Advertise on podcast: Riding the Wave-Project Management for Emergency Managers

Summary In this episode, I spoke with Fire Chief Dr. Eric Saylors. Dr. Saylors has spent 30+ years asking a question most of the profession struggles with: how do you prove the value of a disaster that never happened? In this episode he lays out a practical answer — define risk as threats, consequences, and vulnerabilities, recognize that vulnerability is the only one you actually control, and then get honest about what's sitting on the roulette table. Dr. Saylors shares the moment he reframed his department's budget for a skeptical mayor, why avoided-loss estimates rest on causal chains and case studies rather than statistical proof, and why arguing only for your own budget costs you credibility. He also covers the two-part story that moves elected officials, where AI genuinely helps with mass-casualty math, the Oakland Hills hydrant-adapter failure, and his work at HEN Technologies helping incident commanders get unstuck at "orient" in the OODA loop. Time Stamps 01:13 Intro and guest background 02:25 Outputs vs. outcomes — how should we define success? 06:15 What should you measure at project initiation? 10:45 How do you make an avoided-loss estimate credible? 13:20 What destroys credibility — and the $20M cut that started it all 14:50 Long-horizon projects vs. short political cycles (Galveston seawall) 19:40 AI, dashboards, and separating impact from activity counts 23:20 Translating technical findings across agencies and silos 26:15 Practical first steps for measuring an existing program 31:25 Realistic drilling and simulated environments 35:30 HEN Technologies and the cognitive load of command About Eric Saylors is the author of Quantifying a Negative (2015), Sense Making in Risk Assessments (2022), and The 7-Year Active Shooter Study (2026). He is a Fire Chief with over 30 years of experience and holds a Doctorate in Leadership from the University of Southern California. In addition to serving as Product Lead for HEN Technologies, Eric currently serves as Fire Chief of the El Cerrito–Kensington Fire Department, having previously spent 25 years with the Sacramento City Fire Department. Over the course of his career, he has served in every rank from firefighter/paramedic to Fire Chief, including engineer, captain, battalion chief, and assistant chief. His operational experience includes assignments on ambulances, fire engines, ladder trucks, a Type 1 HazMat team, and a heavy rescue unit. He has responded to and managed a wide range of incidents, including high-rise fires, large commercial fires, wildland-urban interface incidents, basement fires, and balloon-frame construction fires. Prior to joining executive leadership, he served as Battalion Chief 1 in downtown Sacramento, one of the busiest operational areas in the region. In addition to his doctorate, Dr. Saylors holds two associate degrees, a bachelor’s degree in finance, and a master’s degree in Security Studies from the Naval Postgraduate School. He regularly consults with fire departments nationwide on active shooter response, leadership development, succession planning, and post-incident analysis, and has published more than twenty articles on homeland security and fire service topics. Links LinkedIn for Dr. Eric Saylors https://www.linkedin.com/in/eric-saylors-ed-d-09778188/ Saylors, E. (2015). Quantifying the negative: How homeland security adds value. Homeland Security Affairs. https://www.hsaj.org/articles/9307 Saylors, E. (2023). Sensemaking in Risk Assessments: An Innovation Study. University of Southern California. https://www.academia.edu/122185501/Sensemaking_in_Risk_Assessments_An_Innovation_Study Youtube (note- there are many more as well, on the Weekly Scrap and others) Weekly Scrap #206 - Eric Saylors, Responding to the Intentional MCI https://www.youtube.com/live/RM9GeuFoMpQ?si=FFvur0gLpgz0PCNP

