Challenges Facing the Country
TERRORISM
“META-LEADERSHIP”
INDUSTRIAL ACCIDENTS
NATURAL DISASTERS
Cross-Cutting Leadership That Generates Connectivity
Shared Government, Corporate & Philanthropic Mission
Influence Without Authority
Building Social Cohesion Among Communities
PANDEMIC INFLUENZA
© 2010, President & Fellows of Harvard College
National Preparedness Leadership Initiative
(NPLI)
In 2005, Harvard University established the
National Preparedness Leadership Initiative
(NPLI), a joint program of the Harvard Kennedy
School , the Harvard School of Public Health
and key federal agencies.
The NPLI provides a unique cross-agency,
multi-disciplinary leadership platform for
training, research, and convening on pressing
issues of preparedness.
© 2010, President & Fellows of Harvard College
National Preparedness Leadership Initiative
(NPLI)
The National Preparedness Initiative’s mission is:
To equip our nation’s leaders with the skills,
knowledge, and abilities required to effectively
lead during crisis in the 21st century.
© 2010, President & Fellows of Harvard College
From the NPLI, arose the concept of Meta-leadership
MET•A-LEAD•ER:
A leader of leaders who mobilizes people and
organizations to collaborate in times of preparedness
and crisis.
Meta-leaders recognize that achieving national
preparedness demands linking, leveraging, and
galvanizing the efforts and resources of many
agencies across government, business, and nonprofit
sectors.
© 2010, President & Fellows of Harvard College
Introduction
to
Meta-leadership
Or
Meta-Leadership To Go
© 2010, President & Fellows of Harvard College
Course Goals:
• To prepare, teach and engage global, national, regional, and
local leaders to cross geographic and agency boundaries to
prepare for an emergency, respond to an emergency, and recover
from an emergency.
• To provide a forum for convening diverse leaders to tackle
complex system challenges and improve preparedness.
• To equip leaders with new tools to address rapidly evolving
challenges.
© 2010, President & Fellows of Harvard College
Course Objectives::
1. Comprehend challenges leaders face when
working through a crisis
•
•
Move beyond “silo mentality” to build connectivity
Collaboratively solve problems
2. Learn and integrate Meta-Leadership
•
•
•
Explore how to confront your fears and lead yourself
and others out of “the basement”
Learn to effectively assess situations and chart
course
Examine behaviors and tools
© 2010, President & Fellows of Harvard College
Your Assignment for the Seminar
Great
You
Consider a great
leader you’ve known
Lousy
Consider yourself Consider a less than great
& your leadership
leader you’ve known
LEARNING PARTNER
© 2010, President & Fellows of Harvard College
Meta-Leadership Influence & Authority
IN YOUR WORK
Your Individual Level of Authority
0
1
2
3
4
5
6
7
8
9
None
10
Absolute
Your Individual Level of Influence
0
None
1
2
3
4
5
6
7
8
9
10
Absolute
© 2010, President & Fellows of Harvard College
Meta-Leadership Influence & Authority
“People Follow You”
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
FIVE DIMENSIONS
2. The
Event
The
Context
4. Lead Up
1. The Person
of the
Meta-Leader
5. Lead
Across
The
Problem
The
Culture
3. Lead Down
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE
1
The
Person
2
The
Situation
INSTANT CHALLENGE
OF CRISIS RESPONSE
3
Lead
Down
4
Lead
Up
5
Lead
Across
THE CONNECTIVITY
WORK OF PREPAREDNESS
STRATEGY & AWARENESS
BUILD RELATIONSHIPS & PATTERNS
COMMAND!
EMPOWER
© 2010, President & Fellows of Harvard College
Dis-Connectivity
The “SILO” Mentality
© 2010, President & Fellows of Harvard College
Connectivity
Beyond The “Silo” Mentality
LEADERSHIP
META – LEADERSHIP
Building
Connectivity
© 2010, President & Fellows of Harvard College
Dis-Connectivity
THE DILEMMA OF THE CUBE
Peep Hole
B
Peep Hole A
Peep Hole
A
Peep Hole B
© 2010, President & Fellows of Harvard College
Connectivity
Meta-Leaders Align
Silos for Preparedness, Response, Resilience
META-LEADERSHIP
Nonprofit
Business
Government
Philanthropic
Building
Connectivity
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE
1
The
Person
2
The
Situation
3
Lead
Down
4
Lead
Up
5
Lead
Across
Conn
ect
Commitment
ivi
ty
Priorities
Hold a mirror
to yourself
as a leader
Your picture of
the event must
constantly adjust
Support your
staff so they
will support you
Create
Know your
boss’s priorities leverage by
building links
& deliver
© 2010, President & Fellows of Harvard College
Meta-Leadership Influence & Control
IN YOUR WORK
Your Individual Level of Authority
0
1
2
3
4
5
6
7
8
9
None
10
Absolute
Meta-Leadership: Building
Your Individual Level of Influence
0
1
2
3
4
5
6
7
8
None
9
10
Absolute
LEVERAGE IMPACT THROUGH CROSS-SECTOR CONNECTIVITY
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
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”
© 2010, President & Fellows of Harvard College
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!”
