meta-leadership mid-america regional public health leadership institute st. charles, illinois...

Meta-LeadershipMeta-Leadership

Mid-America Regional Public Health Leadership InstituteSt. Charles, Illinois

October 18, 2007

Joseph M. Henderson, MPACenters for Disease Control and Prevention

Harvard UniversityHARVARD SCHOOL OF PUBLIC HEALTH

AND THE KENNEDY SCHOOL OF GOVERNMENT

Public Health has gone from 9 to 5 to 24/7 – new partners

From evolving science to fast science

Planned communication to data overload

National scope to global involvement

Public Health Leadership Challenges


TimeTime

Inte

nsi

tyIn

ten

sity

Crisis CurveFunding Curve

Performance Expectation

Recruiting and retaining a competent workforce

Getting, being, and staying prepared for every possible public health emergency

Dependency on accidental leadership

A System of Continuous A System of Continuous Improvement Improvement

Training/EducationTraining/Education

Demonstrated Demonstrated ProficiencyProficiency

CompetenciesCompetencies

A System of Continuous A System of Continuous Improvement Improvement


The Challenge of Non-Quality Hours

WA DOH

N = 15

Michigan Leadership Symposium

N = 11

Total Hours Worked 635 520

Non-Quality Hours* 260 (41%) 146 (28%)

Quality Hours 375 (59%) 374 (72%)

* Email, unstructured meetings, time management, lack of * Email, unstructured meetings, time management, lack of focus, long discussions, interruptions, lack of issue focus, long discussions, interruptions, lack of issue ownership, open door policy. ownership, open door policy.

WADOH and MI Score Card

Greatest challenges: Escalating commitments

Funding to support commitments

Fluctuating priorities

Fear of failure

Greatest strengths: Ability to adapt to changing political

environment

Power of vision and generating action

Commitment to good science

Greatest opportunities: High sense of purpose

Dedication to the cause

Public awareness increasing

Political will

Greatest weaknesses: Difficulty with “No”

Impatience

Self-confidence

Delegation & follow-up

How can you transform yourselves and How can you transform yourselves and your organization to address the your organization to address the

challenges and capitalize on challenges and capitalize on opportunities?opportunities?

Consider Meta-Leadership

Defined as:

Purpose: Meta-Leaders connect the intentions and the work of different organizations or organizational components to achieve a shared purpose.

Process: Working without direct authority they motivate often overlooked opportunities to facilitate interaction, encourage communication, build confidence, and foster collaboration.

Outcome: Of significance Meta-Leaders, by virtue of their willingness to venture beyond the usual, are able to achieve outcomes that would not otherwise be realized.

Leaders must transcend traditional structures working with a larger set of Leaders must transcend traditional structures working with a larger set of partners to solve complex problems and achieve success…partners to solve complex problems and achieve success…

Consider The Fundamentals of Meta-Leadership

TheEvent

The PersonThe Personof the of the

Meta-LeaderMeta-Leader

TheProblem

Perceptions

Reality

The FrameworkThe Framework The FactorsThe Factors

•TimeTime•EnergyEnergy•PerceptionPerception•BehaviorBehavior•SystemsSystems•RelationshipsRelationships

The Framework of Meta-Leadership The Framework of Meta-Leadership

TheEvent



Lead the SiloLead the Silo

Lead Up Lead Up

LeadLeadConnectivityConnectivity

TheProblem

TheContext

TheCulture



Factor Focus:Factor Focus:• TimeTime• EnergyEnergy• BehaviorBehavior• You and othersYou and others

PrimitivePrimitiveReactionReaction

Intellect/Intellect/CreativityCreativity

Protocol/Protocol/FamiliarFamiliar

THE MIND, THINKING & ACTIONTHE MIND, THINKING & ACTIONOF THE LEADEROF THE LEADER

• Fear (yours/others)Fear (yours/others)• UnorganizedUnorganized• FatigueFatigue• Lack of ExperienceLack of Experience• Poor InformationPoor Information• Failure Failure

The situation can takeThe situation can takeleaders to the leaders to the “basement”“basement”

REACTING TO A CHALLENGEREACTING TO A CHALLENGE

To get O.O.T.B.,To get O.O.T.B.,the leader can gainthe leader can gaincontrol by implementing control by implementing protocols protocols

TAKING COMMANDTAKING COMMAND

• StructuresStructures• ProceduresProcedures• Priorities/GoalsPriorities/Goals• The FamiliarThe Familiar• The ComfortableThe Comfortable

This is the box!This is the box!