Summary This episode features Justin Kates, Senior Business Continuity Advisor at Wawa and former government emergency management leader, discusses his Pracademic Summit talk on four pressures facing emergency management: legitimacy, growing expectations, doing more with less, and AI. He describes how generative AI is encroaching on non-routine tasks such as emergency planning, exercise design and after-action capture, risk analysis, and administrative work like grants and documentation. Kates warns about AI risks including bias, inaccurate outputs from information gaps, “AI work slop” that accelerates checkbox deliverables, and “bot battles” in competitive grant writing and review. He outlines governance needs—organizational guardrails, approved tools, avoiding shadow AI, training on limits and hallucinations, and continuity planning for outages—plus concerns about de-skilling and collateral-duty staff using AI to replicate professional functions. Using Daniel Susskind’s framework, he argues humans will remain essential for relationships, preferences, and moral accountability, and suggests project management methods and AI-enabled tools can reduce toil while preserving response reliability. Time Stamps 01:16 Meet Justin Kates 02:03 Four Walls Framework 02:59 AI Task Encroachment 05:45 AI Misuse and Risks 12:15 Governance and Guardrails 16:29 Deskilling and Human Limits 23:50 Reliability and Manual Fallbacks 25:26 Project Management With AI About Justin Kates currently serves as the Senior Business Continuity Advisor for America’s favorite convenience store, Wawa, Inc. In this role, he is responsible for architecting a new business continuity program for Wawa’s expanding footprint of over 1,100 stores with over 47,000 associates across Pennsylvania, New Jersey, Delaware, Maryland, Virginia, North Carolina, Alabama, Florida, Georgia, Ohio, Indiana, Kentucky, Tennessee, West Virginia, and Washington D.C. Before Wawa, Justin served 17 years in government, most recently in the City of Somerville, MA as their Director of Emergency Management & Communications. In Somerville, he was responsible for implementing the City’s inaugural comprehensive emergency management program and initiating the integration of their citywide 911 and dispatch operations. Additionally, Justin served over a decade as Director of Emergency Management for two Mayoral senior leadership teams in the City of Nashua, NH, and as a homeland security consultant for the State of Delaware. He is a Master Business Continuity Professional (MBCP) affiliated with the Disaster Recovery Institute (DRI) International, an Associate in Risk Management (ARM) with American Institute for Chartered Property Casualty Underwriters (The Institutes), and is a Certified Emergency Manager (CEM) affiliated with the International Association of Emergency Managers (IAEM). Justin attained a Bachelor of Arts concentrated in Emergency Management and Public Administration from the University of Delaware and a Master of Arts in Security Studies from the Naval Postgraduate School's Center for Homeland Defense and Security. From 2021 to 2024, Justin served in succession as the 2nd Vice President, 1st Vice President, and President of IAEM USA Council. He also served as a member of the FEMA National Advisory Council in 2023 and 2024. Links LinkedIn https://www.linkedin.com/in/kb3juv/ The Walls are Closing In: AI and the Future of Emergency Management https://youtu.be/p6ePZ2Rg2B4?si=F2JtM4OpYnHzxqp9 The Future of Emergency Management https://www.youtube.com/watch?v=38MW74IJkYU Keeping Humans in the Loop https://domesticpreparedness.com/articles/keeping-humans-in-the-loop-the-future-of-emergency-management A World Without Work: Technology, Automation, and How We Should Respond https://www.danielsusskind.com/a-world-without-work

Summary I spoke with Dr. Charles Jennings, founder of John Jay College’s emergency management program, about the new FEMA reform blueprint calling for a roughly 50% workforce reduction, shifting responsibility to states, tribes, territories, and localities, simplifying individual assistance, and using parametric funding triggers. Dr. Jennings argues the moment reflects broader ideological federal bureaucracy reforms, with limited attention to concrete legislative and regulatory changes. He warns staffing cuts would directly reduce FEMA service delivery while public expectations remain high, and notes growing reliance on contractors to help jurisdictions navigate FEMA’s complex rules. He doubts parametric aid can avoid equity and accountability problems and says mitigation is slow due to heavy regulation and uneven local capacity. The conversation broadens to land use, insurance, climate-driven migration, and concludes with practical advice: know local risks, build interagency relationships, and train officials in fundamentals like NIMS. Time Stamps 01:13 Introduction 02:55 Why FEMA Reform Now 08:30 Workforce Cuts And Local Risk 12:50 Disaster Industrial Complex 18:51 Parametric Aid And Equity 22:54 Why Mitigation Moves Slow 29:30 Climate Migration And Land Use 36:31 Advice For Local Emergency Managers About Dr. Charles Jennings, Principal, Public Safety/Homeland Security and Urban Planning at Manitou, Inc., Prof. Emeritus at John Jay College, is a highly accomplished expert in emergency response, fire protection, and urban planning with extensive academic and practical experience. He has consulted actively across the US and Canada. He holds a Ph.D. in City and Regional Planning from Cornell University, complemented by an advanced degrees in fire protection management. Dr. Jennings has served in prominent roles, including Director of the Christian Regenhard Center for Emergency Response Studies and Associate Professor at John Jay College of Criminal Justice, where he developed and led programs in emergency management and public safety. He transitioned to Emeritus status in 2026. His applied experience includes leadership as First Deputy Commissioner of Public Safety in White Plains, NY, where he oversaw police, fire, EMS, and emergency management services, and implemented innovative safety and communication systems. With a diverse background in research, policy, and consulting, Dr. Jennings has contributed to national safety initiatives, fire prevention strategies, and first responder coordination at large-scale events. His work has been supported by numerous grants from agencies such as FEMA, NIST, NSF, and the U.S. Department of Justice, reflecting his influence in advancing public safety, emergency response systems, and urban resilience. Overall, he combines academic rigor with practical leadership to enhance safety protocols, improve emergency preparedness, and foster community resilience. Among his publications is the most recent edition of Managing Fire and Emergency Services, published by the International City/County Management Association. Links Contact Email [email protected] LinkedIn Page https://www.linkedin.com/in/charles-jennings-9b8b735/ Manitou Inc., Consulting Co. https://www.manitouinc.com/ Thiel, A. K., & Jennings, C. R. (Eds.). Managing Fire and Emergency Services. ICMA Publishing. https://icma.org/publications/managing-fire-and-emergency-services

