Greater Bay Area Meta-Leadership Summit for Preparedness
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1 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Greater Bay Area Meta-Leadership Summit for Preparedness February 9 10, 2011 CDC Foundation Centers for Disease Control & Prevention The Robert Wood Johnson Foundation Harvard School of Public Health
2 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Building Meta-Leadership in Greater Bay Area: Raising the Bar on Preparedness
3 Challenges Facing the Country TERRORISM META-LEADERSHIP NATURAL DISASTERS INDUSTRIAL ACCIDENTS Cross-Cutting Leadership That Generates Connectivity Shared Government, Corporate & Philanthropic Mission Influence Without Authority Guiding Operational Assumptions PANDEMIC INFLUENZA
4 Your Assignment for the Seminar Great You Lousy Consider a great leader you ve known Consider yourself & your leadership Consider a less than great leader you ve known LEARNING PARTNER
5 Meta-Leadership Influence & Authority IN YOUR WORK Your Individual Level of Authority None Absolute Your Individual Level of Influence None Absolute
6 Meta-Leadership Influence & Authority People Follow You
7 Resilience: Presidential Proclamation Our goal is to ensure a more resilient Nation one in which individuals, communities & our economy can adapt to changing conditions as well as withstand & rapidly recover from disruption due to emergencies (W)e underscore the responsibility of individuals, families & communities including the private & nonprofit sectors to do their part before an emergency. President Barack Obama Presidential Proclamation on the Occasion of National Preparedness Month 2009
8 Resilience in a Catastrophic Event BEFORE NORMAL FUNCTIONING DURING THE EMERGENCY PERIOD AFTER CRISIS Close Gap & Quickly Wide Gap & Slowly RESPONSE/RECOVERY
9 Building Resilience: Close Gaps in Stages NORMAL FUNCTIONING TIMING, ACTIVITY & RESILIENCY Preparedness Immediate Short Term Long Term Connectivity Communication Resources/Assets Evacuation Life Saving Property Saving Shelter & Feeding Stress Reduction Reassurance Re-Building System in Place Confidence FROM THE PERSPECTIVE OF THE COMMUNITY
10 Preparedness & Response: Greater Bay Area Not long ago, the threat of American-bred terrorists seemed a distant one January 31, 2010 America is now at a watershed. In the last year, at least two dozen men in the United States have been charged with terrorism-related offenses. The New York Times Magazine January 31, 2010
11 Preparedness & Response: Suicide Terrorism
12 Preparedness & Response: Suicide Terrorism BENEFITS FOR THE SHAHID FAMILY BENEFITS Improved Social Status Financial Awards PERSONAL BENEFITS Eternal life in paradise Permission to see the face of Allah Loving kindness of 72 young virgins Heaven for 70 relatives
13 Greater Bay Area: March 15, :41 am 7:39 am The Al-Qaeda Trademark Thematic Multiple Simultaneous BART 7:45 am 7:42 am
14 Preparedness & Response: Greater Bay Area Hospitals are overwhelmed by the sheer numbers of evacuees seeking medical attention both for real and psychological injuries 191 Fatalities 1,800 Injured
15 Preparedness, Response, Resilience: Greater Bay Area Preparedness TIMING, ACTIVITY & RESILIENCY Immediate Short Term Long Term Vigilant Public Drilled Response Clinical Readiness AWARE Walking Wounded Distribution Severe Injuries RESPOND Inform Public Connect Families Evacuate Population COMMUNICATE Support Healing Memorialize Rebuild HEAL THE COMMUNITY COMES TOGETHER
