Years before I worked in the world of restoration and learning and development, I was an emergency manager for a metropolitan healthcare system. I often joked that I was a “paid, professional worrier”. In some ways that was true, as I spent a large amount of my time preparing my teams, our organization, and countless students at FEMA’s Center for Domestic Preparedness for sometimes unlikely, but still plausible emergency and disaster events. I helped leaders and response teams navigate a variety of incidents that did occur over the years. Some big, some small, and some that I’ll never forget.
As my career has shifted, I still draw on many of the lessons I learned and tools I used managing teams through chaos and disorder. Restoration, of course, is not immune to being directly impacted by emergencies.
One key tool is the “Incident Command System” or ICS (because we love acronyms). The Incident Command System has long been a cornerstone in emergency management, born out of the need for a command system during wildfires, it has been an excellent (yet often underutilized tool) providing a structured framework for effective and coordinated response to incidents. What many people do not realize is that the principles of ICS can be seamlessly applied to corporate leadership, enhancing organizational resilience and capabilities not only in crisis situations, but in everyday applications to help businesses and teams perform more effectively.
Five Key Elements of ICS
I will get to a real-world example in a moment, but first, here are five key points on how to apply the Incident Command System to leadership, whether in your organization or with your own teams:
- Chain of Command and Unity of Command: Just as in emergency response situations, leaders must establish a clear chain of command. This involves defining roles, responsibilities, and reporting structures to ensure that every team member knows their position, what they are expected to do, when they are to do it, how they are to do it, and to whom they report. Unity of command ensures that each employee receives directives from only one supervisor, reducing confusion and streamlining communication.
- Incident Management Teams: In the corporate world, creating an Incident Management Team is basically forming a strategic leadership group. The team is responsible for defining problems, proposing solutions (sometimes implementing them), resource allocation, and overall coordination during crisis or (more commonly) major projects. By assembling a diverse team with representatives from various departments, companies can leverage a wide range of expertise to address challenges comprehensively. This helps break down the often dreaded “silos”.
- Common Operating Picture: A critical component of ICS is the development of a Common Operating Picture, which is simply having a shared understanding of the current situation among all team members. In a corporate setting, this involves ensuring that everyone, from top executives to front-line employees, is aware of the organization’s goals, challenges, and strategies. Open and transparent communication is key to maintaining a unified vision and fostering collaboration. What is our mission? What is the “why”? These are questions that are easily answered if the organization shares a common operating picture.
- Resource Management: Resource management is a fundamental aspect of ICS, and it holds equal importance in corporate leadership. This involves identifying and allocating resources efficiently to meet organizational objectives. Leaders should assess the skills and strengths of their team members, allocate tasks accordingly, and ensure that resources, both human and material, are utilized optimally. This approach enhances adaptability and responsiveness in the face of challenges. A critical thing to remember is that people are your most precious and quickly depleting resource, utilize and care for them well.
- Communication: A key concept of ICS (and emergency management in general) is very strong communication systems and practices. Corporate leaders can benefit from adopting this principle by ensuring that communication channels are well-defined, accessible, and adaptable. In times of crisis or rapid change, having a reliable communication system helps disseminate information quickly and ensures that every team member is informed. Regular updates and feedback mechanisms contribute to a more agile and responsive organization. You can rarely communicate enough. Communicate early, often, and in multiple formats to ensure the message is not just broadcasted but received and understood.
Real-World Use
I mentioned previously that I have seen these principles work, often without people even knowing they are actively applying them. In the spirit of “show me how this can work!”, I’ll share a story of my first introduction to a larger event when I moved to the world of restoration.
It was October 2019, and we were on the first night of our annual company fishing trip. A nasty storm rolled through Arkansas and into Memphis, producing a tornado that did some extensive damage across a couple areas of the city. We ended up getting called out to stabilize conditions at a multi-family location that had extensive damage. Fishing trip is over; time to go to work. As we began to arrive, it was clear that it was an all hands on deck type project. Here is where I want to show you how the principles work. During the response to this event, I saw leaders, both in title and in action, rise to the occasion. Teams were established quickly, and expectations were set on who was going to manage what and who (Chain of Command/Unity of Command and Incident Management Teams). This provided a solid foundation to managing the complexity of the work to be done.
The complexity of the event, combined with the need for large amounts of labor and resources, was the perfect opportunity for a huge mess. However, it didn’t end up that way. Teams were assembled, updates were provided, safety briefings conducted, and the mission and expectations were laid out to the group (Common Operating Picture). Resources were gathered, sometimes randomly as even the new Director of Training was sent to “buy all the tarps you can find”, but we got it done together (Resource Management). Storage and security of our materials became an additional project to manage.
Lastly, communication was not something that could be taken for granted. Within about 24 hours there were not only the internal teams, vendors, and subcontractors that needed to be kept in the loop, but external stakeholders as well. Property managers, local emergency management, and even the media were involved and wanted information. Identifying who needed to be communicated with, what they wanted to know, and when they wanted it became critical. At times, the push-pull for information was overwhelming, but we made it work. This event is just one example of where I have seen these principles implemented and performed. Not because we used the terminology specifically, but because the team came together around a common mission, understood what was expected of them, managed their teams, resources, and tasks, and utilized effective communication.
Applying ICS principles to leadership and event management offers a systematic and proven approach to managing complex, dynamic situations. By embracing the principles of ICS, you as leaders can enhance your ability to respond to challenges, improve communication, and foster a culture of collaboration and adaptability. As the business landscape continues to evolve, crisis and uncertainty becomes more commonplace, and distractions occur by the minute, incorporating these key points can help empower you and your employees to navigate uncertainties with confidence and resilience.
Chuck Lane
Chuck Lane currently serves as the Vice President of Learning and Development for BluSky Restoration, providing strategic direction and oversight of the company’s employee development and education initiatives. He has spent the last 16 years of his career in the fields of restoration, healthcare, and emergency management and continues to serve as an instructor for FEMA’s Center for Domestic Preparedness, where he stays involved as a subject matter expert and facilitator for first responders across the nation. Chuck also serves as an education committee member for the Restoration Industry Association (RIA). He currently holds a BA in Emergency Management from Waldorf University and an MS in Organizational Leadership from Columbia Southern University, as well as multiple designations from the IICRC, and the Certified Emergency Manager (CEM) designation from the International Association of Emergency Managers.
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