Summary This episode features logistics leader LN Lurie about “burning issues” in emergency management. She makes the case that logistics is often underestimated, but determines whether operations succeed. Using examples from wildland fire, festivals, and hurricanes, she emphasizes the need for a deep contacts “Rolodex”, tested service-and-support playbooks, and clear contracting knowledge to rapidly source essentials like porta potties, showers, water, and food. Lurie contrasts structured wildland systems (preseason contracts, staged resources, ICS sections and span of control) with more improvisational hurricane logistics, and notes both the benefits and risks of relying on technologies like Starlink. She describes large base-camp deployments and discusses warehouse management systems, including common gaps, required reporting, the effectiveness of paper-based tracking on fires, and tailoring WMS to real needs, including reverse logistics. Time Stamps 01:55 Logistics Is Everything 02:59 Contacts And Pro Tips 06:58 Supply Chains And Disasters 12:53 Inside Fire Base Camp 23:12 Logistics Coordination Roles 25:42 Build A Logistics Playbook 29:45 Warehouse Systems Reality 34:57 Why Choose Logistics About LN Lurie is a logistics and operations leader known for turning complex, labor-intensive operations into efficient, scalable systems. With experience managing wildland fire crews, fire camp and festival facilities, large-scale demobilizations, supply distribution, inventory tracking, warehouse layouts, WMS systems, and volunteer logistics, LN brings both field-tested execution and systems-level problem solving. She has led automation and process improvements that saved thousands of labor hours and significant costs, including work supporting COVID-19 field hospital demobilization in Colorado. Currently serving as Logistics Director for ITDRC, LN manages logistics teams, coordinates operational movements, and trains volunteers to deliver reliable support in demanding environments. Links LN Lurie’s LI page https://www.linkedin.com/in/lnlurie/ Personal Website- travel logs, logs resources, and many other interesting musings https://lnlurie.com/

Summary Jonathan Spector, Founder & Principal Advisor at Converge Strategic Partners, joins the podcast to unpack how emergency managers — especially solo practitioners and multi-hatters — can adopt AI deliberately and safely. Drawing on his recent All Hazards Consortium (AHC) webinar, Jonathan walks through the minimum governance decisions needed before touching AI, how to verify outputs when the clock is running, how to build a lightweight audit trail, and how to avoid the trap of passive AI dependency. The conversation closes with a sharp look at "trendslop" — AI's tendency to serve up crowd-pleasing answers over the hard, operationally necessary choices that real emergencies demand. Timestamps 1:37 Go Slow to Go Fast: Minimum governance decisions, the stoplight model, and building your lightweight review circle 8:00 Verify Before Trust: Consequence-driven verification workflows, no-go outputs, and two-person integrity for solo shops 13:31 Follow the Audit Trail: Where logging lives operationally, keeping it lightweight, and the unintended learning loop 16:08 AI Dependency & Human Deskilling: Preserving expert judgment, designing active human-AI workflows, and what to demand from vendors 27:27 Trendslop: Why AI favors consensus over context, and how to force trade-offs instead of buzzword-driven incrementalism About Jonathan Spector is Founder & Principal Advisor at Converge Strategic Partners and a leadership and strategy advisor with more than 20 years of experience helping public-sector, emergency management, homeland security, and cross-sector leaders align priorities, strengthen coordination, and move from strategy to execution. He has worked with government and regional leadership teams on planning, stakeholder alignment, governance, and complex coordination challenges, especially in high-stakes environments where trust, clarity, and execution matter. His current work includes helping leaders navigate AI in practical terms, focusing on governance, guardrails, adoption, and the human side of change. Links: Converge Strategic Partners https://www.convergesp.com/ Jonathan’s LI profile: https://www.linkedin.com/in/jospector/ Leading Through AI for Emergency Management Leaders Executive Reference Guide https://www.convergesp.com/ai-executive-reference-guide Research: Harvard Business Review. (2026, March). Researchers asked LLMs for strategic advice. They got “trendslop” in return. https://hbr.org/2026/03/researchers-asked-llms-for-strategic-advice-they-got-trendslop-in-return Lee, E.H., Yin, Y., Jia, N. et al. Relying on AI at work reduces self-efficacy, ownership, and meaning while active collaboration mitigates the effects. Sci Rep (2026). https://doi.org/10.1038/s41598-026-42312-6 Snair, J. (2026, March 28). 10 questions (and 7 buzzwords) to ask any AI vendor before you sign. Preppr.ai On the Edge. https://preppr.ai/blog/10-questions-(and-7-buzzwords)-to-ask-any-ai-vendor-before-you-sign Tank, A. (2026, March 3). Why the next phase of ChatGPT will be specialized. Forbes. https://www.forbes.com/sites/aytekintank/2026/03/03/why-the-next-phase-of-chatgpt-will-be-specialized/

This episode features Tom Sivak, Chief Emergency Manager at EM1, where we discuss why artificial intelligence is no longer optional for the emergency management community — it's a matter of survival. We explore how underfunded, understaffed EM agencies can leverage AI as a force multiplier across strategic, operational, and tactical levels. Tom shares his vision of turning static emergency plans into living, role-based decision support tools, moving from project-based to program-based AI integration, and protecting decision-making from misinformation and AI hallucinations. The conversation underscores that while AI accelerates information synthesis and planning, humans remain firmly in control. Either we adopt and control the technology or it winds up controlling us. Time Stamps 2:20 — AI as a Force Multiplier: Why It's Survival, Not Just Innovation, for the One-Person EM Shop 9:21 — Hesitancy & Fear: "AI Will Take Our Jobs" vs. Humans Still Controlling the Levers 11:39 — From AI-Curious to AI-Enabled: Operationalizing AI on Blue-Sky and Gray-Sky Days 15:04 — "Plans Should Come to Us": Turning Static PDFs into Living Decision Support 22:39 — Velocity of Crisis & Information Overload: Protecting Decision-Making from Bad Inputs and Outputs About Tom Sivak is the Chief Emergency Manager at EM1, where he’s focused on putting AI to work for real-world preparedness, response, and operational planning. He previously served as FEMA Region 5 Administrator, leading federal emergency management support across the Great Lakes region—including dozens of tribal nations—and has also held senior local roles in Chicago and Cook County emergency management. Sivak is a certified emergency manager (CEM®) with a practitioner-first track record building capability, sharpening coordination, and pushing readiness that actually holds up under pressure. Links: https://em1.com https://www.linkedin.com/in/thomas-sivak-ms-cem/