16 Building Population Resilience: Greater Bay Area Immunity Bystanders Social Cohesion Infrastructure The Meta-Leadership Summit is an opportunity to recognize and build leadership necessary to develop the connectivity that makes life better and makes us all more resilient in a crisis of any scope or size. Meta-Leadership Families, Neighborhoods, Schools, Workplaces, Faith-Based Organizations, Cities, Counties, Regions, The Country
17 Preparedness & Response: Greater Bay Area 1. Encourage better awareness of significant multi-sector connectivity in Greater Bay Area preparedness people in this room 2. Discover ways to build even better community preparedness & response for Greater Bay Area & its neighbors through intentional strategic connectivity linkages in this room 3. Learn & integrate META-LEADERSHIP make it a part of Greater Bay Area shared strategy in this room 4. Commit to taking action on specific preparedness, response, recovery & resilience items or problems in collaboration with other sectors make a difference for the people of Greater Bay Area
18 The Afternoon Sessions of the Summit PUTTING META-LEADERSHIP INTO PRACTICE GAPS GIVES GETS Overall system deficiencies in a mass casualty event (MCE) Sector contributions to the response What you need to be of assistance POST-SUMMIT ACTIVITIES
19 Impact of the Meta-Leadership Summit OLD MAXIM: Never wait to exchange your business cards in the middle of an emergency. NEW MAXIM: Never wait to connect your GAPS GIVES GETS in the midst of an emergency. YOUR LEADERSHIP OPPORTUNITY TODAY
20 Think Beyond Your Sector Protect people from harm Serve people after an event Create resiliency after an event Corporate: Large & Small Businesses Government: Local, State & Federal Agencies Nonprofit & Philanthropic Organizations People in the Community: EVERYONE HAS A ROLE & RESPONSIBILITY Meta-Leadership in Greater Bay Area As Tool, Framework & Vocabulary
21 All Hazards Preparedness: NIMS & ICS Homeland Security Presidential Directives Emergency Management Systems National Incident Management System DHS 2004 Incident Command System NIMS Operations
22 Dis-Connectivity The SILO Mentality
23 Dis-Connectivity Peep Hole B THE DILEMMA OF THE CUBE Peep Hole A Peep Hole A Peep Hole B
24 Connectivity Beyond The Silo Mentality META LEADERSHIP LEADERSHIP Building Connectivity
25 Connectivity Beyond The Silo Mentality GUIDING OPERATIONAL ASSUMPTIONS Guiding Operational Assumptions Leadership Influence Leverage Activities Resources Logistics Beliefs Experiences Data
26 Connectivity Meta-Leaders Align Guiding Operational Assumptions GUIDING OPERATIONAL ASSUMPTIONS G.O.A. Business G.O.A. Government G.O.A. Nonprofit Building Connectivity G.O.A. Philanthropic
27 Summit Issues: Meta-Leadership Meta-Leaders Align Guiding Operational Assumptions GUIDING OPERATIONAL ASSUMPTIONS GAPS GIVES GETS
28 Meta-Leadership: The Big Picture WHOLE IMAGE NEGOTIATION Interdependence - Fit - Collaboration Imagination Interest based - Mutual benefits W.I.N.
29 Your Assignment Complete The Task As Best As You Can
30 Your Assignment What Happened?
31 Meta-Leadership: Whole Image Negotiation You know, we ve been doing a lot of talking. Why don t we get a bit of physical exercise. I d like you to link up with the person sitting next to you in an arm wrestling position. Your task, in thirty seconds, is to get the back of the hand of the other person down as many times as possible. Count how many times you get it down. Wait until I say go. GO!
