Gaufin Crisis Leadership-1

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Key Principles for EffectiveCrisis Leadership

Joyce Gaufin, Executive DirectorGreat Basin Public Health

Leadership Institute

April 5, 2006Salt Lake City, Utah



•Year-long program in advanced leadership skills

•75 Graduates; 39 new scholars

•Member of the National Public Health Leadership

Development Network

•Faculty of national and local experts

•Incorporates on-site training, distance learning, self-study,

and delivery of a project



3/01/06 to 5/20/06 5/21/06 to 5/24/06 5/25/06 to 10/7/06 10/8/06 to 10/11/06 10/12/06 to 3/24/07 3/25/07 to 3/28/07

Selection and Pre-course work

Daniels Summit, UT

First On-Site Interview With A

Leader(presentation atLake Tahoe)

Lake Tahoe, NV

Second On-Site Interim Projects and

ConferenceCalls (CC)

Springdale, UTZion National Park

Third On-Site

Notice of Acceptance Orientation toProgram

Project Work andCoachingAgreements

Emotional Intelligenceand CrisisLeadership

Ethics in Public Health(on-line course)

The Future of PublicHealth:Leadership in

the New Era

Return signedagreements

LPI Feedback:Learning AboutSelf (360° surveys)

Measuring &ImprovingOrganizationalValues (CC)

The CollaborativeLeader:BuildingSuccessfulPartnerships

Project Work andCoaching Calls

Communicating PublicHealth,including riskcommunication

OrientationConferenceCall: Getting

Ready to Learn

Individual Coachingand PersonalAction Planning

Follow up on SystemsThinking andChange

Management(CC)

PerformanceManagementSystems for

Public Health

Finish ReadingLeadershipWithout Easy

Answers

Creativity and RiskTaking

Distribution ofLeadershipPractices 360ºsurveys

Team Exercises/ Challenges

Short ReadingAssignments

Advanced NegotiationSkills

Ethics in Public Health(CC)

Effective Use of thePoliticalProcess

Text: The LeadershipChallenge

Systems Thinking andChangeManagement

Leadership WithoutEasy Answers(book

distributed)

Peer Project Coaching Leadership WithoutEasy Answers(CC)

Coaching andMentoring Skillsfor PH Leaders

InspirationalLeadership

Conflict Resolution Short ReadingAssignments

Final ProjectPresentations

Introduction toProjects

Work/Life Balance forSuccess

Graduation Ceremony

Introduction to LeaderInterviews

Interview With aLeader Reports

On-site



The Need for Skilled Crisis Leaders

• Acute threats; natural and human-caused

• A crisis causes dramatic systems change

• There are differences between management andleadership

• A crisis will affect multiple systems; there is a

need to manage conflicting goals, values, andresponsibilities



Overview (continued)

• In addition to the impact on the populationaffected, there are workforce changes

• What is the impact on people?

• Need to have multiple and flexible plans

• Crisis leaders must be able to influence others in

a positive way; they can’t rely on title or positionalone



Establishing Crisis Competencies

• Comprehensive set of over 27 leadershipcompetencies

• EMS already has a well-defined plan foroperating during emergencies: ICS

• Leaders from all groups should become familiar

with their local Incident Command System• Crisis Leadership Cycle: Before, during, and

after an event



Essential Leadership Skill Set

• Collaborative leadership

• Systems thinking

• Creativity • Emotional intelligence

• Risk communication

• Influence and negotiation• Conflict management



Leadership is Complex

• No one is given a set of directions or a plan

• Failure is not an option

• Leaders take into account the totality of systems• Leaders are held accountable for outcomes

• People are both predictable and unpredictable

• Leadership skills must be honed and sharpened• Leadership exists at all levels of an organization



Defining/Measuring Crises

• A crisis can happen any time,any where, to any organization or community

• Some are predictable; others

come unannounced• Characterized by a high

degree of instability

• Carry potential for extremely negative results

• Brings about dramatic change



9/11/01

The day

thatchanged

everything





SARS and Pandemic Flu



Dammeron Fire Complex, Southern Utah, July, 2005, photo by K. Sharkey



Organizational Crisis Scenarios

• Hostile take-over (change in political group in power)• Financial catastrophe (budget reductions; loss of grants)• Loss of facilities/resources

• Employee sabotage/ violence• Executive scandal/defection• Strike/boycott• Act of war

• Natural disaster• Industrial accident• Terrorism



Comparing ICS with Crisis

Leadership

• Incident CommandSystem

– Command

– Control – Coordination

– Highly structured; clearroles and responsibilities

– Training and exercises areconducted regularly

• Crisis Leadership

– Leadership isn’t just about

title or position

– Leadership skills can belearned/honed

– Communication

– Clarifying vision and

values – Caring



Leadership’s Role in a Crisis

• Leaders set the tone by their example andconduct

• Leaders must pay attention to the componentsof influence

• Leaders can have a significant positive impacton the very human, emotionally charged climate

• Leaders cannot rely only on authoritarian or feartactics to get results during a crisis



Reference Book

• Crisis Leadership: Using Military Lessons,Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the

People You Lead

• Gene Klann, Ph.D., Center for CreativeLeadership, 2003

• Use of key influencing skills/tactics to helppeople before, during and after crisis



It’s like a war zone out there!

The military’s single peacetime focus is preparing for

combat, the ultimate crisis situation because it involves life anddeath. A major element of the military’s training teaches soldiershow to deal with the range of emotions they will experiencebefore, during, and after combat. These emotions generally include horror, apprehension, grief, rage, revenge, loneliness,

sadness, repulsion, vigilance, anguish, and guilt. Military leadersknow these emotions will be experienced and must be controlledor the soldiers will not be able to function on the battlefield.

