This week’s Pipeliners Podcast episode features Terri Larson discussing her experience working as Public Information Officer during a pipeline incident, and the importance of correctly communicating with the media after an incident occurs.
In this episode, you will learn how Terri began to work on the Marshall Incident and what it taught her. You’ll also learn how to organize information in the event you have to interact with the media, why it’s important to get factual information to the public, and why companies should use social media to their advantage.
Pipeline Incident Response Show Notes, Links, and Insider Terms:
- Terri Larson is the owner of Larson Communication & Consulting. Connect with Terri on LinkedIn.
- Edelman is a global communications firm that partners with businesses and organizations to evolve, promote and protect their brands and reputations.
- Edelman has studied trust for more than 20 years and believes that it is the ultimate currency in the relationship that all institutions build with their stakeholders. Now in its twenty-third year, Edelman has published their findings in a report, the Trust Barometer.
- Right-of-Way is a strip of land encompassing buried pipelines and other natural gas equipment allowing them to be permanently located on public and/or private land to provide natural gas service.
Pipeline Incident Response Full Episode Transcript:
Russel Treat: Welcome to the “Pipeliners Podcast,” episode 269, sponsored by Gas Certification Institute. Providing standard operating procedures, training, and software tools for custody transfer measurement and field operations professionals. Find out more about GCI at GasCertification.com.
Announcer: The Pipeliners Podcast, where professionals, Bubba geeks, and industry insiders share their knowledge and experience about technology, projects, and pipeline operations. Now, your host, Russel Treat.
Russel: Thanks for listening to the Pipeliners Podcast. We appreciate you taking the time. To show our appreciation, we give away a customized YETI tumbler to one listener every episode. This week, our winner is Kevin Pena with Bridger Pipeline Company. To learn how you can win this signature prize, stick around till the end of the episode.
Terri Larson is joining us again this week to talk about what pipeliners should know about the press and pipeline incident response. She’s going to share some of her personal experience.
Terri, welcome back to “The Pipeliners Podcast.”
Terri Larson: Thanks for having me. This is fun. I’m looking forward to it.
Russel: Me too. I think this is going to be a great conversation. Before we dive in, if you would remind the listeners who you are and tell us a little bit about your background.
Terri: I’m a lifetime communicator, lifetime storyteller. I grew up in the oil field overseas. Coming out, I always wanted to be a reporter when I was a kid. My friends, my brother, they all had the hairbrush that was a microphone because they were a rockstar or something like that. I was a TV news reporter.
That was my degree in college, radio, TV, and I was intending to go into the news medium work as a reporter and as a journalist. I did that for about eight or nine years after I got out of college. Then it became an industry that I just didn’t want to be part of anymore. The story became the sensationalism of an event versus the story of an event and the people that were impacted.
That’s when I started, after a very brief venture in restaurant management, I moved over into the public relations side of the equation. Once there, I worked in a law firm. I worked for Planned Parenthood, which has multiple crises a day.
Then moved into the pipeline industry working for Enbridge. I was hired partly because I had already dealt with protests. Nobody there in the Houston office that anybody knew had ever dealt with a protest. They were scared if one ever happened, they didn’t know what to do. That was a part of why I was hired for that role.
Moved up the ranks through Enbridge. When I left in 2017 as a result of the merger with Spectra Energy, I had been director of communications in the US and had stakeholder engagement in crisis communications and enterprise public awareness.
On the crisis communication side, I had been the lead spokesperson for all of the U.S. incidents, including in Marshall, Michigan in 2010 when we had the break on Line 6B that put out nearly 21,000 gallons of oil and about seven or eight thousand barrels into the Kalamazoo River above flood stage.
At that point, it was 100-year flood. Now we’re talking 500-year floods. At that point, the 100-year flood, that was in 2010, was pretty bad.
Russel: That’s certainly a significant pipeline incident, and one that I’ve certainly studied in depth. You mentioned the Enbridge Marshall incident. Tell us a little bit about your role in that incident and maybe some of the things you learned from that incident. A bit of a baptism by fire.
Terri: It was. I had worked in the news media. I had covered crises. I had worked at Planned Parenthood, so I had been involved in crises. I’ve always been good in crises. That, I had going for me.
When I got the call about Marshall, normally I was based in Houston. Michigan, obviously, is nowhere near Houston. I happened to be doing crisis media training in Florida, Arkansas, and Wisconsin for some of our field-level pipeline maintenance crews and staff in that area.
