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NEW YORK NEW YORK OFFICE OF EMERGENCYOFFICE OF EMERGENCY
MANAGEMENTMANAGEMENT
BARRY C. DORN, M.D., M.H.C.M.BARRY C. DORN, M.D., M.H.C.M.Program for Health Care Negotiation and Conflict ResolutionProgram for Health Care Negotiation and Conflict Resolution
National Preparedness Leadership InitiativeNational Preparedness Leadership InitiativeHARVARD SCHOOL OF PUBLIC HEALTHHARVARD SCHOOL OF PUBLIC HEALTH
In Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph HIn Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph Henderson (CDC)enderson (CDC)
A WALK IN THE WOODS:
META-LEADERSHIP
LEADERSHIPANALYSIS
You
Consider yourselfand your leadership
Consider a greatleader you’ve known
Consider a less than greatleader you’ve known
Great Lousy
ON THE JOB
Individual Level of Control
0 1 2 3 4 5 6 7 8 9 10None Absolute
Individual Level of Influence
0 1 2 3 4 5 6 7 8 9 10None Absolute
META-LEADERSHIP
INFLUENCE AND CONTROL
CONNECTIVITYBeyond The “Silo” Mentality
CROSS-ORGANIZATIONAL LEADERSHIP
META – LEADERSHIPL
EA
DE
RSH
IP
BuildingConnectivity
CONNECTIVITYFRAME OF REFERENCE
CROSS-ORGANIZATIONAL LEADERSHIP
AssumptionsBeliefs
ExperiencesData
OperationalActivitiesResources
“Tool Box”
GuidingLeadershipInfluenceLeverage
GUIDING OPERATIONAL ASSUMPTIONS
CONNECTIVITYCROSS-ORGANIZATIONAL LEADERSHIP
Meta-Leaders Forge Complementary / Synergistic Guiding Operational Assumptions
BuildingConnectivity
“G.O.A.”“G.O.A.”
“G.O.A.”
“G.O.A.”POLICE
FIRE
RED CROSS
VOLUNTEERORGS
GUIDING OPERATIONAL ASSUMPTIONS
CONCEPTUAL FRAMEWORK FOR
PROBLEM SOLVINGMULTI-DIMENSIONAL
PROBLEM SOLVING
Uni-dimensionalproblem solving
Two-dimensionalproblem solving
CLASSICADVERSARIAL
CONFLICT
COLLABORATION
“Me For Me” “Me Against You”
“US TOGETHER”
PROBLEM SOLVING
Multi-dimensional problem solving
ISSUES? IMPORTANCE?
WHAT ARE YOU NEGOTIATING ABOUT?
NEGOTIATION DIMENSIONS?
SIDES?How many? Major/minor?? Relative influence?
“UNLEARNING” AND “NEW LEARNING”
Difficulty Of“UNLEARNING”
Something InWhich We Have
Invested
We Get “INVESTED”
In A Particular Solution
RESISTANCE TO CHANGE:Difficulty of Incorporating Something New
NEW “PATTERNS” TO DEPLOY IN UNIQUE SITUATIONS
META-LEADERSHIPBUILD YOUR META-LEADERSHIP PRACTICE
Bad Leadership: Public Health Risk Factor
Fear of Failure
Strategies Toward Success
Capacity/Inability to Leverage Assets
META-LEADERSHIPCONFLICT MANAGEMENT & NEGOTIATION
FOR PHYSICIAN LEADERSHIP
2.2.ChangeChange
1. The Person1. The Personof the of the
MetaMeta--LeaderLeader
3. Lead the Silo
4. Lead Up
5. LeadConnectivity
TheProblemProblem
ContextContext
CultureCulture
META- LEADERSHIP IN PRACTICEFIVE DIMENSIONS
1
The Person
2
The Situation
3
Lead the Silo
4
Lead Up
5
Lead Across
GENERATE CONNECTIVITY AND INFLUENCE
AWARENESS AND ASSESSMENT
BUILD RELATIONSHIPS & LEVERAGEEMPOWER
PRIORITIESSTRATEGY
1
The Person
2
The Situation
3
Lead the Silo
4
Lead Up
5
Lead Across
Hold a mirror toyourself
as a leader
