Rick Rescorla was the head of security at Morgan Stanley in the World Trade Center. After becoming concerned about the buildings being targets for terrorist attacks, he implemented rigorous evacuation drills for employees. On 9/11, when the attacks occurred, Rescorla immediately began evacuating employees using his bullhorn and calm demeanor. As a result, over 2,600 Morgan Stanley employees escaped the collapsing towers safely, though Rescorla himself did not survive. The document outlines leadership lessons that can be drawn from Rescorla's actions in crisis situations, such as maintaining optimism, looking for opportunities, and conditioning employees through preparation and drills.
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The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Personalities of Leaders" and will show you how leadership style is determined by the personalities of leaders.
The tragedies of 911 marked a turning point in the perception o.docxwsusan1
The tragedies of 9/11 marked a turning point in the perception of the word “crisis,” especially to people in the United States who had never experienced such an attack on their own soil. The attacks were also a turning point in the perceptions of crisis management and crisis communications.
A crisis management/communications plan saved the lives of numerous people in the World Trade Center (WTC) on that fateful day. Rick Rescola was head of security for Morgan Stanley, which occupied 40 floors in one of the WTC towers. After the 1993 terrorist attack on the WTC, Rescola formed a crisis management team to try to avert an attack or to help employees survive another attack. The team members were in agreement that another attack would occur, and that it would probably occur at the WTC because of the symbolism of the towers being the tallest in the United States.
Team Rescola, as it was called, determined that the next attack would not be a ground attack, because the garage was protected after the 1993 incident. They even took a test flight around the buildings and predicted the attack would be by air.
Crisis communications was necessary to convince employees and managers that preparations needed to be made and that training for evacuation was necessary, and to explain how it would be done. Subsequently, there were drills. Rescola had lighting put in the stairways, and every person knew where the stairways were.
When the planes struck, WTC security advised all persons that it was safer to stay in the building. Rescola and his team began to evacuate employees. A glitch occurred in that one of the stairways was blocked by debris. Visibility was hampered either by smoke or darkness or both. Survivors and some of Rescola’s team members, consultants who were not in the building at the time, told the History Channel that team Rescola went to each floor and yelled, “Is anyone here?” If so, they led them out by alternate stairways. They say the team saved 95 percent of the total number of Morgan Stanley employees.
However, there was not enough time for them to reach every floor. Rescola and some of his team members died when the buildings collapsed. His wife said, when she saw the buildings go down on television, she knew her husband was there still trying to get everyone out.
Questions
1. Consider the Rescola story, what should offices in skyscrapers and large buildings do other than plan for evacuations?
2. Imagine the employees who objected to the training: what would be persuasive messages to them?
3. The 1993 attack was considered a prodrome by Rescola. Why didn't others see it?
4. In a crisis situation, using the image restoration theory, how could an organization determine which publics should receive which messages? Why would you send different messages to different publics?
Must be at least 250 words supported by at least two references
.