32 Meta-Leadership: The Big Picture WHOLE IMAGE NEGOTIATION Interdependence - Fit - Collaboration Imagination Interest based - Mutual benefits A W.I.N. the Parties Could Share
33 Meta-Leadership In Practice FIVE DIMENSIONS 5. Lead Connectivity 2. The Event The Problem 1. The Person of the Meta-Leader The Context The Culture 4. Lead Up 3. Lead the Silo
34 Meta-Leadership In Practice FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE 1 The Person 2 The Situation 3 Lead the Silo 4 Lead Up 5 Lead Across INSTANT CHALLENGE OF CRISIS RESPONSE THE CONNECTIVITY WORK OF PREPAREDNESS STRATEGY & AWARENESS COMMAND! BUILD RELATIONSHIPS & PATTERNS EMPOWER
35 Meta-Leadership In Practice FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE 1 The Person 2 The Situation 3 Lead the Silo 4 Lead Up 5 Lead Across Commitment Priorities Conn ect ivi ty Hold a mirror to yourself as a leader Your picture of the event must constantly adjust Support your staff so they will support you Know your boss s priorities & deliver Create leverage by building links
36 Meta-Leadership Influence & Control IN YOUR WORK Your Individual Level of Authority None Absolute Meta-Leadership: Building Your Individual Level of Influence None Absolute LEVERAGE IMPACT THROUGH CROSS-SECTOR CONNECTIVITY
37 The Strategic Advantage of Connectivity & Meta-Leadership CREATE LEVERAGE Given the breadth of potential vulnerabilities & range of threats, all necessary assets cannot be assembled everywhere. By connecting assets, we increase the chances of mounting the optimal response to the predictable surprise of a major crisis. Example: Mass casualties during an anthrax attack or pandemic flu
38 Conceptual Framework for Problem Solving MULTI-DIMENSIONAL PROBLEM SOLVING Uni-Dimensional Problem Solving ME FOR ME Classic Adversarial Conflict Two-Dimensional Problem Solving ME AGAINST YOU Collaboration US TOGETHER
39 Multi-Dimensional Problem Solving QUESTION?
40 Multi-Dimensional Problem Solving How Many Squares Are There?
41 Multi-Dimensional Problem Solving ANSWER?
42 Answer 16
43 Answer 17
44 Answer 18
45 Answer 19
46 Answer 20
47 Answer 21
48 Answer 22
49 Answer 23
50 Answer 24
51 Answer 25
52 Answer 26
53 Answer 27
54 Answer 28
55 Answer 29
56 Answer 30
57 Finding The Multiple Dimensions of a Problem
58 Answer 720
59 Unlearning & New Learning NEW PATTERNS TO DEPLOY IN AN EMERGENCY We Get INVESTED in a Particular Solution Difficulty of UNLEARNING Something in Which We Have Invested RESISTANCE TO CHANGE: Difficulty of Incorporating Something New
60 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security BREAK In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
61 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security WELCOME BACK In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
62 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security THE FIVE DIMENSIONS OF META-LEADERSHIP In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
63 Meta-Leadership In Practice DIMENSIONS & YOUR LIFE 1 The Person YOUR STRENGTHS & WEAKNESSES 2 The Situation 3 Lead the Silo 4 Lead Up 5 Lead Across Commitment Priorities Conn ect ivi ty Hold a mirror to yourself as a leader Your picture of the event must constantly adjust Support your staff so they will support you Know your boss s priorities & deliver Create leverage by building links
64 Meta-Leadership In Practice DIMENSION ONE 1 The Person Hold a mirror to yourself as a leader YOUR STRENGTHS & WEAKNESSES Emotional intelligence Self-awareness Self-regulation Empathy Motivation Social skills Daniel Goleman
65 Meta-Leadership In Practice DIMENSION ONE 1 The Person Hold a mirror to yourself as a leader YOUR STRENGTHS & WEAKNESSES Personal attributes Courage Curiosity Imagination Passion Integrity
66 Your Brain: Amygdala Hijack FAMILIAR SHOCK PATTERNS Am Go to the BASEMENT Triple F FREEZE FLIGHT FIGHT
67 Your Brain: Embedded Patterns FAMILIAR ACTION PATTERNS Go to Your TOOL BOX ACTIVATE What You Have Prepared Drills Exercises Training Connectivity Mindfulness
68 Your Brain: The Meta-Leader In Preparedness Design & Build Your Policies & Protocols EMBED THE PATTERNS Act In Crisis Observe CLOSE GAPS Decide OODA LOOP Orient WORKING WITH YOUR BRAIN
