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Social media can be both a friend and a foe during a crisis, and identifying the line between them is harder than it sounds, says Shane Henry, CEO and Founder of Reconnaissance Group

Can you give an overview of what the Reconnaissance Group is?

At Reconnaissance, we specialize in the provision of security risk management services and organisational resilience consultancy. Our headquarters are in Dublin, but we have operated globally since 2006, successfully building a workforce of 1,600 people across multiple and diverse markets such as Ireland, the US and Haiti, in addition to providing project consultancy across Central America and the Pacific Islands. Given the geographical spread of our business and each markets unique specific requirements, we have been fortunate enough to build an incredibly strong and well-experienced team focused on protecting our clients people, assets and brand.

How did the idea for the Reconnaissance Group come about?

As a Non-Commissioned Officer (NCO) deployed overseas with the Irish Defence Forces, I began part-time studies in security risk management. This sparked a deep interest in risk and how it shapes our world on practically every level. In 2006 I decided to finish my military career and move forward with forming a company in the security sector and have since worked and consulted in over 30 countries personally. From an academic perspective, over the years I would go on to complete a Diploma in Business Continuity and a Master of Science in Organisational Resilience. More importantly, I have been extremely fortunate in building a fantastic team within the business, that comes from a wide array of backgrounds and experiences with a sharp collective focus on our clients needs. Something I take great pride in is our focus on professional development, in addition to obvious job-specific training, we also run educational support programmes for our team to take up third level education, whether it be degree or master level studies.

For you, what does crisis management mean?

In traditional terms, crisis will often mean a level of disruption to normal business operations, and as such it follows crisis management is the attempt to limit this disruption. However, putting aside best practices or international standards I think crisis and the management of crisis can be a subjective issue, and this can present challenges for organisations as a crisis evolves. It is clear that right now, organisations in every sector are operating in the most complex and dynamic business environment we have ever seen. A case in point is the speed at which we communicate, which can act as a great enabler for crisis management while equally being an Achilles heel in crisis response. I think good crisis management is the organisations desire and willingness to protect all stakeholders, whether they be employees, customers, shareholders or local communities. I have been fortunate enough to see how this stakeholder approach can deliver better results over the medium to long term as opposed to focusing solely on the immediate financial implications of the crisis.

What role does the Reconnaissance group play in advising clients on crisis management?

Our role can vary quite a lot from client to client and indeed across our markets. For example, we have a strong footprint across the Caribbean and each of the past 5 years has seen us deploy support teams in the aftermath of hurricanes. These teams will often focus on security and logistics, but also work in a support and consultative capacity to our clients local leadership. The role leaders play during a crisis can be a lonely existence and they are often not provided the leeway that other people in the organisation are given. We provide that independent view and support to leaders that are in the middle of trenches. In contrast, we consult a lot in organisational resilience in the US, allowing us to guide organisations in creating a more sustainable approach to managing crises. From the perspective of organisational resilience we accept that crisis will occur, so instead focus on creating a culture within the organisation that can adapt quickly and look to thrive as the crisis presents opportunities.

In your opinion, what are the current challenges facing your clients today?

Again I would suggest this differs across our markets. For example, in Ireland, GDPR is still a significant discussion point as organisations grapple with their data management, all while climate change is clearly impacting regions such as the Caribbean. In the US, the political scene over the past decade certainly is a hot topic and one that will intensify as we draw closer to mid-term elections in November. Looking to the future, I feel the two key challenges facing us are the fallout from geopolitics as global power evolves and the colossal challenges facing society from the climate crisis.

How does Reconnaissance Group work with clients to develop their crisis management strategies?

The ideal scenario is actually working with clients prior to any crisis with a view to developing their organisational resilience. From this perspective we will help our clients develop resilient cultural traits while focusing on developing processes within four key areas; preparedness, responsiveness, adaptability and learning.

Are there are any previous crises that you still reference today when developing risk and crisis management strategies?

Perhaps the most significant crisis we faced as a business, and as an employer, was the 2010 earthquake in Haiti. It was a very complex response for us, as we had to continue providing our security and logistics services to our clients in Haiti, who were all in crisis mode themselves, while equally dealing with the crisis as it unfolded for our people. The stakeholder-focused response adopted by our clients certainly proved itself in the years after, and forms the basis of how we view crisis management to this day.

What roles does social media play in crisis management for your clients?

I think social media can be a friend and a foe during a crisis, and often not equally balanced between either. Having a clear crisis communication strategy is critical from the outset and I would argue that developing a mechanism for having one version of the truth should be a top priority. Organisations will live or die based on how they communicate during a crisis so preplanning this activity and keeping a very watchful eye on it is crucial. Crisis communication is an expertise in itself and should be recognised and invested in as such.

What impact does crisis and risk management have on the wider industry?

The reality is crisis impacts every industry, case in point is the ongoing supply chain issues as an outcome of the pandemic, likewise, the escalation of the current Ukrainian crisis will likely see Russia subject to heavy sanctions at the least.

How does Reconnaissance Group help clients overcome unforeseen crises?

Again, our focus is on developing resilience within the organisation. The more resilient an organisation can become the more likely it is to adapt during the crisis whilst being able to quickly innovate post-crisis. If we are brought in during the crisis we focus on supporting people. In our experience supporting people is critical to successfully navigating a crisis. Quite often, this support is focused on supporting the leadership team to act as a reality or navigation check as they develop the decisions within the response activities.

Shane Henry is CEO and Founder of Reconnaissance Group. To learn more, visit http://www.reconnaissancegroup.com.

About Reconnaissance Group

Reconnaissance Group is a global risk management company that provides specialized security and business continuity services, uniquely designed to suit individual company requirements. The team originates from highly trained and diverse military, police, security, legal and business backgrounds, to provide a wealth of experience and qualifications across all areas. The organisation provides expert specialised security services to a portfolio of global clients including the Marriott Hotel Group, the Andrew Grene Foundation in Haiti, and many more. Established in 2006 by Irishman Shane Henry, the company comprises 1,000 5,000 employees across Ireland, Haiti and the United States. For more information please visit http://www.reconnaissancegroup.com

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Risk Management: A balanced approach - Global Banking And Finance Review