This episode features Ashley Morris, EM Coordinator for Gillespie County and Fredericksburg, Texas, about using project management to stop the “whack-a-mole” cycle. She lays out how PM turns emergency management into disciplined, strategic execution across preparedness, response, recovery, and mitigation. What if your biggest preparedness upgrade isn’t a new plan—it’s running your EM program through effective project management? Morris breaks down how establishing priorities, project timelines, and follow-through create partners who actually show up and perform. From building force multipliers in a shop of one to using EMAP as the benchmark, rebooting CERT, testing a Business EOC, and preparing a tourism-driven community, she’s pushing a simple standard: less busywork, more guided and intended results—guided by mandates and leadership direction. Time Stamps 00:53 Introduction 01:31 Why Project Management Matters 03:36 Force Multipliers for Solo EM 05:54 Community Outreach Strategy 08:39 Defining the EM Role 12:03 Rebuilding CERT Volunteers 14:27 Tourism and Business Readiness 17:55 Bridging Government and Community 23:37 Engaging Fire EMS Police 25:06 Prioritizing the Project Portfolio About Ashley Morris, CEM, is the Emergency Management Coordinator (EMC) for Gillespie County, TX and the City of Fredericksburg. She is an emergency management professional dedicated to bridging meteorology and emergency management to strengthen community preparedness and real-time decision-making. With a multidisciplinary background spanning atmospheric science, natural hazards, GIS mapping, social media, and social vulnerability research, she is passionate about translating research into practical strategy that improves how agencies and communities anticipate, communicate, and respond to weather-driven threats. Grounded in the belief that “community is key,” Ashley prioritizes public outreach, trust-building, and two-way crisis communication—leveraging notification systems and social media to ensure information moves effectively from agency to resident and resident to agency. She earned her IAEM Certified Emergency Manager credential in 2022, the Maryland Professional Emergency Management (MDPEMP) credential in 2023, and graduated from the National Emergency Management Advanced Academy (NEMAA) in August 2023; she was also recognized on the 2021 IAEM Region III “40 Professionals Under 40” list. Active on the Maryland IMT and NCR IMT (Type III), she has led weather-focused initiatives including Weather-Ready Nation Ambassador efforts, StormReady, SKYWARN, and Virtual Operations Support Teams (VOST). Ashley is currently pursuing a Ph.D. in Emergency Management Administration at Oklahoma State University and holds an M.S. in Geography (Natural Hazards) from Texas Tech University, where her research examined social vulnerability and storm resource availability for tornado hazards in Lubbock, Texas.

What if the secret to better emergency collaboration isn't another FEMA course—but improv theater techniques? In this episode, Andrew Phelps, COO of AC Disaster Consulting, reveals why emergency management's biggest myth is that "collaboration just happens." Drawing from his unique background as a trained actor and emergency management leader, Andrew shares how principles from improvisational theater can transform how we work together during disasters. From the "Yes, And" principle to making your partners look brilliant, discover practical frameworks for breaking down barriers, building trust, and creating more effective emergency teams—on both blue sky and dark sky days. Time Stamps 0:50 - Guest Introduction 1:28 - Challenges in Emergency Management 4:46 - Andrew's Background in Theater 6:09 - Five Principles of Improv 11:37 - Overcoming Collaboration Barriers 13:31 - Cultural Shifts Needed 17:24 - Emergency Management Is Everybody's Job 20:10 - Supporting Collaborative Instincts 25:21 - Balancing Stakeholder Needs 28:16 - Managing Scope Creep 34:30 - Closing Thoughts About Andrew Phelps is the Chief Operating Officer with AC Disaster Consulting. Immediately prior to joining ACDC, Andrew served as the Director of the Oregon Department of Emergency Management where he oversaw the state’s comprehensive planning, training, exercise, and community engagement programs to reduce risk across the state and manage the consequences from emergencies and disasters. Andrew also served as the governor’s Homeland Security Advisor and the Governor’s Authorized Representative for nine federal disaster declarations. In 2022, Andrew led the creation of the state’s first cabinet-level Department of Emergency Management replacing the previous office of emergency management that had been a division of the Military Department. He has served as a firefighter, public information officer, planner, search and rescue technician, emergency operations center manager, emergency medical technician, and other roles throughout his career. Andrew is an honors graduate from John Jay College in New York City. He received his Master of Arts from the Naval Postgraduate School’s Center for Homeland Defense and Security in Monterey, California. His thesis, Play Well With Others: Improvisational Theater and Collaboration in the Homeland Security Environment was published in 2013. Andrew is also a graduate of the National Preparedness Leadership Initiative at Harvard University and the FEMA Vanguard crisis leadership program. He is currently serving a three-year term on FEMA’s National Advisory Council (NAC) where he leads the Climate Subcommittee. Sources: Phelps, A. J. (2013). Play well with others: Improvisational theater and collaboration in the homeland security environment. (Master's thesis/Paper). Naval Postgraduate School. https://apps.dtic.mil/sti/tr/pdf/ADA589546.pdf Andrew Phelps on LI https://www.linkedin.com/in/andrew-phelps-80264311/