The “meta-leader” The “meta-leader” Drives dynamic Drives dynamic adaptability adaptability

GENERATING ACTIONGENERATING ACTION

• ConnectedConnected• Wide viewWide view• DecisiveDecisive• Results obviousResults obvious

KEEP IN MIND KEEP IN MIND THE PROCESS IS THE PROCESS IS

DYNAMICDYNAMIC

DiscussionDiscussion

Energy/TimeEnergy/Time BehaviorBehavior

1.1. Power of priorities Power of priorities (Build-immunity)(Build-immunity)

2.2. Escalating Escalating commitmentscommitments

3.3. Follow through and Follow through and follow-upfollow-up

4.4. Non-quality vs. quality Non-quality vs. quality hours hours

1.1. Influence vs. controlInfluence vs. control

2.2. Champion vs. authorityChampion vs. authority

3.3. Security & ConfidenceSecurity & Confidence

4.4. Risk taking & Risk Risk taking & Risk AversionAversion

TheEvent


Meta-LeaderMeta-LeaderTheProblem

Perceptions

Reality

Factor Focus:Factor Focus:•TimeTime•EnergyEnergy•Perception Perception

Closing the Gap

Perception vs. Reality What creates the gap between P & R - How do we find the

truth?

What drives understanding?

What can the leader do to close the gap?

How do we de-mystifying rumors, address conjecture, hype (the media)

Remember, perception does become reality especially with less intensive events vs. crisis events

Challenges in Defining the Event:Understand the Escalating Potential – ONE EXAMPLE

Nu

mb

er o

f P

eop

le

Aff

ecte

d

1

1,000 – 100,000+

Time To Solve Problems/Make Decisions

Lead

ers

hip

Press

ure

LOW

High

LESSMORE

Assess – Diagnose – Isolate – Treat – Manage

Report – Mobilize Response – Investigate – Prophylaxis

Communicate to stakeholders and public – enhance surveillance & reporting

Deliver mass intervention – call up reserve workforce

Activate community-wide mass care system – manage great loss

Command and control – vital to assure wide area containment

KatrinaKatrina

SARSSARS

Anthrax Anthrax 10/0110/01

Pandemic FluPandemic Flu

Potential for Potential for Chaos Chaos

IncreasesIncreasesManage high volume of data and information

Challenges in Defining the Event:Challenges in Defining the Event:The Impact of ChaosThe Impact of Chaos

Defined as a “perceived” state of extreme confusion and disorder

What feeds chaos: Lack of control of:

— Information (coming in and going out)

— Resources

— The decision process

Command pressures or pressures from other groups

Failure of the leader to empower members to engage

Failure to understand the consequences (good and bad) of decisions (short and long-term)

Failure to assume command and assert control

Step 1: Establish “operational awareness” get information

This is people, information systems, the media, other sources

Develop a process to question reliability of the information

Step 2: Create a framework to organize incoming information based on time, place,

scale and scope of the event

Use maps, graphs and pictures to portray knowledge – update often

Step 3: Based on your operational picture and incoming data begin to develop

predictions about how the event might evolve

Build decision-process around the operational picture

Challenges in Defining the Event:Challenges in Defining the Event:One Solution - Create an Operational PictureOne Solution - Create an Operational Picture

BREAK

“No man is good enough to govern another man without that man’s consent” Abraham Lincoln (1864)

“The greatest leader is not the one who does great things. He’s the one

who gets people to do great things” Ronald Reagan

TheEvent


Meta-LeaderMeta-LeaderTheProblem

TheContext

TheCulture

Lead Up Lead Up

Factor Focus:Factor Focus:• BehaviorBehavior• PerceptionPerception• RelationshipsRelationships

The Challenge of Leading Up

Orders of Preservation:

LeaderLeader

OrganizationOrganization The CauseThe Cause

What’s the order in your organization?What’s the order in your organization?

The Challenge of Leading Up

Be a good subordinate Earn positive reinforcement – increase desired behavior

Work to the cause/guided by a clear set of priorities

Ask good questions

Assure your motivation tracks to leader’s priorities

Meet your commitments

Consider orders of preservation

Develop a professional/personal relationship

Demand clear performance expectations…

Do your leaders prefer written, verbal, or some other form of communications – find out!