Your picture ofthe problem must constantly adjust
Commit-ment
Support your staff so they will
support you
Priorities
Know yourboss’s priorities
and deliver
Connect
ivity
Createleverage by
building links
META- LEADERSHIP IN PRACTICEFIVE DIMENSIONS
Acquired Patterns
“The Tool Box”
Primitive Survival Patterns
“The Basement”
New Patterns Factory
“The Laboratory”Creative, Abstract
ThinkingEmotional Intelligence
Upper Brain
TRIPLE “F”Fight
Flight, Freeze
THE BRAIN EVOLUTION & DESIGN
Go to the“BASEMENT”
Triple “F”FREEZEFLIGHT
FIGHT
YOUR BRAIN IN CRISIS: AMYGDALA HIJACK
AmFAMILIARPATTERNS
AmSHOCK
YOUR BRAIN IN RESPONSE TO AN EMERGENCY
Go to your“TOOL BOX”
ACTIVATEwhat you
have prepared
FAMILIARACTION
PATTERNS
DrillsExercises Training
Connectivity Mindfullness
System Design
Design &Build YourPolicies &Protocols
EMBED THEPATTERNS
In Crisis
CLOSEGAPS
Observe
Decide
Act Orient
WORKING WITH YOUR BRAIN
“OODA”LOOP
YOUR BRAIN: META-LEADERSHIP
1The
Person
Hold a mirror to yourself as a leader
• Emotional intelligence
YOUR STRENGTHS & WEAKNESSES
Self-awarenessSelf-regulationEmpathyMotivationSocial skills
Daniel Goleman
DIMENSION ONE
META-LEADERSHIP IN PRACTICE
• Courage
• Curiosity
• Imagination
PERSONAL ATTRIBUTES
• Passion
• Integrity
DIMENSION ONE
META-LEADERSHIP IN PRACTICE
1The
Person
Hold a mirror to yourself as a leader
LEARNING PARTNER
DIMENSION ONE
META-LEADERSHIP IN PRACTICE
1The
Person
Hold a mirror to yourself as a leader
strengths weaknesses
2The
Situation
Your picture ofthe problem must constantly adjust
• Picture of the Problem
• Incomplete & changinginformation
• Observe – Orient – Decide - ACT
SITUATIONAL AWARENESS
DIMENSION TWO
META-LEADERSHIP IN PRACTICE
FULL SPECTRUM THINKING
SCOPE OF THESITUATION
Limited perspective on
what is happeningor what could happen
DIMENSION TWO
META-LEADERSHIP IN PRACTICE
2The
Situation
Your picture ofthe problem must constantly adjust
CASE EXAMPLENURSING SHORTAGE
Why is there a nursing shortage?
How you answerthis question willdetermine the solutionsyou derive
Poor pay and benefitsPoor relations with doctorsPoor retention strategiesPoor recruitment strategiesPoor quality of managementPoor job market
SITUATIONAL AWARENESS: FILTERS
Which door do you choose?
Perceptions of risks?Perceptions of rewards?
Decision analysis: what criteria influence your decisions?
A BDoor
ADoor
B
Pay $$$ Get $$$
2
The Situation
Your picture ofthe problem must constantly adjust
• “This is what we know”
• “This is what we are doing”
• “This is what you should do”
MESSAGING
USE THE SAME DICTIONARY
FIRE!FIRE!
DIMENSION TWO
META-LEADERSHIP IN PRACTICE
3Lead the
Silo
Commit-ment
Support your staff so they
will support you
• Loyalty goes bothways
• Manage conflict fromtop to bottom
• Build leadershipcapacity throughout
MANAGING YOURSUBORDINATES
DIMENSION THREE
META-LEADERSHIP IN PRACTICE
3Lead the
Silo
Commit-ment
Support your staff so they
will support you
• “What can I do to make you a success?”