This episode features Patrick Beckley, Director of Emergency Management for the Long Island Rail Road and former Suffolk County Fire, Rescue and Emergency Services commissioner and New York State Division of Homeland Security regional director, discussing disaster mental health as a core element of emergency management. Beckley shares his own journey toward better mental health. He talks about his heightened awareness of accumulated trauma among responders and underscores the importance of professional guidance and taking ownership of what is within one’s control. He explains why emergency managers often resist addressing mental health—due to “old school” expectations and a historic focus on victims—and argues that leaders must model vulnerability to build trust and improve retention. He identifies organizational warning signs such as rising cynicism, withdrawal, friction, and avoidance, and stresses that mental health should be integrated into operations and emergency plans—not treated as a post-incident add-on. Beckley highlights practical steps including preparedness training that reduces anxiety, personal “mental health go-kits,” structured rotations and decompression during major incidents like Hurricane Sandy, peer-support models, and accessible mental health services. His message: responders are not an infinite resource, and mental health must be addressed proactively and authentically. Time Stamps: 00:50 Meet Patrick Beckley: Emergency Management Leader & Why Mental Health Matters 01:42 The Hidden Psychological Toll of Emergency Management (and Retention Risk) 02:38 Personal Stories: Secondary Trauma, Panic Attacks, and Getting Help 06:05 Breaking the Stigma: Leading With Vulnerability in Emergency Services 16:30 Why Mental Health Can’t Be a Post-Disaster Footnote 17:22 Building a “Mental Health Go-Kit” for Disasters 19:35 Psychological First Aid in Operations + Peer Support & Canine Programs 23:54 Staffing, Rotations, and Decompression During Prolonged Incidents (Lessons from Sandy) 26:10 The Uncomfortable Truth: Panic Attacks, Coping, and Checking on People Who Go Dark 29:19 Resiliency Pack Examples + Final Takeaways: Don’t Ignore It 34:00 Wrap-Up and Thanks Documents/Files shared by our guest: https://drive.google.com/drive/folders/1-u_X3U6qG-4cdHS5mY_hA6hiT4CsL1Oz?usp=drive_link For those who may be seeking help, the Code Green Campaign® is a first responder oriented mental health advocacy and education organization: https://www.codegreencampaign.org/about-us/ Research: Patel SS, Guevara K, Hollar TL, DeVito RA, Erickson TB. Surveying mental health stressors of emergency management professionals: Factors in recruiting and retaining emergency managers in an era of disasters and pandemics. J Emerg Manag. 2023 Sep-Oct;21(5):375-384. doi: 10.5055/jem.0820. PMID: 37932942. https://pubmed.ncbi.nlm.nih.gov/37932942/ Deans C, Carter S. Evidenced Interventions Supporting the Psychological Wellbeing of Disaster Workers: A Rapid Literature Review. Int J Environ Res Public Health. 2025 Sep 19;22(9):1454. doi: 10.3390/ijerph22091454. PMID: 41007597; PMCID: PMC12470247. https://pmc.ncbi.nlm.nih.gov/articles/PMC12470247/#:~:text=Consequently%2C%20disaster%20response%20workers%20have,range%20of%20other%20psychosocial%20risks. Not on EMs but Emergency Mgt. Depts: White SC, Harris CH, Gopaul R, Smyth JM (2025) Stigma and barriers to seeking mental health care among emergency department providers – A mixed methods study. PLOS Mental Health 2(11): e0000489. https://doi.org/10.1371/journal.pmen.0000489

Effective Stakeholder Management & Leadership in Emergency Management Projects This podcast episode features Adam Suktkus, an instructor at the National Disaster and Emergency Management University and adjunct lecturer at the College of Emergency Preparedness Homeland Security, & Cybersecurity at the State University of New York at Albany. Adam discusses his extensive experience in emergency management, including his roles at CalOES and as a trainer with FEMA. The conversation covers key strategies for managing communication with stakeholders in high-pressure situations, handling schedule and budget constraints, effective leadership without direct authority, and dealing with power dynamics. Adam also shares insights on the importance of flexibility and resilience in a field characterized by complexity and uncertainty. 00:00 Introduction to Adam Sutkus 00:57 Effective Stakeholder Management in Emergency Projects 06:37 Strategies for Handling Power Dynamics 11:33 Navigating Project Challenges and Scope Creep 16:08 Leadership in Emergency Management 22:43 Preparing Future Emergency Managers 26:06 Conclusion and Final Thoughts About Adam Sutkus is NDEMU (EMI)/FEMA Instructor, and is also an Adjunct Lecturer, State University of NY at Albany, College of Emergency Preparedness Homeland Security, & Cybersecurity. He worked with both California State Office of Emergency Services (CalOES) and and the California State University system and five years with the federal government at U.S. EPA. In 2020 he retired from the State of California Specialized Training Unit (CSTU) as an Instructor/Trainer. https://www.linkedin.com/in/adam-sutkus-91032b6/ Sutkus, Adam, University at Albany, State University of New York. CALIFORNIA'S AREA CONTINGENCY PLANS: A SUCCESSFUL STATE/FEDERAL PARTNERSHIP, February 1995; International Oil Spill Conference Proceedings 1995(1):924-925 DOI:10.7901/2169-3358-1995-1-924