Remember the value of the harness..Remember the value of the harness..

TheEvent



Lead the SiloLead the Silo

TheProblem

TheContext

TheCulture

Factors that apply:Factors that apply:• EnergyEnergy• BehaviorBehavior• ImpactImpact• RelationshipsRelationships

1. Promotes a related set of functions

2. Controls a related set of workers

3. Is the sum of all the parts - Newtonian Systems

4. Supports a structured/familiar Organization

5. Operates under a defined set of principles

6. Is tied together by a unique culture supported by a common set of values

LE

AD

ING

IN

TH

E S

ILO

L

EA

DIN

G I

N T

HE

SIL

O

The Silo – This is a good thing!

Define Your Organizations Leadership Define Your Organizations Leadership Environment Environment

The Charge

Common understanding vs. various interpretations

Does it currently map to a relevant issue, challenge or set of priorities?

Motivation

Yours

Others including your boss

What defines your organization?

Greatest moments (Successes)

Worst moments (Short of Success)

Three Phases of Leadership

Vision & StrategyVision & Strategy Operations & ExecutionOperations & Execution Impact & CQIImpact & CQI

See Big PictureSee Big Picture

Know Desired Know Desired OutcomesOutcomes

Build CoalitionsBuild Coalitions

PlanPlan

ExecuteExecute

Connect PiecesConnect Pieces

Monitor ChangeMonitor Change

Measure Measure ProductivityProductivity

Assure Systems Assure Systems to Support CQIto Support CQI

PHASE I PHASE II PHASE IIIPHASE I PHASE II PHASE III

WHERE DO YOU LEAD?WHERE DO YOU LEAD?

Drive the Learning Curve

PHASE I PHASE II PHASE IIIPHASE I PHASE II PHASE III

Vision & StrategyVision & Strategy Operations & ExecutionOperations & Execution Impact & CQIImpact & CQI

Leaders drive the learning curve across all three phases – especially during a crisisLeaders drive the learning curve across all three phases – especially during a crisis

This is done best when the team is tuned…This is done best when the team is tuned…

5 Dysfunctions of Team*

Absence of Trust Teams must be comfortable being vulnerable with each other

Capable of being open and honest

Fear of Conflict Teams must be able to disagree, challenge, and question each other

In the end they find ways to master conflict

Lack of Commitment Effective teams consider all ideas and opinions of the group

Team members may not agree with approach but all are confident in the process

Avoidance of Accountability All team members must be recognized as accountable

The team leader cannot be the primary source of accountability

Inattention to Results To focus on results the team must consider what’s best for the team and not the individuals

All energy is then placed on the larger goals

*Patrick Lencioni, Overcoming the Five Dysfunctions of a Team, 2005*Patrick Lencioni, Overcoming the Five Dysfunctions of a Team, 2005

TheEvent



LeadLeadConnectivityConnectivity

TheProblem

TheContext

TheCulture

Factors that apply:Factors that apply:• RelationshipsRelationships• ImpactImpact• EnergyEnergy

The Challenge of the Pieces How do your organizational

components connect?

CommunicationSystems

Development

&Planning

Epi. / LabsPublic PolicyPublic Policy

EnvironmentalEnvironmental

HealthHealth

HumanHumanResourcesResources

Health SystemsQuality Assurance

PerformancePerformance&&

AccountabilityAccountability

PHEPRPHEPR

I.T.I.T.

$$

Community & Community & Family HealthFamily Health

Sec/Dep. Secretary of HealthSec/Dep. Secretary of Health

CDC SMOCDC SMO

Leading Connectivity

LEADING CONNECTIVITY LEADING CONNECTIVITY

• Big pictureBig picture• Multi-dimensional perspectiveMulti-dimensional perspective• Comfortable with the unfamiliarComfortable with the unfamiliar• Recognize different valuesRecognize different values• Works to integrate diverse goalsWorks to integrate diverse goals• Focus on relationships Focus on relationships

COMPLEX ADAPTIVE SYSTEMSCOMPLEX ADAPTIVE SYSTEMSMore than the sum of the More than the sum of the

individual partsindividual parts

LE

AD

ING

IN

TH

E S

ILO

L

EA

DIN

G I

N T

HE

SIL

O

Leading Connectivity Across the Silos

• Enabling Enabling STRATEGIC CONNECTIVITY – Be curious!STRATEGIC CONNECTIVITY – Be curious!