• “Dogs that hunt”
VERTICAL CONNECTIVITY
DIMENSION THREE
META-LEADERSHIP IN PRACTICE
FocusedIssue specific
People - Leadership
Diffuse
ImpedimentsProcedural
THE SHADOW OF EFFECTOF
CONFLICT
Meta-Leadership
Ops-Implementation
Impact - CQI
CollaborationClarity - FitCorrection
THE SHADOW OF EFFECTOF
COLLABORATION
THE POWER OF LEADERSHIP
Why did you stand up?
Do people in your silostand up for you?
Why, When, and/or Why Not?
What are your sourcesof leadership power?
What are the factors that diminish your leadership power?
What can you do about it?
THE POWER OF LEADERSHIP
LEARNING PARTNER
DIMENSION THREE
META-LEADERSHIP IN PRACTICE
strengths weaknesses
3Lead the
Silo
Commit-ment
Support your staff so they
will support you
4Lead
Up
Priorities
Know yourboss’s priorities
and deliver
• The power/authority equation
• Communicate/educate
• Prioritize problems anddecisions
MANAGING YOUR BOSS
DIMENSION FOUR
META-LEADERSHIP IN PRACTICE
4Lead
Up
Priorities
Know yourboss’s priorities
and deliver
• Know your boss
• Lead up – influence beyondyour silo
• “Truth to power”
VERTICAL CONNECTIVITY
DIMENSION FOUR
META-LEADERSHIP IN PRACTICE
VERTICAL CONNECTIVITYMANAGING YOUR BOSS
ORGANIZATIONAL META-LEADERSHIP
Help your boss make good DECISIONS
Help your boss manage TIME
Help your boss DISTINGUISH data from information
Come with SOLUTIONS not problemsManage ASSUMPTIONSDO NOT PROMISE what you cannot deliver
Prevent your boss from being SURPRISED
THE SPECTRUM OFHIERARCHICAL - VERTICAL CONNECTIVITY IN ORGANIZATIONS
Meta-Leadership
Meta-Followership
Your Boss
Your Staff
DIMENSIONS 3 & 4
META-LEADERSHIP IN PRACTICE
META-LEADERSHIP &META-FOLLOWERSHIP
META-FOLLOWERS
Understands, Supports, and ImprovesThe Overarching Vision
Cooperates & Contributes tothe Operational Connectivity
Collaborates and ImprovesLogistical Connectivity
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
LEARNING PARTNER
DIMENSION FOUR
META-LEADERSHIP IN PRACTICE
strengths weaknesses
4Lead
Up
Priorities
Know yourboss’s priorities
and deliver
• Integrate mission and operations across the spectrum
• Leverage capacity
• Think beyond your sector
CROSS-SILO INFLUENCE 5Lead Across
Connect
ivity
Createleverage by
building links
DIMENSION FIVE
META-LEADERSHIP IN PRACTICE
META-LEADERSHIP IN PRACTICE: TWO CRITICAL FACTORS
THIS ISWHAT
I DO(and you
don’t)
THIS ISWHAT
I DON’TDO
(and youdo)
THIS ISWHATWE 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?”
DIMENSION FIVE
NEW YORK NEW YORK OFFICE OF EMERGENCYOFFICE OF EMERGENCY
MANAGEMENTMANAGEMENT
BARRY C. DORN, M.D., M.H.C.M.BARRY C. DORN, M.D., M.H.C.M.Program for Health Care Negotiation and Conflict ResolutionProgram for Health Care Negotiation and Conflict Resolution
National Preparedness Leadership InitiativeNational Preparedness Leadership InitiativeHARVARD SCHOOL OF PUBLIC HEALTHHARVARD SCHOOL OF PUBLIC HEALTH
In Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph HIn Collaboration with Dr. Isaac Ashkenazi (IDF) and Mr. Joseph Henderson (CDC)enderson (CDC)
THANK YOU
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