Transition Words for Essays with Examples Englishan. Transition Statements For Persuasive Essays For High School. Transition Definition and Useful Examples of Transitions in Writing .... 004 Essay Example Transition Words In College Essays Thatsnotus. Mrs. Ormans Classroom: Common Core Tips: Using Transitional Words in .... 013 Transition Words And Phrases 274134 Essay Thatsnotus. 005 Good Transitions For Essays Essay Example Transition Words .... Transitions and Transitional Devices - Using transitions allows readers .... Transition Words for Essays: Great List amp; Useful Tips 7ESL. 007 Essay Example Transitional Words For An Argumentative Recommended .... 010 Good Essay Transitions Thatsnotus. List of Transitional Words for Writing Essays Word Processor Essays. 021 Essay Example Slide1 Transitions For Thatsnotus. transitions Transition words for essays, Transition words, Good essay. 025 List Of Transition Words For Writing 731722 Essay Example In .... Transition Words and Definitions, Transition Words For Essays - English .... 008 Good Transition Words For An Essay Example Phrases Essays .... Conclusion Transitions For Essays Progressive Smart Quiz. 016 Essay Example Transitionalphrases Transition Words And Phrases For .... Transition Words and Phrases: Useful List amp; Examples - Beauty of the world. List Of Transition Words And Phrases For Essays: Essay Transition Words .... Ultimate Guide To Starter Sentences for Essays. 001 Good Essay Transitions Thatsnotus. How to Write an Essay Introduction with Sample Intros. 008 Transitions Essays Good Essay Revising And Editing Transition Words .... 002 Essay Example Transition Words For Essays Thatsnotus. Admission Essay: Good transitions for an essay. Narrative Essay: Transition paragraph in cause and effect essay. 008 Transitions For Essays Essay Example Transition Words Thatsnotus. Marvelous Transition Words For Argumentative Essays Thatsnotus. How to Write an Essay: Transitions with Worksheet. 016 Essay Example Transitions 008066186 1 Thatsnotus. 023 Good Essay Transitions Example Awesome Collection Of Transition .... 022 Transitional Words And Phrases Help An Essay To Flow More Smoothly ... Transitions Essays Transitions Essays
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Personalities of Leaders" and will show you how leadership style is determined by the personalities of leaders.
The tragedies of 911 marked a turning point in the perception o.docxwsusan1
The tragedies of 9/11 marked a turning point in the perception of the word “crisis,” especially to people in the United States who had never experienced such an attack on their own soil. The attacks were also a turning point in the perceptions of crisis management and crisis communications.
A crisis management/communications plan saved the lives of numerous people in the World Trade Center (WTC) on that fateful day. Rick Rescola was head of security for Morgan Stanley, which occupied 40 floors in one of the WTC towers. After the 1993 terrorist attack on the WTC, Rescola formed a crisis management team to try to avert an attack or to help employees survive another attack. The team members were in agreement that another attack would occur, and that it would probably occur at the WTC because of the symbolism of the towers being the tallest in the United States.
Team Rescola, as it was called, determined that the next attack would not be a ground attack, because the garage was protected after the 1993 incident. They even took a test flight around the buildings and predicted the attack would be by air.
Crisis communications was necessary to convince employees and managers that preparations needed to be made and that training for evacuation was necessary, and to explain how it would be done. Subsequently, there were drills. Rescola had lighting put in the stairways, and every person knew where the stairways were.
When the planes struck, WTC security advised all persons that it was safer to stay in the building. Rescola and his team began to evacuate employees. A glitch occurred in that one of the stairways was blocked by debris. Visibility was hampered either by smoke or darkness or both. Survivors and some of Rescola’s team members, consultants who were not in the building at the time, told the History Channel that team Rescola went to each floor and yelled, “Is anyone here?” If so, they led them out by alternate stairways. They say the team saved 95 percent of the total number of Morgan Stanley employees.
However, there was not enough time for them to reach every floor. Rescola and some of his team members died when the buildings collapsed. His wife said, when she saw the buildings go down on television, she knew her husband was there still trying to get everyone out.
Questions
1. Consider the Rescola story, what should offices in skyscrapers and large buildings do other than plan for evacuations?
2. Imagine the employees who objected to the training: what would be persuasive messages to them?
3. The 1993 attack was considered a prodrome by Rescola. Why didn't others see it?
4. In a crisis situation, using the image restoration theory, how could an organization determine which publics should receive which messages? Why would you send different messages to different publics?
Must be at least 250 words supported by at least two references
.
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A Lesson In Leadership
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www.Rockland-Group.com
A Lesson in Leadership
Well, no matter how you look at it we sure seem
to be in an economic crisis. A crisis of any type is
a very interesting event. I have spent quite a bit of
time researching and analyzing how people react
in a crisis situation and how it relates to
leadership. This analysis has ranged from plane
crashes, fires, and the collapse of the World
Trade Towers on 9/11. Do you know how most
people react during situations like these? For
those of you who are lucky enough not to have
lived through a traumatic event like this you may
be surprised by the answer. No, most people do
not run around in a chaotic manner screaming.