My boss started calling me a little over halfway through their training. I’m just ignoring him because he knows I’m doing this training this morning. Whatever it is can wait. If it’s really important, he’ll call back. He kept calling back, and I kept ignoring him. Another important lesson, don’t do that.
A little bit after that, a couple of the pipeline maintenance crews all got up and left the training. This is probably only about 10, maybe 11 or 12 people. It wasn’t quite half the people that were there, but it was a good chunk.
One of the other guys in the training whispered to me. He said, “If the pipeline maintenance crews are leaving, that’s not good.” Nobody had told me what was going on. If I had answered the call from my boss, I would have known what was going on, but that’s a whole different story.
I finally answered his phone call, and I had 20 minutes left in the training. I was like, “He keeps calling. I better answer the phone.” He said, “We have a pipeline break in Michigan, and I need you to go. You’re the closest one there.” I was seven hours away, drive time. I said, “I’m going to finish this training. I’m not coming back to do 20 minutes of training.”
I got on the road a little bit later in the afternoon and rolled into Marshall around seven o’clock that evening. I beat some of the pipeline crews that had left earlier than me, because they were required to drive the speed limit, and I was in a rental vehicle that was unmarked, so I didn’t drive the speed limit. Another important lesson.
Got there. I figured out where the pipeline maintenance truck was, it was my first time ever to Michigan. Normally, I covered natural gas within our communications team. I didn’t do a whole lot of oil. I didn’t really know what I was getting into, but a crisis is a crisis.
I rolled in, found one of the guys that I needed to speak with. He handed me a stack of business cards that was about an inch thick from the media and other people that needed information that had already been there. I told them, I said, “I have no idea what’s going on. I have no idea how to visualize this. I need to visualize it in order to figure out the story.”
Messaging had already been developed. The news release had already been issued. That part was done. The way that my brain works, I’m a very visual thinker. I need to see something and then it all makes sense. Then I can start spouting information.
Got into an overflight with one of the operations guys and one of two EPA Region 5 representatives who were there that first night. They were already there. The poor guy was airsick. He was green from the second we took off in that helicopter. I ended up taking all of his pictures because he just couldn’t do it. His head was down the whole time.
We did an overflight. The leak site, what’s normally a dry creek town but was flooded because of the recent flood event. That’s how the oil got down into the Kalamazoo River, was this creek that was about two and a half to three miles long. I’ll never forget the impact of seeing oil in the river and seeing it going over a dam and the rush of water that’s now black. The smell was very intense.
We did that. We got back onto solid ground. Then I just started, first, making sure that I knew exactly what I was talking about. I had all the messaging that had been developed. U.S. Fish and Wildlife was already there. Obviously, when you have a river, when you have this sort of an environment that’s impacted, there are going to be wildlife that are affected.
I spent quite a bit of time talking to the representative who was there, Lisa Wilson. What do I need to tell people? If they see oiled wildlife, what do they do? I had never dealt with that before. I had no idea what to tell people.
She gave me some very basic messaging like don’t catch them, don’t try. Just call and let us know where they are. We’ll send trained professionals out to capture. Later, we heard stories about people capturing ducks and birds and cleaning the oil. Cleaning them in their kitchen sinks. That’s just not a good situation.
Then I was literally running from live shot to live shot to live shot. Local, state, regional media, they were all there. This was the biggest story they’d had in a while. Somewhere in the middle there, we had a hotline number set up.
Then I was running back to the live shot. Now we have a phone number. There’s no other updates. Thankfully, I had the experience that I had working in the news media because it was just…Your instincts kick in when you’re trained like that.
Russel: And your experience having done it on the other side and knowing where people are coming from and what they’re looking for in the way of information, all that. How long from the time you were notified to move until the time you actually had first contact with the media?
Terri: First notification is when I answered the phone. That would have been around 11:40-ish, let’s say, in the morning, Central Time. Then I got in seven hours later, so about 7:30. I would say within an hour after that because we had to do the overflight.
It’s probably maybe eight hours. That was only because there wasn’t anybody on site. The local operation guys were smart enough to say, “We don’t know enough information now. We can’t talk yet. We have somebody on the way who will be here, who can answer your questions.”
That’s a key lesson for pipeline operators, for anybody, really. Just because the media shows up at your site, whether it’s an incident or some other story, you don’t have to talk to them right away. They need accurate information just as much as you need to relay accurate information.
