If you sit on your hands after a catastrophe and just be reactive, you run the risk of becoming another business casualty of the catastrophe. However, by being proactive, you can serve your clients and community better and position yourself for a healthy rebound sooner rather than later (or maybe even never). The Van Dyk Group did, and today we're enjoying the fruits of our efforts, less than a year after Superstorm Sandy left many wondering if things would ever be the same.

Sandy struck on Oct. 29, 2012, and this region was Ground Zero for its destructive fury. Homes that have been in families for generations and survived many a previous storm were literally torn apart. Roads were ripped up. Businesses were devastated. It was—and remains—a life-altering event.

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We had one advantage: We knew it was coming. About a week before Sandy struck, weather forecasters started sounding the alert.

This was our first opportunity to be proactive. Using email and social media, we sent out updated hurricane tips that instructed clients how to prepare. Because the storm was forecast to be severe, we also emphasized that people should follow the evacuation orders of local officials. Forty-eight hours before the storm was due, we distributed through email and social media the contact information for our three locations as well as information on how to secure homes and businesses. We also repeated the updated evacuation notices that were being issued.

After the storm was over, we immediately updated our website to let our clients know which of our locations were open for business. Sandy left a trail of downed tree limbs, street lights and power lines in her wake, and traveling was extremely hazardous. It made no sense to have people riding about aimlessly.(As it turned out, just two out of our three locations were operational. The authorities did not even let us see the third for 10 days!)

It did not take long for us to realize that this was an extremely fluid situation. There was no script to follow, no plan to pursue. As clients came through our doors, we quickly realized that they needed advice, information, and above all, a friend. These were people who had just had their entire lives destroyed in the space of a few hours. Many were in shock. We listened, helped when we could, gave them a sympathetic ear and a shoulder to cry on.

Our president, David L. Wyrsch, Sr., sat at a desk in the front office, greeting folks and either helping them or directing them to someone who could. Nobody sat in a back office. We were all there to do whatever was needed. All our employees were taking claims and speaking to clients.

We quickly became the clearinghouse for information on everything Sandy-related: insurance, contractors, weather, road openings/closings, if/when access to neighborhoods would be allowed. Many people did not have telephone service, whether land lines, cell phone or Internet. We became their news and information source. If we didn't know the answer, we'd try to get it.

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One thing that was critically important was providing a list of reputable contractors. Fly-by-night outfits follow catastrophes like an ill wind, making promises, taking money and then disappearing. Within hours of our offices reopening, our commercial insurance department compiled a list of reputable contractors that we could provide to our clients.

About 2 weeks after Sandy struck, we needed to perform another function for our clients: post office. Mail service after the storm was chaotic; some homes no longer existed, roads were blocked, access restricted. We received forms and FEMA (Federal Emergency Management Agency) documents that clients needed to fill out and return, the partial payment checks and anything else that would normally come by mail.

We dealt with the government. Although FEMA had opened multiple offices in our area, many folks had no idea where to go so they came to us for assistance. We pointed them to the proper FEMA representative.

We helped our clients navigate the bureaucratic maze of government regulations. We made certain that each of our offices had copies of updated FEMA brochures and information sheets.

A member of our agency management team attended all FEMA/NFIP agency update meetings to gather the latest information and bring it back to our offices to get this information out to clients.

Agency representatives spoke at public meetings in our area to update residents as to the latest news and information.

Again, let me emphasize the extreme fluidity of the situation. We didn't know in advance that we'd have to perform these functions. We adapted to the situations as they presented themselves.

As the weeks passed after the storm, we adopted a new role: Rumor control. Inevitably, someone would hear from someone “in the know” a piece of potentially disturbing information: The government wasn't going to permit people in certain areas to rebuild; flood plains were going to be declared in certain sections; so-and-so local official said this and that. We became the information center. Folks knew that they could turn to us for the correct answer.

Rumor control remained a prime function even 6 months down the road. At this point it became about the availability or lack thereof of both flood and coastal insurance. Again, not only were our offices used as the source of reliable information, we also used advertising, participation in community events and local speaking engagements to make sure that accurate information was being disseminated. After a catastrophe, information is king.

And nearly 1 year later, we're still using the power of information. Because of the storm, rates are going to go up. Rather than have our customers receive a nasty shock when they get their bills, our ads inform clients ahead of time and let them know that we can help them.

We include in those ads the fact that homes should be raised at least 3 feet over base elevation. Why? Because people are still looking to us for answers and this elevation recommended by NFIP gives them the preferred rate, with large savings in the long run.

Here we are, 9 months after the storm, and our business is strong and vibrant. We are seeing such a high renewal rate.

I can't tell you how many times grateful people—clients and otherwise—have told us how much they appreciated our efforts during this time. That's how you market your agency. Be the information center of the community.

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