Ideally, BC managers would coolly collect and analyse all the relevant facts, calculate a solution, and implement it.
End of story. However, others in the enterprise and even BC managers themselves are seldom that level-headed and clear-thinking.
There’s only one thing to do. Fight FUD so that you can at least keep it down to manageable levels. For that, the following three tactics can be invaluable.
The first tactic is get the facts and take them to their logical conclusion.
Without facts or at least reasonable estimates of threats, impacts, probabilities, and risks, you’ll be arguing opinions and the winner will be the one who shouts loudest and longest.
With the facts, however, and solid arguments built on them, you can explain, justify and carry through the right business continuity plans and priorities for your enterprise.
The second tactic is to find out what is causing FUD. Misunderstanding, unfortunate past experiences, and business myths can all play a part.
Although the facts and the logic can go a long way to dispelling FUD, you may still be treating the symptoms rather than the cause.
Education as in business continuity awareness sessions and building up confidence with positive BC changes are two ways to handle the root causes.
Patience and persistence are likely to be your allies in this.
The third tactic is to be recognised as the go-to resource for questions relating not just to business continuity, but also to any fear, uncertainty or doubt surrounding them.
The fact that you have a title of “Business Continuity Manager” or similar is not enough. Get out there, advertise your services, and promote the benefits to the rest of the enterprise!
Besides instilling BC knowledge and understanding, position yourself (and your team, as appropriate) as the place to go to get any other BC questions answered.
Then live up to that positioning and FUD will fade away like the mist in the morning sun.