Business Continuity Insights with Erika Andresen: Lessons from Hurricane Helene In this episode, Erika Andresen, a recognized business continuity expert, discusses the critical importance of preparedness for businesses, sharing insights from her latest books and experiences, including the response to Hurricane Helene in Asheville, North Carolina. Key topics include the role of risk management, the limitations of relying solely on insurance, and practical steps for businesses to implement effective continuity planning. Erika also touches upon the psychological impacts of disasters, the importance of mental health in emergency management, and offers valuable advice for small and medium-sized enterprises to bolster their resilience. Timestamps 01:00 Introduction to Erika Andresen 02:03 Hurricane Helene's Impact on Asheville 06:01 Recovery Efforts in Asheville 08:56 Lessons Learned from Hurricane Helene 15:37 The Importance of Business Continuity 31:21 Erika's Final Thoughts About Erika Andresen, JD, CBCP, MPA, is a recognized expert and consultant in Business Continuity. She has nearly two decades of experience as a lawyer in both the corporate finance world and the military. Erika became a subject matter expert in national security and disaster preparedness and response while advising different commands including during high-risk situations while deployed in Afghanistan. Erika left active duty in 2020 and started EaaS Consulting, LLC, with the goal of keeping businesses in business. Erika is also a professor of emergency management for the MPA program at the University of Texas at El Paso. Erika is a widely quoted expert and has been featured in a variety of publications, including Forbes, ProPublica, and SUCCESS Magazine. She is a sought-after presenter and keynote speaker at conferences, addressed private events for Fortune 500 companies, and is an invited lecturer for both MIT's "Advanced Business Resiliency" and "Crisis Management and Business Resilience" courses. Her experience surviving Hurricane Helene in Asheville, NC, inspired her second book, When The Sh*t Hits The Fan: Business Survival Guide to Thrive, Grow and Keep Your Cash Flow After Disasters. Her first book, How to Not Kill Your Business: Grow Your Business in Any Environment, Navigate Volatility, and Successfully Recover When Things Go Wrong, has sold every month since it was released in September 2022. Erika is a fan of combining her Emergency Management background with Business Continuity to maximize impact for community resilience. She is also a 2x Amazon Best Seller, international podcast guest, recovering lawyer, and generally a hoot (so she’s told). Links Erika as a Service (EasS) Website https://www.eaasc.com/meet-erika Get Your FREE BC Worksheet https://www.eaasc.com/free-worksheet Books When The Sh*t Hits The Fan: Business Survival Guide to Thrive, Grow, and Keep Your Cash Flow After Disasters https://www.amazon.com/When-Sh-Hits-Fan-Disasters/dp/B0DZ2N43CS/ref=sr_1_3?dib=eyJ2IjoiMSJ9.JIIl0vHPnAUqzAgEQBqiSaC-4ohf9eCmiP8FTvXzFM3GjHj071QN20LucGBJIEps.PZwlDp_cFIJXaszJXrmySSqttfVkRNsca8cpRD6gV7Q&dib_tag=se&qid=1768432109&refinements=p_27%3AErika+Andresen&s=books&sr=1-3&text=Erika+Andresen How to Not Kill Your Business: Grow Your Business in Any Environment, Navigate Volatility, and Successfully Recover When Things Go Wrong https://www.amazon.com/How-Not-Kill-Your-Business/dp/199018538X/ref=sr_1_4?dib=eyJ2IjoiMSJ9.JIIl0vHPnAUqzAgEQBqiSaC-4ohf9eCmiP8FTvXzFM3GjHj071QN20LucGBJIEps.PZwlDp_cFIJXaszJXrmySSqttfVkRNsca8cpRD6gV7Q&dib_tag=se&qid=1768432109&refinements=p_27%3AErika+Andresen&s=books&sr=1-4&text=Erika+Andresen