69 Meta-Leadership In Practice DIMENSION ONE 1 The Person LEARNING PARTNER DISCUSSION STRENGTHS WEAKNESSES Hold a mirror to yourself as a leader GAPS - GIVES - GETS
70 Meta-Leadership In Practice DIMENSION TWO 2 The Situation SITUATIONAL AWARENESS Picture of the Event Incomplete & changing information Your picture of the event must constantly adjust Observe Orient Decide ACT
71 Meta-Leadership In Practice DIMENSION TWO 2 The Situation SCOPE OF THE SITUATION Limited perspective on what is happening or what could happen Your picture of the event must constantly adjust FULL SPECTRUM THINKING
72 Perceptions of Risk & Reward: Decisions A Door A Which door do you choose? Pay $$$ Get $$$ Perceptions of risks? Perceptions of rewards? Decision analysis: what criteria influence your decisions? B Door B
73 Meta-Leadership In Practice DIMENSION TWO COMMUNICATING: SPEAK FROM THE SAME DICTIONARY FIRE! A grandmother mourns the death of twin 10-year-old boys killed in the Beslan Hostage Crisis in 2004
74 Meta-Leadership In Practice DIMENSION TWO 2 The Situation MESSAGING This is what we know (& don t know) This is what we are doing (to answer what we don t know) Your picture of the event must constantly adjust This is what you should do
75 Meta-Leadership In Practice DIMENSION TWO 2 The Situation LEARNING PARTNER DISCUSSION STRENGTHS WEAKNESSES Your picture of the event must constantly adjust GAPS - GIVES - GETS
76 Meta-Leadership In Practice DIMENSION THREE LEADING YOUR SUBORDINATES Loyalty goes both ways Manage conflict from top to bottom Build leadership capacity throughout 3 Lead the Silo Commitment Support your staff so they will support you
77 Meta-Leadership In Practice DIMENSION THREE VERTICAL CONNECTIVITY What can I do to make you a success? 3 Lead the Silo Dogs that hunt Commitment Support your staff so they will support you
78 The Shadow Effect
79 The Shadow Effect
80 The Shadow Effect Focused Issue specific People - Leadership Diffuse Procedural Impediments
81 The Shadow Effect
82 The Shadow Effect
83 The Shadow Effect Meta-Leadership Ops-Implementation Impact - CQI Collaboration Clarity - Fit Correction
84 Meta-Leadership In Practice DIMENSION THREE LEARNING PARTNER DISCUSSION 3 Lead the Silo STRENGTHS WEAKNESSES Commitment Support your staff so they will support you GAPS - GIVES - GETS
85 Meta-Leadership In Practice DIMENSION FOUR LEADING YOUR BOSS The power/authority equation 4 Lead Up Communicate/educate Prioritize problems & decisions Priorities Know your boss s priorities & deliver
86 Meta-Leadership In Practice DIMENSION FOUR VERTICAL CONNECTIVITY Know your boss 4 Lead Up Lead up influence beyond your silo Truth to power Priorities Know your boss s priorities & deliver
87 Meta-Leadership In Practice DIMENSION FOUR Help your boss make good DECISIONS Help your boss manage TIME Help your boss DISTINGUISH data from information Come with SOLUTIONS not problems Manage ASSUMPTIONS DO NOT PROMISE what you cannot deliver Prevent your boss from being SURPRISED
88 Meta-Leadership In Practice DIMENSION 3 & 4 Your Boss THE SPECTRUM OF HIERARCHICAL - VERTICAL CONNECTIVITY IN ORGANIZATIONS Meta-Leadership Your Staff Meta-Followership
89 Meta-Leadership In Practice DIMENSION FOUR 4 Lead Up LEARNING PARTNER DISCUSSION STRENGTHS WEAKNESSES Priorities Know your boss s priorities & deliver GAPS - GIVES - GETS
90 Meta-Leadership In Practice DIMENSION FIVE CROSS-SILO INFLUENCE 5 Lead Across Integrate mission & operations across the spectrum Leverage capacity Think beyond your sector Conn ect ivi ty Create leverage by building links
91 Meta-Leadership In Practice DIMENSION FIVE HORIZONTAL CONNECTIVITY 5 Lead Across Who decides? Criteria for decision-making Define integrated success & move backwards Conn ect ivi ty Create leverage by building links
92 Meta-Leadership In Practice: Critical Factors DIMENSION FIVE THIS IS WHAT I DO (& you don t) THIS IS WHAT I DON T DO (& you do) THIS IS WHAT WE DO TOGETHER (& how do we do it?) THREE BUCKETS TO BUILD CONNECTIVITY (& reduce many of the obstacles) HOW CAN I MAKE YOU A SUCCESS? or HOW CAN WE SUCCEED TOGETHER?
