Mastering High-Stakes Meta-Leadership
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1 Mastering High-Stakes Meta-Leadership Eric 2013, Cambridge Meta-Leadership
2 Four Major Post 9/11 U.S. National Scale Crises Hurricane Katrina 2005 H1N1 Pandemic 2009 Deepwater Horizon 2010 Hurricane Sandy 2012
3 The Five Dimensions of Meta-Leadership 4. Lead Up 5. Lead Across 2.The Situation 1. The Person of the Meta-Leader 3. Lead Down
4 What is a crisis? Any incident that could impair your organization, its reputation, its share price, or its ability to operate.
5 The 70/30 Rule You Have to Get to 100% 70/30 Management Leadership
6 Leadership The Human Factors
7 Management Leadership Balancing the Management- Leadership Continuum Ambiguity - Dynamism - Risk
8
9 Emotional Intelligence Self-Awareness Empathy Self-Regulation Motivation Social Skills Daniel Goleman
10
11 The Brain Not What You Were Led to Believe Less Rational Than You Think Less Conscious Than You Think
12 The Predictable Brain
13 Risk Reward
14 The Midbrain Routine Patterns The Brain Evolution & Design The Neocortex Creative Thinking The Hindbrain Survival Instincts
15 Your Brain in Crisis: Amygdala Hijack FAMILIAR PATTERNS SHOCK Am TRIPLE F Freeze, Flight, Fight
16 Meta-Leadership Discipline Never lead or negotiate when you are IN A HIJACK STATE The speech/decision you make when you re HINDBRAIN IS IN CHARGE is the one you are most likely to regret. The problem is NOT the HIJACK The problem is how long you stay there AND what you do while there.
17 Your Brain Trained in Response To a Crisis Complex Problem Solving Go to Your TOOLS Experience Education Expertise FAMILIAR ACTION PATTERNS ACTIVATE Your TRIGGER SCRIPT
18
19 Your Grandmother the Brain Scientist Implicit Attitude Bias: Confirmation Bias: Self-Serving Bias: Hindsight Bias: Availability Bias: Fear of Decision Making: Don t judge a book by its cover Just because you say it s so doesn t make it true Don t believe your own press releases The rear view mirror is always 20/20 You win some, you lose some Flip a coin
20 How You Handle MSITAKES
21 Elements of Social Safety Status Certainty Autonomy Relatedness Fairness David Rock
22 The Situation Map: Data Theft Technical Situation 100m Customer Records
23 The Situation Map: Data Theft Board Situation Media Situation Legal Situation CEO Situation Technical Situation 70MM Customer Records Law Enforcement Situation Reputation Situation Shareholder Situation Customer Situation Every Crisis Has Multiple Situations in Which You Must Lead
24 The Meta-Leadership Dilemma Multi-Stakeholder Perspectives Peep hole B Peep hole A Peep hole A Peep hole B
25 Take Care of Yourself
26 The Meta-Leadership Framework and Practice Method were developed by the faculty of the National Preparedness Initiative, a joint program of the Harvard School of Public Heath and Harvard s Kennedy School of Government. For more information on Meta-leadership, see Marcus, L., Dorn, B. Ashkenazi, I., Henderson, J. & McNulty, E. (2012). Crisis preparedness and crisis response: The meta-leadership model and method. In D. Kamien (Ed), The McGraw-Hill Homeland Security Handbook. New York: McGraw-Hill. For more information on the NPLI executive education program, visit Copies of this presentation are only for the personal use of program participants It is not for distribution, publication, or presentation. All rights reserved by the President and Fellows of Harvard College and Cambridge Meta-Leadership for their respective material in this presentation.
27 Mastering High-Stakes Meta-Leadership Eric 2013, Cambridge Meta-Leadership
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