Talking Stick - November/December 2017 - 60

CONVERSATIONS
were able to communicate throughout the event. As you get further into
the storm, simple communication
is key as people become overloaded
with information and may be tired
or stressed; in that kind of situation,
succinct communication is easier for
people to digest. We also have radios
that we can use (as long as they have
power) for communication in case cell
phones aren't working. In Katrina, I
was on the Gulf Coast, and cell phone
signals were significantly disrupted.

Ceballos: Before the storm even hit
Miami, we had several staff meetings
with essential personnel in order to
provide daily updates and directives. In
between those meetings we utilized text
messaging and a phone tree in order to
disseminate information. We were even
equipped with satellite phones in case
we lost cell phone signal.

the initial crisis and then go straight
to recovery mode - and then it's back
to the new normal.

Ceballos: While we utilized our
protocol and training, there were some
deviations due to changed circumstances. With our experience, we can
now add depth to our playbook. A hurricane, though forecast in a very timely
manner, is still very unpredictable.

Stark: We "hot wash" (think, stop/
start/continue) after each event. All
the feedback is gathered from our
staff and students as well as all key
partners from across the university.
We make needed edits to our plans,
agendas, and communications almost
immediately to ensure that we are
prepared for the next event.
TS: How does an experience like this
test your leadership skills?

very hard to make sure you communicate effectively, keep everyone calm,
and remain positive throughout the
storm. It does take a lot out of you, so
you must find time for yourself during
recovery.

Stark: It was an opportunity for great
leadership development! Leading in an
event like a hurricane is different than
leading in the day-to-day tasks. Often,
decisions are made that need to be
followed right away. There is less room
for collective decision making, and
stating this up front to staff is helpful
when managing their expectations.
Kirksy: It challenges us to communicate effectively and quickly with our
staff and partners on campus. During
campus-wide emergencies, it is important to identify your department's
role and cooperatively collaborate with
other campus leaders

Kirksy: We communicated with our
staff through cell phones, radios, and
our front desk personnel. We communicated with students through
email, social media channels, and
in person as they arrived on campus
during Mooov-In. We created targeted
lists for emails so that only affected
students received email versus all
students living in our halls. Our main
office staff also responded to calls and
questions from families and students.
We took inventory of our emergency
response items and determined how
we would deploy them.
TS: How does an experience like this
inform your future emergency plans?

Kimbrough: It's important to take
good notes and keep good records
during the event so that when it
comes time to complete your after-action plan, you don't forget things that
went really well and things that were
not quite on point. One might think
there's no way we would forget "X,"
but we are typically exhausted after

60

TALKING STICK

Ceballos: It tests stamina. As I
reflect on this storm, I realize I was
focused on the storm itself but did not
predict the time and energy needed to
prepare for the storm and the recovery
associated with it. Though it tested
my stamina and resiliency, it shined a
bright light on the outcomes of training and investing in your team. Our
housing and residential life team was
well prepared and sustained a morale
and work ethic that is truly admirable.

Golemo: As a director I was working
with my counterparts in College Station for our possible relocation onto
their campus the moment the storm
was named. Having relocated with
students (and my family), it was a bit
of a throwback to earlier in my career
when I actually lived on campus. I got
to connect with students in a very personal way outside of normal settings.
It was incredibly refreshing.

Paulick: The experience meant working long hours without breaks for
many days in a row. You have to work

TS: What does recovery look like for
your teams? Personally and professionally?

Kimbrough: While we were closed 11.5
days, it feels like we lost a full month
of work. Timelines for projects and the
normal ebb and flow of the semester
are completely disrupted. Part of recovery has been making sure that staff
practice self-care and take time off to
try to recuperate from the stress and
hours worked during the storm. While
specific needs differ, everyone working
the storm needed some time off.
Ceballos: Our staff was encouraged
to work with their supervisors and
develop personal recovery plans. Once
we finished "Opening 2.0," we revisited our programming expectations
and fall calendar. We scaled back some
of our goals for the fall semester and
working with residential faculty and
academic partners to focus on supporting students in their academics.
Talking Stick - November/December 2017

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