A WALK IN THE WOODS: META-LEADERSHIP

Transcription

1 NEW YORK OFFICE OF EMERGENCY MANAGEMENT A WALK IN THE WOODS: META-LEADERSHIP BARRY C. DORN, M.D., M.H.C.M. Program for Health Care Negotiation and Conflict Resolution National Preparedness Leadership Initiative HARVARD SCHOOL OF PUBLIC HEALTH In Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph Henderson H (CDC)

2 LEADERSHIP People Follow You

3 LEADERSHIP ANALYSIS Great You Lousy Consider a great leader you ve known Consider yourself and your leadership Consider a less than great leader you ve known

4 META-LEADERSHIP INFLUENCE AND CONTROL ON THE JOB Individual Level of Control None Absolute Individual Level of Influence None Absolute

5 DIS-CONNECTIVITY The Silo Mentality

6 DIS-CONNECTIVITY: THE DILEMMA OF THE CUBE Peep hole B Peep hole A Peep hole A Peep hole B

7 CROSS-ORGANIZATIONAL LEADERSHIP CONNECTIVITY Beyond The Silo Mentality META LEADERSHIP LEADERSHIP Building Connectivity

8 CROSS-ORGANIZATIONAL LEADERSHIP CONNECTIVITY FRAME OF REFERENCE GUIDING OPERATIONAL ASSUMPTIONS Guiding Leadership Influence Leverage Operational Activities Resources Tool Box Assumptions Beliefs Experiences Data

9 CROSS-ORGANIZATIONAL LEADERSHIP CONNECTIVITY Meta-Leaders Forge Complementary / Synergistic Guiding Operational Assumptions GUIDING OPERATIONAL ASSUMPTIONS G.O.A. POLICE G.O.A. FIRE G.O.A. RED CROSS Building Connectivity G.O.A. VOLUNTEER ORGS

10 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

11 PROBLEM SOLVING Multi-dimensional problem solving NEGOTIATION DIMENSIONS? ISSUES? IMPORTANCE? SIDES? How many? Major/minor?? Relative influence? WHAT ARE YOU NEGOTIATING ABOUT?

12 QUESTION?

13 HOW MANY SQUARES ARE THERE?

14 ANSWER?

15 ANSWER 16

16 ANSWER 17

17 ANSWER 18

18 ANSWER 19

19 ANSWER 20

20 ANSWER 21

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26 ANSWER 27

27 ANSWER 28

28 ANSWER 29

29 ANSWER 30

30 FINDING THE MULTIPLE DIMENSIONS OF A PROBLEM

31 ANSWER 720

32 UNLEARNING AND NEW LEARNING NEW PATTERNS TO DEPLOY IN UNIQUE SITUATIONS We Get INVESTED In A Particular Solution Difficulty Of UNLEARNING Something In Which We Have Invested RESISTANCE TO CHANGE: Difficulty of Incorporating Something New

33 META-LEADERSHIP BUILD YOUR META-LEADERSHIP PRACTICE Bad Leadership: Public Health Risk Factor Fear of Failure Strategies Toward Success Capacity/Inability to Leverage Assets

34 META-LEADERSHIP CONFLICT MANAGEMENT & NEGOTIATION FOR PHYSICIAN LEADERSHIP 2. Change Context 4. Lead Up 5. Lead Connectivity The Problem 1. The Person of the Meta-Leader Culture 3. Lead the Silo

35 META- LEADERSHIP IN PRACTICE FIVE DIMENSIONS 1 The Person 2 The Situation 3 Lead the Silo 4 Lead Up 5 Lead Across AWARENESS AND ASSESSMENT PRIORITIES STRATEGY GENERATE CONNECTIVITY AND INFLUENCE BUILD RELATIONSHIPS & LEVERAGE EMPOWER

36 META- LEADERSHIP IN PRACTICE FIVE DIMENSIONS 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 problem must constantly adjust Support your staff so they will support you Know your boss s priorities and deliver Create leverage by building links

37 THE BRAIN EVOLUTION & DESIGN Creative, Abstract Thinking Emotional Intelligence Upper Brain New Patterns Factory The Laboratory Acquired Patterns The Tool Box TRIPLE F Fight Flight, Freeze Primitive Survival Patterns The Basement

38 YOUR BRAIN IN CRISIS: AMYGDALA HIJACK FAMILIAR SHOCK PATTERNS Am Go to the BASEMENT Triple F FREEZE FLIGHT FIGHT

39 YOUR BRAIN IN RESPONSE TO AN EMERGENCY FAMILIAR ACTION PATTERNS ACTIVATE what you have prepared Go to your TOOL BOX Drills Exercises Training Connectivity Mindfullness

40 YOUR BRAIN: META-LEADERSHIP System Design In Crisis Design & Build Your Policies & Protocols Act CLOSE GAPS Observe Orient EMBED THE PATTERNS Decide OODA LOOP WORKING WITH YOUR BRAIN

41 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

42 META-LEADERSHIP IN PRACTICE DIMENSION ONE 1 The Person PERSONAL ATTRIBUTES Courage Curiosity Imagination Hold a mirror to yourself as a leader Passion Integrity