© 2010, President & Fellows of Harvard College
Your Assignment
Complete The Task
As Best As You Can
© 2010, President & Fellows of Harvard College
Your Assignment
What Happened?
© 2010, President & Fellows of Harvard College
Meta-Leadership: The Big Picture
“WHOLE IMAGE NEGOTIATION”
Interdependence - Fit - Collaboration
Imagination
Interest based - Mutual benefits
A “W.I.N.” the Parties Could Share
© 2010, President & Fellows of Harvard College
Multi-Dimensional Problem Solving
QUESTION
?
© 2010, President & Fellows of Harvard College
Multi-Dimensional Problem Solving
How Many Squares Are There?
© 2010, President & Fellows of Harvard College
Multi-Dimensional Problem Solving
ANSWER
?
© 2010, President & Fellows of Harvard College
Answer
16
© 2010, President & Fellows of Harvard College
Answer
17
© 2010, President & Fellows of Harvard College
Answer
18
© 2010, President & Fellows of Harvard College
Answer
19
© 2010, President & Fellows of Harvard College
Answer
20
© 2010, President & Fellows of Harvard College
Answer
21
© 2010, President & Fellows of Harvard College
Answer
22
© 2010, President & Fellows of Harvard College
Answer
23
© 2010, President & Fellows of Harvard College
Answer
24
© 2010, President & Fellows of Harvard College
Answer
25
© 2010, President & Fellows of Harvard College
Answer
26
© 2010, President & Fellows of Harvard College
Answer
27
© 2010, President & Fellows of Harvard College
Answer
28
© 2010, President & Fellows of Harvard College
Answer
29
© 2010, President & Fellows of Harvard College
Answer
30
© 2010, President & Fellows of Harvard College
Finding The Multiple Dimensions of a Problem
© 2010, President & Fellows of Harvard College
Answer
720
© 2010, President & Fellows of Harvard College
“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
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSIONS & YOUR LIFE
YOUR STRENGTHS & WEAKNESSES
1
The
Person
2
The
Situation
3
Lead
Down
4
Lead
Up
5
Lead
Across
Conn
ect
Commitment
ivi
ty
Priorities
Hold a mirror
to yourself
as a leader
Your picture of
the event must
constantly adjust
Support your
staff so they
will support you
Create
Know your
boss’s priorities leverage by
building links
& deliver
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION ONE
1
The
Person
YOUR STRENGTHS & WEAKNESSES
• Emotional intelligence
Hold a mirror
to yourself
as a leader
Self-awareness
Self-regulation
Empathy
Motivation
Social skills
Daniel Goleman
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION ONE
1
The
Person
YOUR STRENGTHS & WEAKNESSES
• Personal attributes
Hold a mirror
to yourself
as a leader
Courage
Curiosity
Imagination
Passion
Integrity
© 2010, President & Fellows of Harvard College
Your Brain: Amygdala Hijack
FAMILIAR
SHOCK
PATTERNS
Am
Go to the
“BASEMENT”
Triple “F”
FREEZE
FLIGHT
FIGHT
© 2010, President & Fellows of Harvard College
Your Brain: Embedded Patterns
FAMILIAR
ACTION
PATTERNS
ACTIVATE
What You
Have Prepared
Go to Your
“TOOL BOX”
Drills
Exercises
Training
Connectivity
Mindfulness
© 2010, President & Fellows of Harvard College
Your Brain: The Meta-Leader
In
Preparedness
In
Crisis
CLOSE
GAPS
Design &
Build Your
Policies &
Protocols
Observe
Act
Orient
Decide
EMBED THE
PATTERNS
“OODA”
LOOP
WORKING WITH YOUR BRAIN
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION TWO
2
The
Situation
SCOPE OF THE
SITUATION
Limited
perspective on
what is happening
or what could happen
FULL SPECTRUM THINKING
Your picture of
the event must
constantly adjust
© 2010, President & Fellows of Harvard College
Perceptions of Risk & Reward: Decisions
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?