Part 2 of my podcast with Michael Stone, President of the IFRC Alumni Association features a discussion on leadership and team dynamics within the context of emergency management and Red Cross principles. They reflect on effective leadership practices during their IFRC mission in Georgia (former Soviet Republic), and highlight key strategies such as monthly staff gatherings, fostering equality among international and national staff, and leveraging national staff talents. The conversation includes anecdotes about cultural integration, the importance of respect for national identity, and the value of collaborations with NGOs. Timestamps Introduction and Acknowledgements — 00:00 Diplomacy and Leadership Insights — 01:29 Reflections on Mission in Georgia — 01:51 National and International Staff Dynamics — 03:47 Cultural Integration and Team Building — 05:44 Challenges and Achievements in Georgia — 07:49 Leadership Anecdotes and Lessons — 12:30 About Michael: Michael Stone currently serves as the President of the IFRC Alumni Association, where he fosters a global network of former Red Cross and Red Crescent staff. A distinguished humanitarian specialist, he has spent decades managing complex emergency responses for refugees and internally displaced persons. Stone formerly served as the Head of International Operations for the British Red Cross, directing major relief efforts in conflict zones such as Afghanistan, Iraq, and the Balkans. He is perhaps best known for orchestrating and leading Princess Diana’s historic 1997 anti-landmine mission to Angola, a pivotal moment in the global campaign to ban landmines. His extensive career also includes senior leadership roles with the United Nations and various international NGOs. Listen to the first part of this interview in episode 21, where Michael presents the 12 Laws for Effective Emergency Management. For more information on the IFRC Alumni Association: https://www.ifrcalumni.org/

In part 1 of this insightful interview, Michael Stone, President of the IFRC Alumni Association, shares his extensive experience in humanitarian response and introduces his "Twelve Laws for Effective Emergency Response." Drawing from decades of fieldwork and leadership, Stone discusses the importance of understanding local contexts, ethical action, and the need for clear communication and teamwork in crisis situations. His practical wisdom and real-world anecdotes offer valuable lessons for emergency managers, humanitarian professionals, and anyone interested in effective leadership during times of crisis. Timestamps 00:00 – Introduction for Michael Stone, his background, and the purpose of the episode. 05:00 – Michael Stone’s Humanitarian Journey: Michael shares his career path, early experiences, and key lessons from international humanitarian work. THE TWELVE LAWS FOR EFFECTIVE EMERGENCY RESPONSE 1. THE LAW OF RELATIONS: Seek first to understand, then be understood. [14:32] Michael discusses the importance of humility and understanding local context before acting. 2. THE LAW OF SEEING: People see the world not as it is, but as they are. [18:28] Explores how personal biases and perspectives shape our understanding of situations. 3. THE LAW OF RESPONSIBILITY: At the heart of all our minds is love and fear. Examines the core motivators behind human behavior in crisis [20:24] 4. THE LAW OF LANGUAGE: The most important communication may have no words. Highlights nonverbal communication and its power in emergencies. [23:34] 5. THE LAW OF DOING GOOD: It is not enough to do good, good must be done well. Stresses the need for quality and effectiveness in humanitarian action. [26:14] 6. THE LAW OF QUANTITY: Less is more. Advocates for brevity and clarity in communication and reporting. [27:34] 7. THE LAW OF CAUSALITY: Everything is created by something before. Emphasizes the importance of understanding history and context. [31:06] 8. THE LAW OF REALITY 1: Everything is about something else. Encourages looking beyond surface issues to underlying causes. [34:22] 9. THE LAW OF REALITY 2: The act of observation alters what is seen. Discusses how the presence of outsiders can change local dynamics and responses. [37:19] 10. THE LAW OF UNINTENDED CONSEQUENCES: Any action has results that are not part of the actor’s intention. Warns of unexpected outcomes in humanitarian interventions. [44:14] 11. THINKING: The thinking which created the problem cannot be used to solve it. Calls for new approaches and perspectives to solve persistent problems. [47:28] 12. ENDS: Bad means are not justified by good ends. Affirms the importance of ethical action, even in pursuit of noble goals. [49:14] 52:00 – Reflections and Closing: Michael reflects on teamwork, leadership, and the importance of learning from experience. I provide a preview of Part 2: Leadership insights, cultural integration, and more. About Michael: Michael Stone currently serves as the President of the IFRC Alumni Association, where he fosters a global network of former Red Cross and Red Crescent staff. A distinguished humanitarian specialist, he has spent decades managing complex emergency responses for refugees and internally displaced persons. Stone formerly served as the Head of International Operations for the British Red Cross, directing major relief efforts in conflict zones such as Afghanistan, Iraq, and the Balkans. He is perhaps best known for orchestrating and leading Princess Diana’s historic 1997 anti-landmine mission to Angola, a pivotal moment in the global campaign to ban landmines. His extensive career also includes senior leadership roles with the United Nations and various international NGOs. Listen to the second part of this interview in episode 22, where we discus effective emergency leadership/teamwork. the IFRC Georgia mission, equity, respect, and UN and NGO collaboration. For more information on the IFRC Alumni Association: https://www.ifrcalumni.org/