Most people do NOTHING. That's right,
NOTHING. One of the human bodies most
powerful primitive defense mechanisms during
extreme stress is to shut down. It is called denial.
Essentially your mind and body are overwhelmed
with information that they are not used to
receiving and they go into an immediate state of
denial that the situation is real. This primitive
defense mechanism is responsible for many of
the preventable deaths in the modern world. That
is why stewardesses on commercial airlines are
trained to immediately SHOUT commands at
traumatized passengers in the event of a crisis
event to shock them out of this defense
mechanism and get them moving out of the
plane.
One of the most dramatic examples of leadership
under crisis conditions was demonstrated by Rick
Rescorla, a combat Marine veteran of the Battle
of la Drang Valley, Viet Nam in 1965 and
portrayed in the book and movie We Were
Soldiers Once, and Young. Rescorla is pictured
as a young man on the front cover of the book.
The Battle of la Drang Valley on November 14,
1965 was the first use of helicopters in Viet Nam
to drop US troops deep into enemy territory and
retrieve them after completing their mission. In la
Drang the Marines were unknowingly dropped
into an area heavily occupied by North
Vietnamese troops. Due to heroic and superior
leadership on the ground, in large part by Second
Lieutenant Rick Rescorla, the Marines forced the
retreat of the much larger enemy forces and were
evacuated. Many of Rick Rescorla's comrades
credit his leadership with giving them the ability to
save their lives. So what exactly do leaders like
Rick Rescorla do? Read on.
In 1985 Rick took the job as vice president of
corporate security for Morgan Stanley Dean
Witter at their offices in the World Trade Center in
New York. At the time Morgan Stanley had
approximately 3,000 employees occupying
twenty-two floors of World Trade Tower 2. After
the 1988 bombing of Pan Am flight 103 over
Lockerbie, Scotland, Rescorla worried about a
terrorist attack on the Trade Center. After further
investigation confirmed his concerns that the
Trade Towers in New York would be a prime
terrorist target, he immediately began to formulate
a security and evacuation plan for Morgan
Stanley employees in the event of such an attack.
However, by 1990 many in The Port Authority
thought he was overreacting and refused to
commit the resources required to implement his
recommended procedures throughout the
buildings. Three years later in 1993, a truck load
of explosives was driven into the parking garage
of the World Trade Center and detonated.
After the 1993 bombing Rick had the credibility he
needed. He immediately began implementing
evacuation procedures and drilling Morgan
Stanley employees on executing them. He
remembered how long it had taken his people to
leave the Trade Towers in 1993. He knew
because he was the last one out as he followed
the stragglers, the procrastinators, the slow, and
the disabled. Rick ran Morgan Stanley employees
through periodic fire drills where everyone would
have to meet in the hallways and file into the
stairwells and actually go down to ground level so
they would understand the experience and he
could time them. He did this because he was
keenly aware of human behavior in emergency
November 2008
A Lesson in Leadership
2. situations and how many people would
immediately go into the denial phase and
dangerously slow the whole process.
The radicalism of Rescorla's drills was stark.
Morgan Stanley was an investment bank.
Millionaire, high-performance bankers on the
seventy-third floor did not enjoy or appreciate the
evacuation regimen. Rescorla didn't care. He
knew through his military training a simple rule of
human nature; the best way to get the brain to
perform under extreme stress is to repeatedly run
it through rehearsals beforehand. They called it
the rule of Seven P's: Proper prior planning and
preparation prevents poor performance.
On the morning of September 11, 2001, Rescorla
heard an explosion and saw Tower 1 burning
from his office window. A Port Authority official
came over the public address system and urged
everyone to stay at their desks and await further
instructions. But Rick Rescorla immediately
grabbed his bullhorn, his walkie-talkie, and his
cell phone and began systematically ordering
Morgan Stanley employees to get out now. They
already knew what to do because of the
continuous fire drills he had run over the years.
Even visitors to Morgan Stanley were immediately
advised and trained in the evacuation procedure.