It’s very OK to say, “We don’t have the information yet. We’re working to gather that information. We can talk to you in an hour, in two hours,” or, “We have someone from our public affairs team coming. They’ll be here this evening. If you can hang tight, you’ll get your information.”
That way, they know they’re going to get what they need for their story. They can plan for that. It’s better all the way around.
Russel: What were you doing as you were driving? Were you on a cell phone?
Terri: I was because that was before. It’s always been a bad thing, but that was before companies had policies against being on the phone while you’re driving. Obviously, I can’t read anything that’s been written because I am driving.
Tell me the messaging. Read the press release to me. Tell me what’s been put out so that I can start wrapping my head around what the story looks like and sounds like before I get there and I can put eyes on what’s happened.
Russel: That makes sense. This is one of those things that you could work your entire career in pipeline and never have this experience. Many of us, that will be the case. Many, many, many of us, that will be the case. When you talk to somebody who’s actually been in it like you have, I think it’s really important for people to understand what’s going on.
I’m only trying to recap the facts just to make sure I understand what I’m hearing. You’re doing a training. Your phone starts ringing. The maintenance crews leave. You finally answer the phone shortly before lunchtime, before you’re getting ready to wrap the training.
You get notified. You pick up. You get in your car. You start driving. In a sense, you’re on your way and settled. You’re on the phone, getting briefed. You get to the site. Immediately, you’re in a helicopter, getting an overflight. You set out. Immediately, you’re talking to the media.
Terri: Before talking to the media, there’s Lisa Wilson with U.S. Fish and Wildlife. What do I need to know? What do I need to tell people to do or not to do? Operations, what’s the latest information that’s accurate, that’s verified?
A fact is verified information. If it’s not verified, it’s just information. What’s verified? What can I tell people that will be accurate to the best of our knowledge right now? It was getting those pieces of information. That was still only 15-ish minutes, so still not a lot of time. Then it’s right on to the media.
Russel: To me, fascinating is not the word but super informative, just to understand how quickly all that occurred. For somebody like yourself, who has a whole career doing that sort of thing, you can do it out of instinct. For somebody who’s never done it, that is a whole different…
Terri: It’s terrifying.
Russel: It’s terrifying. It’s very easy to lose your center because you’re in the thick of it. There are other situations that pipeliners, they could be in the thick of, that they’d be perfectly comfortable with because they have enough of a context. Even if they haven’t been exposed to it, they understand. They know what to do. This is different.
One of the first questions I want to ask you is how likely is it that if there’s an incident, a pipeliner is going to have to interact with the media?
Terri: It depends on the scale of the pipeline incident and where it’s located. There’s a saying that’s been around for a long time. A pipeline breaks in the middle of a field, there’s no one around. There’s no houses. No one is impacted. Did it really happen? Obviously, yes, it happened. There are things that need to be done. From a public perspective, they may not ever hear about it.
Once you get more rural or there is an impact, there’s impact to water or resources that will affect a nearby community or downstream communities, that’s when you start to think about, “OK, what’s realistic here?”
Are there media outlets nearby? Are they, say, an hour away with access to a helicopter? If you think of Texas, are you near enough to the Austin media market that they can get access to a helicopter and get out there even just to do some aerial footage?
The location, location, location and scale, what’s actually happened are primary factors and also, I guess, if it’s a slow news day. If your nearby communities, your nearby resources that are going to be affected, then assume that media will be there in some form or fashion.
It could also just be neighbors. It could be people who are driving by. If you’ve got something that’s happened off a highway and, all of a sudden, there’s a lot of activity that’s not normally there, then you’re going to have lookie-loos, who will stop and slow down and maybe get out of their car to take pictures or to shoot video.
There’s a very valid question of would they ever have to deal with the media? There’s also the very, very good likelihood that you have to deal with social media and the pictures and video and commentary that are out on social media. There’s a lot of “depends” in there.
Russel: The way I would frame it is it depends on where you’re working. If I’m working in an area that’s primarily rural, I don’t have any major freeways, it’s mostly farms, very different from working next to a national park or working in a major metropolitan area or something like that.
If you’re working in a major metropolitan area and you have an incident, the chances that you’re going to have contact with the media are much higher than if you’re working somewhere in the remote West End.
Terri: These days, quite honestly, there are a couple of ways that media get their information. One is scanners. Every media outlet is going to have a bank of scanners. They have people listening to scanners. Each scanner is tuned to a different responding agency.