• Valuing the other organization’s MOTIVATION Valuing the other organization’s MOTIVATION

• Recognizing and Resolving CONFLICTRecognizing and Resolving CONFLICT

• Taking RISKS and Managing CONSEQUENCES Taking RISKS and Managing CONSEQUENCES

• Working with the UNCWorking with the UNCOMFORTABLE or UNFAMILIAROMFORTABLE or UNFAMILIAR

• Identifying and INTEGRATINGIdentifying and INTEGRATING shared goals shared goals

• Guiding the process and focusing on RESULTSGuiding the process and focusing on RESULTS

• Being Tolerant of and Learning from MISTAKESBeing Tolerant of and Learning from MISTAKES

Dedicate Energy to:Dedicate Energy to:

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Crisis Non-Crisis

Leadership Challenge

En

erg

y D

ed

icati

on

Connect

Lead Up

Lead Silo

Event

Person

QUICK QUICK STRATEGYSTRATEGY

COMMANCOMMAND!D!

BUILD BUILD RELATIONSHIPSRELATIONSHIPS

EMPOWER!EMPOWER!

The Practice of Meta-LeadershipDynamic Adaptability

Wrap-up

The Fundamentals of Meta-Leadership The Fundamentals of Meta-Leadership Key Take Aways:Key Take Aways:

The Person as Leader

1. Know how to get out of (stay out of) the basement

2. Manage your behavior and emotions and be aware of those around you

3. Empower others and be empowered

4. Avoid managing the details

5. Map behavior to set priorities

6. Follow-through

REDUCE NON-QUALITY HOURS!REDUCE NON-QUALITY HOURS!

Know the Event/Environment you’re Leading In

1. Acknowledge and manage chaos/ confusion

2. Know the P & R Gap - Find the truth

3. Consider an operational picture to map perception to reality and link your decisions to that picture of reality

4. Remember this is a very dynamic and moveable dimension


Leading Up

1. Understand the orders of preservation

2. Learn to be a good subordinate

3. Remember this requires energy from you and the boss resulting in the most effective relationship – must be nurtured


Lead the Silo

1. Drive the learning curve through the 3 Phases of Leadership

2. Build and sustain a functional team

3. Celebrate success

4. Identify and resolve conflict

5. Build both individual leader and system capacity – Consider current and future challenges


Lead Connectivity:

1. Work to connect the purposes of many individuals to achieve a greater good

2. Be willing to take risks and manage the consequences

3. Recognize when shared goals are achieved

4. Build connectivity that will survive when key personalities move on


Consider The Fundamentals of Meta-Leadership

TheEvent



TheProblem

Perceptions

Reality

The FrameworkThe Framework The FactorsThe Factors

•TimeTime•EnergyEnergy•PerceptionPerception•BehaviorBehavior•ImpactImpact•RelationshipsRelationships

Buy back non-quality hours

Map priorities to current effort and test this routinely with staff – build immunity

Avoid the “Pleaser” approach

— Yes = drives escalating commitment

— No = allows a focus on priorities

Understand individual motivation/drive

Use the M/L Framework to drive discussion

The Fundamentals of Meta-LeadershipThe Fundamentals of Meta-LeadershipQuick Summary - Things you can do nowQuick Summary - Things you can do now

“A good plan, violently executed now, is better than a perfect plan next week.“

General George S. Patton

“One cool judgment is worth a thousand hasty counsels. The thing to do is to supply light and not heat.”

President Woodrow Wilson

Joseph M. HendersonJoseph M. [email protected]

Centers for Disease Control and PreventionCenters for Disease Control and PreventionDr. Lenny Marcus, Dr. Barry Dorn, and Dr. Isaac Dr. Lenny Marcus, Dr. Barry Dorn, and Dr. Isaac

AskenaziAskenaziHarvard UniversityHarvard University

HARVARD SCHOOL OF PUBLIC HEALTH HARVARD SCHOOL OF PUBLIC HEALTH AND THE KENNEDY SCHOOL OF GOVERNMENTAND THE KENNEDY SCHOOL OF GOVERNMENTNational Preparedness Leadership InitiativeNational Preparedness Leadership Initiative

meta-leadership mid-america regional public health leadership institute st. charles, illinois...

Documents

n n recruiting

n n public health

n n greatest weaknesses

fast science n n

new partners n n

competent workforce

leader slide

culture slide