at this point because you’ll
verify it later. So, is it no downtime, 1 day, 3 days? Pick one and keep moving.

Typically, a steering committee has a great discussion about this, and you can have the
information you need to confidently move forward in 30 minutes or less!

To achieve business continuity success, it’s critical that

everyone on your leadership team is on the same page
from the start.

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04 Stay Focused
Once you have a list of products and services, along with a
downtime tolerance for each, your BIA now has a clear focus.

The next step is to identify all the activities that support

delivery of those products and services, and then identify
their dependencies (i.e., facilities, technology, people,
equipment, and suppliers).

When reporting on the status of the program or the results

of the BIA – speak primarily at the product and service level:

 Which products and services have gaps?

 Which need tested?

 Which need a modified downtime tolerance?

This is the right level in which to engage executives.

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 05 Facilitate Conflict
Once you have the executive team engaged and focused, the key to
keeping them engaged is to consistently put the tough questions in
front of them.

Tough questions, include:

 Addressing disagreements on recovery priorities;

 Raising gaps in business continuity capabilities;

 Highlighting individuals who may not have the capacity to

support the program; and

 Raising your hand if you’re stuck and can’t move forward, so the
team to help you solve the issue.

It’s critical to remember that your role is to facilitate the discussion

around these topics – not cause the conflict.

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EXECUTIVE SUPPORT AMPLIFIER

If you can help executives understand how business continuity directly ties into the mission and strategy of the organization and give them
clear choices that will help reduce operational risk, you will achieve the engagement and support you need to drive your program forward.

WHY ARE YOU INVESTING IN BUSINESS CONTINUITY? MEETING ATTENDEES

List the top three reasons you’re investing in business continuity below. Make sure everyone is in sync on the main driver. List steering committee members and key
stakeholders needed to answer the questions
on the left.
1.
1. COO
2.
2. CIO
3.
3. CFO

4. HR
WHAT PRODUCTS / SERVICES ARE YOU TRYING TO PROTECT?
5. AUDIT/RISK
List your critical products and services, as well as the downtime tolerance for each. Examples provided on the following page.

6. OTHER
1. /

7. OTHER
2. /
8. OTHER
3. /

4. /
ISSUES LIST
5. / List the most important issues your team needs
to solve to move the program forward.
6. /
1.
7. /
2.

8. / 3.

9. / 4.

10. / 5.

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PRODUCTS + SERVICES EXAMPLES

Examples HOSPITAL EXAMPLE

Products and services are critical outputs that your 1. Protect Patients In-Residence
executive team wants to protect.
2. Provide Trauma Services
Products and services should be:
3. Provide Centralized Services (Lab, Pharmacy, Imaging)
 Actions (worded precisely)
4. Man Call Center (Triage, Scheduling)
 Important to internal and external stakeholders 5. Send Out Heath Records
For reference, there are typically 8-12 critical products 6. Provide Outpatient Services
and services in most companies. We’ve provided two
7. Pay Employees
examples on the right for your reference.
8. Bill Patients and Collect
So, what next?

Build your initial list using the worksheet provided, and

INSURANCE COMPANY EXAMPLE
then review the list with your steering committee. Fully
engage the group on any disagreements. 1. Perform Basic Customer Service (Voice Call)

Once you’re in sync on the list, ask them about their 2. Pay Automated, Recurring Claims (STD and LTD)
downtime tolerance for each one. Don’t fall into the 3. Pay Non-Recurring Claims
trap of trying to be precise here – just figure it out
at a high-level because you’ll verify it later. So, is it no 4. Perform Intake of Claims
downtime, 1 day, 3 days? Pick one and keep moving. 5. Adjudicate Claims
Once complete, you’ll have the information you need 6. Process Premiums
to confidently move forward.
7. Pay Producers

8. Pay Employees

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 Next Steps
Skimming this guide and filing it away “for future use”
won’t get you where you want to be. If you’re not getting
the executive support you know you SHOULD, promise
that you’ll invest some time here.

Just imagine... How would it change your whole outlook

if you knew the executive team fully had your back on
business continuity?

Make the time to map out how you can apply the Support
Amplifier with your executives. At the end of the day, it’s
about how you engage them.

If you’re ready to get hands on help to quickly get results,

please book a strategy session with a member of the
Castellan team today so we can identify the best way to
help you accomplish your goals!

BOOK A MEETING

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 Now you’re ready.
TM

As the largest provider of business continuity management solutions – spanning

consulting, software, managed services, and staffing – Castellan is uniquely positioned
to help clients find the right balance of risk tolerance and resilience to protect their
employees, brand, and bottom-line. Leveraging a proprietary proven process for
driving business continuity success, Castellan partners with clients to establish a
clear vision, drive real results, and provide on-going support from their community of
business continuity experts. Castellan helps clients replace uncertainty with confidence.

For more information, visit castellanbc.com.

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