43 META-LEADERSHIP IN PRACTICE DIMENSION ONE 1 The Person LEARNING PARTNER strengths weaknesses Hold a mirror to yourself as a leader

44 META-LEADERSHIP IN PRACTICE DIMENSION TWO 2 The Situation SITUATIONAL AWARENESS Picture of the Problem Incomplete & changing information Your picture of the problem must constantly adjust Observe Orient Decide - ACT

45 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 problem must constantly adjust FULL SPECTRUM THINKING

46 CASE EXAMPLE NURSING SHORTAGE Why is there a nursing shortage? How you answer this question will determine the solutions you derive Poor pay and benefits Poor relations with doctors Poor retention strategies Poor recruitment strategies Poor quality of management Poor job market

47 SITUATIONAL AWARENESS: FILTERS Which door do you choose? A Door A Pay $$$ Get $$$ Perceptions of risks? Perceptions of rewards? B Door B Decision analysis: what criteria influence your decisions?

48 META-LEADERSHIP IN PRACTICE DIMENSION TWO 2 The Situation MESSAGING This is what we know This is what we are doing This is what you should do USE THE SAME DICTIONARY Your picture of the problem must constantly adjust FIRE!

49 META-LEADERSHIP IN PRACTICE DIMENSION TWO 2 The Situation LEARNING PARTNER strengths weaknesses

50 META-LEADERSHIP IN PRACTICE DIMENSION THREE MANAGING 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

51 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

52 THE SHADOW OF EFFECT OF CONFLICT

53 THE SHADOW OF EFFECT OF CONFLICT

54 THE SHADOW OF EFFECT OF CONFLICT Focused Issue specific People - Leadership Diffuse Procedural Impediments

55 THE SHADOW OF EFFECT OF COLLABORATION

56 THE SHADOW OF EFFECT OF COLLABORATION

57 THE SHADOW OF EFFECT OF COLLABORATION Meta-Leadership Ops-Implementation Impact - CQI Collaboration Clarity - Fit Correction

58 LEADERSHIP Please stand up Please sit down

59 THE POWER OF LEADERSHIP Why did you stand up? Do people in your silo stand up for you? Why, When, and/or Why Not?

60 THE POWER OF LEADERSHIP What are your sources of leadership power? What are the factors that diminish your leadership power? What can you do about it?

61 META-LEADERSHIP IN PRACTICE DIMENSION THREE 3 Lead the Silo LEARNING PARTNER strengths weaknesses Commitment Support your staff so they will support you

62 META-LEADERSHIP IN PRACTICE DIMENSION FOUR MANAGING YOUR BOSS The power/authority equation 4 Lead Up Communicate/educate Priorities Prioritize problems and decisions Know your boss s priorities and deliver

63 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 and deliver

64 ORGANIZATIONAL META-LEADERSHIP VERTICAL CONNECTIVITY MANAGING YOUR BOSS 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

65 META-LEADERSHIP IN PRACTICE DIMENSIONS 3 & 4 Your Boss THE SPECTRUM OF HIERARCHICAL - VERTICAL CONNECTIVITY IN ORGANIZATIONS Your Staff Meta-Leadership Meta-Followership

66 META-LEADERSHIP & META-FOLLOWERSHIP META-FOLLOWERS Understands, Supports, and Improves The Overarching Vision Cooperates & Contributes to the Operational Connectivity Collaborates and Improves Logistical Connectivity

67 MANAGING YOUR BOSS & BEING MANAGED BY YOUR BOSS A boss whom you managed well A boss whom you did not manage well Whom do you emulate? Modeling behavior

68 META-LEADERSHIP IN PRACTICE DIMENSION FOUR 4 Lead Up LEARNING PARTNER strengths weaknesses Priorities Know your boss s priorities and deliver

69 META-LEADERSHIP IN PRACTICE DIMENSION FIVE CROSS-SILO INFLUENCE 5 Lead Across Integrate mission and operations across the spectrum Leverage capacity Think beyond your sector Conn ect ivi ty Create leverage by building links

70 META-LEADERSHIP IN PRACTICE: TWO CRITICAL FACTORS DIMENSION FIVE THIS IS WHAT I DO (and you don t) THIS IS WHAT I DON T DO (and you do) THIS IS WHAT WE DO TOGETHER (and how do we do it?) THREE BUCKETS TO BUILD CONNECTIVITY (and reduce many of the obstacles) HOW CAN I MAKE YOU A SUCCESS? or HOW CAN WE SUCCEED TOGETHER?

71 WHO IS A HERO? The one who converts an enemy into a friend. Mishna

72 CONFLICT The road to war is paved with many options... TRY THEM ALL!

73 NEW YORK OFFICE OF EMERGENCY MANAGEMENT THANK YOU BARRY C. DORN, M.D., M.H.C.M. Program for Health Care Negotiation and Conflict Resolution National Preparedness Leadership Initiative HARVARD SCHOOL OF PUBLIC HEALTH In Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph Henderson H (CDC)