As soon as the information is broadcast to dispatch crews, the media is going to hear about it. Whether they decide to do anything about that, they’re the only ones to control. They have that information if they’re listening and paying attention.
Then, social media. They’re all on social media these days. When I worked in the news media, you had maybe a morning news show, you had a noon or an evening. That was it. You did your story for that show and then you went home. Maybe you worked on the next day’s story. These days, it’s 24/7 multiple versions of stories.
They’re Facebooking, Tweeting, and Instagramming. That’s how they’re getting information and building relationships on top of everything.
Russel: The amount of information that is going to be made publicly available is high regardless.
Terri: Regardless, right? They may learn of a potential story through social media, through those people who are stopping to take pictures or to shoot video. How compelling is the video? Do you have oil spraying into the air coating cars, whatever is nearby? Is it something that’s not quite as compelling?
That will also help drive the decision for the media on whether or not they’re going to come cover something.
Russel: I want to pivot a little bit. That gives a good idea to pipeliners, the what is the reality of what’s going on. What is the advice? What do pipeliners need to know about all this? What are some of the things that maybe you’ve seen that aren’t being done in the best way? What is the best way?
Terri: For media, there’s a few. One, they’re not the bad guys. Let me take that back a second. They don’t always get it right. Usually, when they don’t get it right, it’s because they don’t understand what’s actually happening or a company hasn’t spoken with them. They’ve decided not to participate.
Russel: What I would add to that is what you have to realize is that they have to put out a story, and they are on the clock. They don’t have the right information, they’re going to use what they have or they’re going to use something.
Terri: Correct. When a company chooses not to speak to the media – and they’re going to do the story anyway, we know that – what’s created is an information void. They’ll fill that void with whoever steps up to give them information. Maybe there’s accurate information. Maybe it’s the local fire chief or other responding agency that has good information.
It might be the guy on the street who thinks that he knows what he saw. It might be an ambulance driver. It might be somebody driving by on the highway.
Russel: I would think it could be a combination of those things because they’re looking for what’s most compelling.
Terri: Correct. If you look at any big incident in a media market, they’re going to have people…Think of the ICT incident a couple years ago in Houston. All of the local TV news stations had on-air people talking about what was likely happening inside the response. The county was the only ones talking about what’s happening inside the response.
The company wasn’t saying a thing. They had to fill that air because they’re covering it. You could see this big black plume from miles away. They’re not going to not cover that story. They needed information. They needed content.
Your best bet as a company is to participate in that process in some form or fashion. They’re still going to bring in some of those outside “experts,” and some of them are, some of them are not, but give them accurate information that comes from you, that comes from the response. You have a much greater chance of it being accurate.
Russel: One of the things we talked about in our last podcast is the issue of trust. Who does the public trust? How does that play into how you’re designing your response or what expectations you have for the pipeliners themselves?
Terri: For me, that always comes down to scale. If it’s a massive huge incident, you’re going to have your PR people as public information officers. You’re going to have some higher ups, managers, maybe some executives that are there.
If it’s a lower level, not a huge incident, I’m a big proponent of field staff talking to the media. Just make sure they’re trained appropriately. There’s a trust study that we’ve talked about before, Russel, called the Trust Barometer. It’s done by a public relations firm, Edelman. They’ve done this study every year since the year 2000.
They’re about to release their ’23 study, so they’ve got years of data on trust. They look at how people trust, who they trust, why they trust. It’s global, so it’s not just in the US.
What we typically see, if you look at the top people, of the top types of people that are the most trusted, the most credible, a technical employee is always there, academic is always there, and the other category that’s always there is this person who looks like me.
Maybe he lives locally, maybe he has a similar background, similar education level. They sound like me. Regionally, my accent is relatable. I sound like I live there. I sound like somebody that they might know. We all have those people and we are that person for somebody else. That’s just how we work as human beings.
When you combine those, the person who looks like me and the technical employee, and look at your field staff and who would be capable of having that type of a conversation, of relaying information to media, they’re going to be more trusted than somebody who is super polished if you can handle it locally.
Russel: I would think a little bit of information from a trusted party is more valuable than a lot of information from a party that might be suspect, right?
Russel: I’m not saying that these other parties aren’t giving factual information or doing the best they can. It’s just the public perception. If the pipeline superintendent who goes to the football games at the local high school walks up and says…I’m speculating here and I am way, way out over my skis here.
