Maintaining Core Leadership Skills in Times of Crisis

1. Maintaining Core Leadership Skills in Times of Crisis Presenter: Loni Davis, M.A. Davis & Associates Organizational Consulting Services

2. The Best of Times & The Worst of Times • Public Health gets on the radar screen • Professional values conflict: “This isn’t what I signed up for!” Anxiety & stress • Scrutiny & high expectations can develop stronger organizations • Leadership skill trumps public health professional skills training

3. Focuses on three dimensions of success in leading others in times of crisis Providing Clear Direction Developing Commitment To Move Forward Assessing and Ensuring Capability To Take Effective Action Core Leadership Framework Direction Capability Commitment

4. Systems Thinking…..the mindset for crisis leadership First Step Get Up On The Balcony

5. Exercise • Instructions: • You will each be given a piece of data. • You will be asked to spend the next 20 minutes or so figuring out what to do.

6. Systems Thinking Strategies that Increase Your Leadership Effectiveness • A leader who uses systems thinking… Sees the whole picture Considers these questions……… From my location in the organization, what do I understand to be “the whole picture”? Which parts (sub-systems) am I not seeing, not considering? What effect is this having on my ability to lead and manage in this crisis situation?

7. Systems Thinking Strategies that Increase Your Leadership Effectiveness • A leader who uses systems thinking… Understands how sub-systems are interconnected and interdependent, and the potential vulnerabilities this poses in a crisis situation. Considers these questions……… How well does my program or department work with other key programs, and community agencies? How might I increase the “goodness of fit” we share? How can I help others understand more about what we do and how we fit into the big picture?

8. Systems Thinking Strategies that Increase Your Leadership Effectiveness A leader who uses systems thinking… Looks beyond the “field of action” to focus on underlying relationships, processes and structures that will derail effective crisis leadership Considers these questions……… How might work relationships in my department and interactions with other staff be causing difficulties, if not repeated problems? Do I have structures and processes in place that allow me to do my best work as a leader and manager, such as: are meetings organized and managed well? Is vital information communicated effectively? Is there permission to exchange information and share resources freely? Are those affected by decisions involved in the determining process?

9. Systems Thinking Strategies that Increase Your Leadership Effectiveness A leader who uses systems thinking… Pays attention and gives voice to the organization’s long-term vision Considers these questions……… What is our organization’s long-term vision that describes what we are about and where we are going in the event of a public crisis or emergency situation? What aspects of that vision are not clear to me or others? How can I promote this vision so that others understand it and join me in championing it?

10. Conveying The “Big Picture”Effective Crisis Leaderships sets others up for success in addressing the situation by identifying the “Big Picture” and providing a framework for movement forward Context Stakeholders Pathway To Manage Crisis or Emergency (The Process) Current Situation Desired Future State Where we are How we get there Where we want to go

11. Where we are now Where we want to be Context The emergency / crisis situation that calls for attention (especially that iteration of it that we are addressing now, details and implications) The desired outcome of addressing the situation The circumstances surrounding the situation and factors impacting how we can address it Developing The “Big Picture”

12. Stakeholders Pathway To Action The individuals or groups that must be taken into account in addressing the situation The actual process for addressing the crisis and helping all stakeholders get from current reality to the desired future state Developing The “Big Picture” Adapted from Interaction Associates, Facilitating Change, 2000

13. Stakeholder Analysis • Why It’s Important • All the subsystems in the organization and community are interconnected and interdependent. Stakeholder analysis reminds us to consider the key issues and concerns of different individuals and groups at the outset and sets a foundation for tapping into appropriate expertise and building agreement for moving forward.

14. Tool: Stakeholder Analysis Matrix

15. Exercise: Describing the Big Picture • Define: • The crisis or emergency situation requiring attention (where exactly are we now in this situation?) • What is the desired future state (scoping issue) • Explore The Context In Which This Issue Is Being Tackled • What are the key factors surrounding this issue? • How will this context impact how we deal with this crisis? • Identify Key Stakeholders • Who are the key stakeholders -individuals or groups that we need to consider in moving forward to address this situation • Describe the overall pathway forward in addressing the situation

16. Application of “Big Picture” Scenario:

17. How Are You Addressing the Leader’s Dilemma? “I’m accountable for the results. But how do I increase involvement without losing control?” (or taking too much time, or involving my staff at the wrong time or in the wrong way or too little or too much…..)

18. Resolving The Leader’s Dilemma • The key to increasing involvement without losing control is to seek the maximum involvement appropriate to the situation. Involvement begins with defining which decisions need to be made, and then who should participate, and finally, to what degree or level should they participate.

19. Levels of Involvement in the Decision-Making Process Delegate with Constraints Level of Ownership Consensus Gather Input from the Stakeholder Group and Decide Gather Input from Individuals and Decide Level of Involvement Decide and Announce Adapted from Interaction Associates, LLC 2000

20. Factors To Consider • Stakeholder Buy-In • Time Available • Importance of Decision • Information /Expertise Needed • Capability • Building Teamwork

21. Review Discussion