SAFETY & SECURITY INCIDENTS ARENAS: Can Leave A Lasting Impact On Staff | By Corey Margolis In today’s live entertainment environment, we face a wide range
of security and public safety threats and likely spend a lot of time and resources on mitigating these risks. There is also typically a focus on crisis communication and procedures in place to be followed in incidents of varying magnitude. -
- dressed, these incidents can have workplace culture, and public perception. Our venues are often focal points in our communities, and - sociation and involvement in them. Most crisis plans have an emphasis on controlling informa- incident or crisis, we must look feel. Depending on the severity of the incident, this may be able to be accomplished with a casual “how are you?”, but there may also be times where a more in-depth probing may be advisable. - stand their perspective of what took place. Often times, perceptions of reality. Clearing up these distortions through conversations with indi- immediate aftermath of an incident can correct misrepresentations of what took place and help limit the perpetuation of rumors amongst in quickly, if left unaddressed, and will fracture a team. When planning an open-house session after a serious incident, using a neutral site as the meeting location is worthwhile. In certain circum- stances, the venue where the incident took place may not be usable may not emotionally be ready to return. The goal of the open-house and get to a place where they feel comfortable being back at work and performing well.
may feel uncomfortable sharing their feelings and talking freely about -
“By having this framework in place prior needs can more quickly be implemented thereby expediting employees’ ability to return to work and continue to have a positive impact on operations.”
fensive at times and take insult at the perceptions that people have. - sors, and then management will allow freer sharing of thoughts and feelings. Further breaking down may be advisable, based on the oper- ating structure of the facility. - - sions, the feelings should be less raw in the full group, which will be more conducive to recovering as a team. To facilitate all of these full
group and breakout sessions, there is value in bringing in a neutral third-party facilitator to guide the conversation and help attendees share their thoughts. - fortable voicing their thoughts and concerns about a situation with their superiors, so the addi-
tion of this moderator will create the best possible environment for conversation in breakout sessions. This facilitator will also be able to use the general themes of what is heard in one group to generate con- versation amongst a separate breakout session. Once the full group convenes, the facilitator can moderate the conversation and hope that all parties feel like their thoughts and opinions have been heard. If these sessions and the facilitator should hope to achieve a reset to the relationship so that trust can be rebuilt. While preventing incidents from occurring and having plans in place to look after patrons and the general public if they do take place also essential. Management and supervisors may be struggling with their own grief after an incident, so ensuring that there is a document- - dent will assist in making certain that the appropriate steps are taken - dent. By having this framework in place prior to an incident occurring, positive impact on operations. FM
Corey Margolis is assistant general manager of Budweiser Gardens/Spectra Venue Management London, Ontario, Canada.
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