I would think that in that situation, a little bit about, “We’re aware of it. I don’t have a lot of information. We’re mobilizing resources. We’ll have people here that can talk to you at this time. I’m sorry, I have to go because I have things I have to do.” That little bit is going to make a huge difference in how the progression of the incident is…
Terri: Correct. The way that we’re hardwired as human beings, our brains look for patterns. The smallest number of elements required for a pattern is three. We can all remember three things, generally speaking.
When I do media training, there are three buckets of information that I tell people. If you put one, or two, or three bullet points in each one of these three bullet buckets, you’re good for any interview that you need to do. What happened? That’s factually what happened.
Again, a fact is verified information. If it’s not verified, it’s not a fact. It’s just information. What happened? What do you know to be factually true at this moment in time? What’s happening now? What are you doing about it?
Maybe that’s, “We’ve initiated our emergency response plan. Local emergency responders are on site or they’re on their way.” What are you doing about that right now? Then, what comes next? At some point, that will be an investigation in information and changing processes, and policies, and so on.
Russel: That’s a super helpful guideline.
Terri: For right now, it might be getting things back to normal as quickly as possible. It might be containing the oil.
Russel: Exactly, Terri. What do you know? What are you doing about it? What comes next? That’s awesome…
Terri: You can remember that. It’s easy to remember.
Russel: …anything yet. What comes next? We’re trying to get an understanding so we understand what’s going on.
Terri: If you fill in those three buckets, you’ve essentially created a holding statement, which is intended to hold people off. It gives a reporter enough to go do their job.
If it’s a neighbor or a community member, it gives them enough to know that you’re aware that something has happened and you’re doing what you can do about it, given information you have right now. Sometimes, that could be a big, “I don’t know.” To your point…
Russel: “I don’t know. What we’re trying to do is to know. We plan to come back to you at this time with more information.”
Terri: Right. I’ll make one up. “At two o’clock this morning, we were alerted to a drop in pressure on one of our pipelines. We’ve sent a field crew to investigate. We’ll know more as soon as that has been completed.” That’s a fancy way of saying we know something going on or might be going on, but we don’t know what it is.
Russel: That’s great. The other thing that’s compelling to me about this is pretty much anybody can do that. Obviously, companies have to follow policy and all of that. I don’t want to undermine any of that. You’re not setting a very high bar for what’s required in that communication.
Terri: You don’t need a public affairs, professional public relations professional to put some information in those three buckets and do that.
Russel: It’s perfectly fine to say, “That’s all I know. I got to get back to work,” and then turn around and go back to work.
Terri: That’s key. That’s one of the more important things that I train people on is once you’ve said what you have to say, you have to leave and physically walk away. If you don’t, you’re captive until they run out of questions, or somebody comes in to rescue you, or you remember you were supposed to leave.
Russel: They will never run out of questions.
Terri: What I tell people is as long as the questions have value, take the questions. Once the questions get stupid, and at a point, they all get stupid, that’s your cue to walk away and be done.
Russel: This is really good. It’s interesting, I would never be in a situation where I would need to, within what my role is. I don’t think I would be.
Terri: You never know. Never say never.
Russel: I don’t want to jinx myself. I think I could remember that and do that. That’s really good. It’s really good. When you’re doing training on this, do you drill people on this?
Terri: Yeah, we go through the formula. I used to spend a lot of time when I did media training coming up with scenarios beforehand. What I learned through the years is I’m not an operations person, I’ve never been an operations person, so I’m never going to get it technically right, right.
We would spend 30, 45 minutes, sometimes longer fighting this scenario. “It would never happen that way.” “Forget that, just do the scenario.” They were always fighting the scenario. The way that I like to do training now is I ask them at the beginning, “What keeps you up at night?”
Then, we go through the training. About halfway through, I stop and I say, “Let’s go back to what you said keeps you up at night and let’s build a scenario. What’s happened? What day of the week is it? What’s the weather like?”
Russel: “What are you worried that the phone call at three o’clock in the morning’s going to be?”
Terri: A lot of times, it’s an incident. “Pick the place, pick the surrounding environment. Is it near a river? Is it near a busy highway? Is it near people? Let’s build it out. What is it about that that actually worries you?”
Then, we go through this process, “What’s your messaging? Here are your buckets. What do you know to be true? What are you doing about it right now? What comes next?” Then, that builds the basis for those mock interviews.
They’ve just created their holding statement. Add an intro, add an exit, your exit strategy, which is what I call the, “That’s all the information I have right now, and walk away.” Tag those on to the front and to the end and you have your holding statement. You have what you need for any interview early on in an incident.