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
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”
© 2010, President & Fellows of Harvard College
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
Down
Commitment
Support your
staff so they
will support you
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION THREE
VERTICAL CONNECTIVITY
• “What can I do to make
you a success?”
3
Lead
Down
Commitment
• “Dogs that hunt”
Support your
staff so they
will support you
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION FOUR
LEADING YOUR BOSS
4
Lead
Up
• The power/authority equation
• Communicate/educate
Priorities
• Prioritize problems &
decisions
Know your
boss’s priorities
& deliver
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION 3 & 4
Your Boss
THE SPECTRUM OF
HIERARCHICAL - VERTICAL
CONNECTIVITY
IN ORGANIZATIONS
Meta-Leadership
Your Staff
Meta-Followership
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION FIVE
CROSS-SILO INFLUENCE
• Integrate mission & operations across
the spectrum
• Leverage capacity
• Think beyond your sector
5
Lead
Across
Conn
ect
ivi
ty
Create
leverage by
building links
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
DIMENSION FIVE
HORIZONTAL CONNECTIVITY
• Who decides?
5
Lead
Across
• Criteria for decision-making
• Define integrated success
& move backwards
Conn
ect
ivi
ty
Create
leverage by
building links
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice: Critical Factors
DIMENSION FIVE
THIS IS
WHAT
I DO
(& you
don’t)
THIS IS
WHAT
WE DO
TOGETHER
(& how do
we do it?)
THIS IS
WHAT
I DON’T DO
(& you do)
THREE BUCKETS TO BUILD CONNECTIVITY
(& reduce many of the obstacles)
“HOW CAN I MAKE YOU A SUCCESS?”
or
“HOW CAN WE SUCCEED TOGETHER?”
© 2010, President & Fellows of Harvard College
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
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
FIVE DIMENSIONS
2. The
Event
The
Context
4. Lead Up
1. The Person
of the
Meta-Leader
5. Lead
Across
The
Problem
The
Culture
3. Lead Down
© 2010, President & Fellows of Harvard College
Meta-Leadership In Practice
FIVE DIMENSIONS OF PREPAREDNESS & RESPONSE
1
The
Person
2
The
Situation
3
Lead
Down
4
Lead
Up
5
Lead
Across
Conn
ect
Commitment
ivi
ty
Priorities
Hold a mirror
to yourself
as a leader
Your picture of
the event must
constantly adjust
Support your
staff so they
will support you
Create
Know your
boss’s priorities leverage by
building links
& deliver
© 2010, President & Fellows of Harvard College
Meta-Leadership Summits for Preparedness
• Unique national initiative to prepare business, government and
nonprofit leaders to work effectively together during a public health
or safety crisis.
• Consortium of Centers for Disease Control and Prevention (CDC)
Foundation, CDC, the National Preparedness Leadership Initiative –
Harvard School of Public Health and the Robert Wood Johnson
Foundation and sponsoring community
• Exportable, day and a half seminar
•
•
Tampa May 24-25, 2011
Tallahassee tentatively June 2011
http://meta-leadershipsummit.org/
© 2010, President & Fellows of Harvard College
National Preparedness Leadership Initiative
• Harvard Kennedy School of Government and
Harvard School of Public Health
• Interdisciplinary, all levels of government
• Eligible for federal funding
• http://www.hks.harvard.edu/sites/npli/
• Source for application and ideas
© 2010, President & Fellows of Harvard College
Other options
•
•
•
•
Senior service schools
Advanced Education (degree and certification)
On-line courses
Established agency disaster response groups. In
Florida:
• SART: State Agricultural Response Team
• DART: Disaster Animal Response Training
• SMART: State Medical Assistance Response Team
• CERT: Civilian Emergency Response Team
……and many more
© 2010, President & Fellows of Harvard College
Self-Improvement
• Recommended reading lists:
– NPLI: http://www.hks.harvard.edu/sites/npli/
– US Coast Guard:
http://www.uscg.mil/leadership/resources/read
inglist.asp
– EM Top 50:
http://library.maritime.edu/guides/emergency
mgt/EMTop50-readings.HTML
© 2010, President & Fellows of Harvard College
Leadership Engineering
• Meta-leadership is
about initiative…
Build
bridges!
© 2010, President & Fellows of Harvard College