93 Meta-Leadership In Practice DIMENSION FIVE 5 Lead Across LEARNING PARTNER DISCUSSION STRENGTHS WEAKNESSES Conn ect ivi ty Create leverage by building links GAPS - GIVES - GETS
94 The Importance of Process HOW DO YOU VALUE WHAT YOU GET? PERCEPTIONS What you fight for? What you get easily? The value of the OUTCOME is linked to the experience of the PROCESS
95 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security LUNCH In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
96 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security WELCOME BACK In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
97 The Afternoon Sessions of the Summit PUTTING META-LEADERSHIP INTO PRACTICE GAPS Overall system deficiencies in a MCE GIVES Sector contributions to the response GETS What you need to be of assistance
98 Purpose of the Afternoon Sessions To brainstorm within your sector the pressing Gaps, Gives, Gets To share & discuss community-wide Gaps, Gives, Gets achievements To provide input that will facilitate the next steps post-summit activities for Greater Bay Area
99 Next Steps After Summit POST-SUMMIT ACTIVITY Purpose: Reconvene Summit participants & other community leaders to advance Meta-Leadership practices in Greater Bay Area Focus: Discuss preparedness Gaps in Greater Bay Area that are identified during the Summit s afternoon sessions Timing: 3-6 months after Summit Planning: CDC & local leaders Your Post-Summit Activity Coordinator is: Roz McGinnis, (678) , RMcGinnis@cdc.gov
100 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Charge to Sector Specific Groups Building the Meta-Leadership Network
101 Sector Specific Break-out Groups Room Assignments: Business sector Union Square Government sector Ghirardelli Room Nonprofit sector Lombard Room
102 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Sector Specific Reports
103 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security Commitment Cards In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
104 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Table Discussion: Closing the Gaps?
105 Meta-Leadership In Practice FIVE DIMENSIONS 5. Lead Connectivity 2. The Event The Problem 1. The Person of the Meta-Leader The Context The Culture 4. Lead Up 3. Lead the Silo
106 Meta-Leadership In Practice FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE 1 The Person 2 The Situation 3 Lead the Silo 4 Lead Up 5 Lead Across Commitment Priorities Conn ect ivi ty Hold a mirror to yourself as a leader Your picture of the event must constantly adjust Support your staff so they will support you Know your boss s priorities & deliver Create leverage by building links
107 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Your Lessons Learned
108 Preparedness to Resilience By failing to prepare you are preparing to fail. Ben Franklin
109 Preparedness to Resilience In business or in football, it takes a lot of unspectacular preparation to produce spectacular results. Roger Staubach Hall of Fame Football Player
110 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A. Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health, (617) Randel L. Zeller Director, Interagency Programs Office Science and Technology Directorate U.S. Department of Homeland Security
111 Presenters: Barry C. Dorn, M.D., M.H.C.M. National Preparedness Leadership Initiative Harvard School of Public Health Randel L. Zeller Science and Technology Directorate Department of Homeland Security THANK YOU In collaboration with: Leonard J. Marcus, Ph.D. Isaac Ashkenazi, M.D., M.P.A. Joseph M. Henderson, M.P.A.
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