Russel: This is awesome. I want to move beyond. What we’ve been talking about so far is in the midst of the chaos, first contact and early contact. As an incident evolves and matures, this begins to change.
What are some of the other things that pipeliners ought to be aware of that they might already have as assets or resources to support responses that they don’t normally think about or might not think about?
Terri: There’s a few things. As an incident goes on, again, depending on the scale, but even a smaller incident, at some point, you’re going to bring in your communications and public affairs people to play that public information role. That’s their expertise, and they should be brought in to do that.
There are resources available. Every pipeline operator is required to have a public awareness program. Within that program, you’re going to have mailing and contact lists for people along your right-of-way. Use that information, don’t reinvent that wheel, when you need to get a communication out about what’s happening.
Going back to Marshall, as an example, we did some reverse 911-type notifications to say, “There’s been a pipeline with release of oil along the Kalamazoo River. We need you to not go in these areas. We need you to not do these types of things.”
We had that contact list essentially ready because of our public awareness and damage prevention programs. You’ll have resources like that that you can utilize and bring into the response without reinventing any of those wheels.
Stakeholder engagement is another good example, especially now. When Marshall…
Russel: That’s what I was going to ask, because now, the technology, you could very quickly throw a website page up with the contact form, and in your reverse 911, say, “If you have information you think we need to know, please go to this website and submit that information.” You could do things like that.
Terri: There’s a lot we can do now. In the Marshall incident, we did have a dark website. It took us a couple days to get it up. Now, it’s a much quicker process for most companies if they’re prepared for it. We were brand new on social media.
This is in July of 2010. As a company, we had been on Facebook for a couple of months maybe. We didn’t know how to use it as a company. We were all starting to get used to it as individuals but not as a company.
Our Facebook posts would essentially say, “We’ve updated our response website with new information. Go there.” That was our Facebook posts. Now, why would you do that?
People are on social media. You have to use social media. More than 80 percent of the U.S. population is on social media today.
Russel: Ten years ago, or that’s 13 years ago now on social media, that’s eons, that’s the Ice Age of social media.
Terri: Now, put all that information on social media. That’s where people are. You still have to have the response website. The reason you want to do that, you don’t want all that incident information on your corporate website.
Having the technology ahead of time so that you can quickly stand up a dark website is highly recommended, so you’re keeping the two separate. From a reputation standpoint, that’s important. Use social media. That’s where people are. That’s where they’re communicating about your incident.
Be on social media. Know what’s being said about your company, and create hashtags. Determine quickly in an instant response. Let’s say #oilspill, #KalamazooRiver, #MarshallMichigan. Create those hashtags and start using them, then other people start to use them.
There’s social media monitoring. You need to know what’s being said about your company and decide if you’re going to respond or how you’re going to respond. Some companies still shut down comments on their Facebook page when incidents happen. I could go either way on that particular decision. It depends on the company.
Use those channels because that’s where people are going for information. You have a chance to get accurate information out there.
Russel: The professionals in public awareness and stakeholder engagement in the companies, I’m certain that they’re aware of these things.
The big challenge there — and we talked about this in our last podcast – is how quickly things are changing. We’ve got some new standards coming out that are providing guidance – some guidance around best practices, and such – but that stuff’s going to continue to evolve.
Anyways, look, I could go on and continue to have this conversation for quite some time. This is really good information, Terri. I appreciate you coming on board. This is one of those podcasts I’m probably going to go back and listen to several times. I want to etch into my memory your three buckets. I can see where that could be handy in a lot of situations.
Terri: I use it. I’ve used it personally, and I’ve used it professionally.
Terri: It works in pretty much any situation. It works in a meeting if you need to prepare for a meeting with your boss. What do you know? What are you doing about it? What are you going to do next? It’s not just for pipeline incident response. It works in a lot of other situations.
Russel: Absolutely. Many come to mind as we’re having the conversation.
This has been awesome. I want to have you back. I’m sure there’s more that you know that I don’t that I want to pull into this podcast, and capture for others to listen to and benefit from. Thanks so much. I appreciate you.
Terri: Thanks for having me. I appreciate it.
Russel: I hope you enjoyed this week’s episode of the Pipeliners Podcast and our conversation with Terri. A reminder before you go, you should register to win our customized Pipeliners Podcast YETI tumbler. Simply visit PipelinePodcastNetwork.com/Win, and enter yourself in the drawing.
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Transcription by CastingWords