As Rick stood directing people down the stairwell
on the forty-fourth floor the second plane hit
Tower 2. The building shook violently. As a way
of calming and focusing the Morgan employees
Rick Rescorla began singing Cornish (English)
songs from his youth through the bullhorn into the
stairwell. "Men of Cornwall stand ye steady; It
cannot be ever said ye for the battle were not
ready; Stand never yield!" In addition, he began
shouting to the traumatized employees that
"today is a great day to be an American" and that
"tomorrow the whole world will be talking about
you." When the last of the Morgan Stanley
employees cleared the lower stairwell and ran out
the front door, Rick turned around and headed
back up to check for any others who had not left
their offices. Tower 2 collapsed shortly thereafter.
November 2008
A Lesson in Leadership
Of the twenty-two floors of Morgan Stanley
employees in World Trade Tower 2, 2,694
escaped safely and six didn't, including Rick
Rescorla and four of his security officers. Morgan
Stanley had one of the highest corporate survival
rates in either tower.
Although it may seem trivial to put a business
context on this story there are some very valuable
leadership lessons here. So what leadership
qualities did Rick Rescorla exhibit in a crisis
situation that you can utilize in today's challenging
times?
*** Always look at events with a historical
perspective. Seek to identify patterns and trends
to get a better understanding of what may be
coming. After the Lockerbie bombing Rick
stepped back and looked at the larger picture and
trends. It was this insight that drove him to
prepare for 9/11. Ask yourself, was this recession
really that much of a surprise? Should it have
been? Were there signs of this crisis building?
*** Don't panic. Step back, take a deep breath,
and analyze the environment. Seek objective
input and advice. Validate your assumptions
before moving. Your company will not survive
many wrong moves. People followed Rick as a
leader both in Viet Nam and at Morgan Stanley
because he was always cool and confident when
most others were not. How would you feel if the
pilot on your flight announced on the intercom in a
panicked voice that there was a problem with the
plane?
*** Condition yourself and your employees. There
will always be downturn economies. The time to
plan for them is not when they happen. Formulate
a plan for challenging times as part of your annual
strategic plan. Then communicate this to all
employees. Then when the downturn comes,
concentrate on its execution. This will keep your
employees focused and productive. They will also
not be surprised.
3. *** Lead. In times of crisis your employees look to
you for leadership and direction. It is your
responsibility not to let them slip into denial. Your
company will lose valuable amounts of
productivity that it cannot afford. Look around at
how your employees are behaving. People with
real leadership potential thrive in times like this.
Identify and mentor your emerging leaders. By
the way, slashing costs and hunkering down is
not leadership, it is tactical management. Tactical
managers are a dime a dozen and employees
and customers are not inspired by them. The
result of this type of management can often be
the beginning of a death spiral for the company.
Leaders are rare and looked up to during crises.
They often identify or create new markets.
*** Exhibit optimism in the face of adversity. Many
of Rick Rescorla's comrades in Viet Nam
recounted their fear of sitting alone in the night
and fearing the worst. Rick continually made the
rounds sitting with each one and telling them that
they were going to make history tonight by driving
back the enemy. As one of his comrades said,
"Rick's enthusiasm was contagious. I felt myself
sitting up straighter and I started to believe he
was right". Do you make the rounds? What are
you saying to your employees and customers?
*** Look for opportunities. Challenging times like
this always create new opportunities. Your
competitors may be in denial. Move while they
are paralyzed. Many market segments will
undergo a fundamental shift over the next 3 to 6
months. Identify emerging market opportunities
and be ready to capitalize when the economy
recovers.
*** Keep your eye on the horizon. While your
employees are busy executing do not keep your
head down. Look at the horizon to spot emerging
trends or changing environments. There is a lag
time between identification and execution. In
order to synchronize your strategy you need to be
looking out 3 to 12 months ahead of your team.
Copyright 2006 - 2008 The Rockland Group, Inc.
All rights reserved. Reproduction without
permission prohibited.
November 2008
A Lesson in Leadership