The principal focus of our discussion centers around the critical importance of risk management as a foundational element in emergency management and business continuity planning. We delve into the transformative leadership experiences during crises, particularly during the COVID-19 pandemic, as exemplified by our guest, Andrea Davis, who has extensive experience in both corporate and governmental sectors. Throughout our conversation, we explore the necessity of collaboration between various departments, emphasizing the need to dismantle silos within organizations to enhance resilience. Andrea shares her insights on practical strategies that have proven effective in implementing emergency management initiatives, drawing from her tenure at notable corporations such as Walmart and Disney. Ultimately, our dialogue underscores the imperative of proactive planning and cohesive teamwork to navigate the complexities of modern emergencies effectively. Takeaways: The significance of leadership during crises is amplified by hands-on involvement and genuine concern for employees' welfare. Effective emergency management necessitates collaboration between risk management and crisis planning departments to ensure comprehensive preparedness. In times of uncertainty, organizations must prioritize risk assessment as a foundational step to safeguard their operations and resources. Successful crisis response relies heavily on proactive planning and the establishment of well-structured task forces to address unforeseen challenges. Companies mentioned in this episode: Walmart Disney Pinnacle Performance Management Resiliency Initiative ABC ESPN About Andrea: Andrea Davis is President and CEO of The Resiliency Initiative, a Women-Owned Small Business, founded to support whole-community preparedness and recovery. Davis is a leading emergency management expert known for uniting public and private sectors to improve disaster risk reduction. She has held leadership roles with Fortune 500 companies, the U.S. government, and major NGOs, consistently advancing global initiatives that emphasize risk-informed decisions and inclusive community engagement. At FEMA’s Hurricane Katrina Recovery Office, she oversaw media, intergovernmental, and congressional operations for a $25 billion recovery effort, helping restore FEMA’s reputation through innovative outreach, credited with transforming public perception. In the private sector, she led global crisis management programs for multinational corporations, designing emergency trainings, mass notification systems, and employee preparedness initiatives. Davis is deeply committed to volunteer service and chairs the boards of the California Resiliency Alliance and the Northwest Arkansas Red Cross and serves on advisory boards for I-DIEM and the Dr. Lucy Jones Foundation, including past leadership roles at the American Red Cross and Save the Children. As a highly decorated leader, Davis has been recognized as a top inspiring CEO, the inaugural Emergency Manager of the Year, and an inductee into the Women’s Hall of Fame for Emergency Management. Her expertise includes crisis strategic planning, brand management, and continuity of operations. For more information on the Resiliency Initiative , see: https://www.theresiliencyinitiative.com/

In episode 19 of Riding the Wave- PM4EM, my guest was Thomas Croall. We spoke about organizational and operation resilience, how corporations are addressing increasing risk factors in the post pandemic world, and how emergency management and business continuity are integrated into Enterprise Risk Management. A longer bio is given below and contact info and links below that: Thomas is a Resilience, Crisis, Continuity, Risk & Governance Expert. His broad experience extends across all areas of strategic, tactical and operational crisis management and continuity planning. He has worked in the public sector and blue-chip organisations. Thomas was responsible for establishing an ISO 22301 certified business continuity capability for National Savings & Investments and Aegon's life protection business. In his previous roles, Thomas developed and led the business continuity and crisis management programmes for both Manchester City Council and HSBC Insurance Europe. In 2012 Thomas worked in the London Operation Centre (LOC) as Duty Supervisor for the London Resilience Team on the London 2012 Olympics. Most recently, Thomas co-authored “Rail Resilience Review” – a resilience-based assessments/gap analysis of integrated emergency management capability across all UK rail infrastructure and train operating companies. He designed the Rail Resilience Programme plan leading to a Department of Transport funded 3-year programme of cross-industry improvements.​ Thomas has dealt with many major incidents having led the contingency planning to events such as national and regional electoral counts, major protests, and incidents such as computer viruses, H1N1 flu, severe winter weather and security threats. He is a former UK delegation principle expert at the ISO TC223 Societal Security Technical Committee where he was a contributing author to 'ISO 22325:2016 Emergency management - Guidelines for capability assessment' and 'ISO 22322:2015 Emergency management - Guidelines for public warning'. He has previously chaired Scottish Continuity and Emergency Planning Society Business Continuity Working Group and is a founding member of the City Security and Resilience Networks Advisory Council. Thomas developed the 'Business Continuity for Dummies' concept and brought together the project team that have produced the innovative Government endorsed book. In 2011 Thomas was highly commended as CIR ‘Public Sector Continuity Manager of the Year’. Thomas holds his Global Executive MBA, is a Member of the Emergency Planning Society, an Associate Member of the Business Continuity Institute and is a Specialist Member of the Institute of Risk Management. A longer version of this interview may be found on our YouTube channel: https://youtu.be/5kpTctiuAlM Contact and links: https://www.linkedin.com/in/thomascroall/ Thomas' thought provoking article on Fairweather Business Models https://www.linkedin.com/pulse/fair-weather-business-models-wont-stand-up-against-charging-croall?utm_source=share&utm_medium=member_android&utm_campaign=share_via Rail Resilience Project (RRP) Emergency Management Review: Findings and Recommendations Report https://www.raildeliverygroup.com/media-centre-docman/12968-rail-resilience-project-report-final-version/file.html UK Civil Continencies Act: https://www.legislation.gov.uk/ukpga/2004/36/contents Chesterton's Fence: https://fs.blog/chestertons-fence/ RIMS Enterprise Risk Management: https://www.rims.org/community/global-professionals/rims-in-india/enterprise-risk-management Find out more about our PM4EM workshop: https://www.pinnacleperformancemanagement.com/planning-workshop Find out more about the book Riding the Wave-PM4EM: http://www.pm4em.com/