Combat leaders must learn to deal with their own emotionsas well as with the emotions of the soldiers under their charge.

This is the same challenge civilian leaders face during a crisis, andthey can expect the same kinds of emotional chaos to flow overthe people in their organization and themselves.

Crisis Leadership, by Gene Klann,

The Center for Creative Leadership (2003)





Communication

• Well-honed communicationstrategy

• Clear, articulate verbalexpression

• Careful listening

• Body language

• Clear, concise and

straightforward writing style• Example: Sir Winston

Churchill during WW II



Editorial: Yes, we're worth it

From The Times-Picayune, Sept. 2, 2005 (edited)

Even as people from New Orleans desperately search for their family members and rescue

workers patrol the region in boats, hack through roofs and try to pluck survivors out, somepeople in other parts of the country have begun to blame us, the victims. Our crime? Choosing tolive in New Orleans.

Especially heartless were U.S. House Speaker Dennis Hastert and the writers of an editorial thatappeared Wednesday in the Republican-American, a newspaper in Waterbury, Conn. Mr. Hastert

was quoted by the Daily Herald of Arlington Heights, Ill., saying it makes no sense to rebuildNew Orleans where it is. "It looks like a lot of that place could be bulldozed," he said.

After Mr. Hastert made his insensitive comments, his press secretary tried to spin them. Thespeaker didn't mean that there shouldn't be a New Orleans, the spokesperson said. He was justsuggesting that as they rebuild, officials give serious thought to how future destruction could beprevented. That goes without saying. We're much more sophisticated now than we were when thecity was founded in the 18th century. Of course our officials are going to rebuild in such a way that reduces the threat of future devastation.

At least President Bush realizes how valuable we are. He flew over the storm-ravaged areas of Louisiana, Mississippi and Alabama on Wednesday afternoon and seems sincerely sorrowful forall the people whose lives have been irreversibly changed by this storm. His promise to send aid,and lots of it, was encouraging. It's going to take a huge amount of money to rebuild New Orleans and a similarly large amount of assistance to sustain the hundreds of thousands of people

who have been displaced.



Risk Communication

1 N = 3 P

(One negative statement is equal to three

positive statements)

– Vince Covello, PhD, Speaker

National Public Health Leadership Development Network

April, 2003



Clarity of Vision and Values

• Personal and/ororganizational

• People need to

understand it; feelownership; endorse it

• During a crisis, leaderscan leverage and use as a

rallying point• Example: Martin LutherKing, Jr. and civil rights



Editorial: Where is the cavalry?

From The Times-Picayune, Sept. 1, 2005 (edited)

The lack of a law enforcement presence is stunning. It is apparent that no one --neither New Orleans Police Chief Eddie Compass nor state and federal officials -- were prepared for what would come after Katrina had passed through.

Not only did they not have basic communication plans in place locally, there seems tohave been no strategy to get the hundreds of military and law enforcement officers onthe ground who were needed to establish order immediately.

The city police officers who are on the streets don't know what the overarching strategy is and have had little or no communication with top brass.

Of course, this sort of horrific event is far beyond the ability of any single law enforcement agency. But that should have been obvious from the time Katrina entered

the Gulf.

Virtually everyone involved in public safety has failed the people left in New Orleans who are trying desperately to survive.



Caring

• Sincere interest and genuineconcern for others

• Treat with respect, dignity,approval, appreciation,

attention, significance, valueand trust

• Presence; leading by example

• Example: Mayor Rudy

Guliani during 9/11 response



Emotional Intelligence

• An ability and capacity to recognize yourpersonal feelings and the feelings and emotionalreactions of others. (Goleman, 1998a)

• Leaders must also be able to manage theiremotions and feelings in their relationships withothers. (Rowitz, 2006)

• Emotional intelligence requires a balancebetween heart and head



Competence

No amount of personality, politicalskills, or cracker-barrel wit candisguise or overcome a deficit inbasic technical and managerial

competence. And almost nothing can multiply employee anxieties andreduce confidence more during crisis than a leader who is perceivedto be marginally competent.

Crisis Leadership, by Gene Klann,

The Center for Creative Leadership (2003)



Decisiveness

• Even a wrong decision that promotes action isbetter than doing nothing. Influential decisionmaking means gathering information and getting

input as soon as possible; knowing that all theinformation needed to make the decision isn’t

available; accepting that there are risks involved;

getting recommendations from others; listening to gut feelings; making the decisions that needto be made



Courage

• To tell the truth under difficult circumstances, tomake hard decisions, to answer tough questions,to face the unhappy crowd, and to accept

responsibility.

• Start with a clear code of personal values, ethicsand standards

• Calculated risk-taking



Preparing for Crisis

• It’s never too early to prepare

• Leaders should begin with a self-assessment

• Need to conduct an organizational assessment – Focus on human resources and their readiness

– Do they clearly understand the vision/values?

– How do you demonstrate that you care?

• Systems View – Community Assessment; Intra/Inter-agency

assessment



Exercise: What Makes a Leader?

Purpose: To understand the traits of a successful

leader

Key Concepts: Leadership, emotional intelligence

Procedures:

1.Write down 10 traits of a successful leader.

2.How many of these 10 traits do you have?3.How many of these traits relate to emotional

intelligence?

4.What do you have to do to demonstrate more of

these traits?



Recovery and Rebuilding

• Remember, you are in a marathon, not a sprint

• Continuous assessment of progress

• Focus on mental health• Enlist of the support of others

• 3 ―C’s‖ still provide the model

• Involve everyone in ―lessons learned‖ events



To recap

• Leaders must be engaged before, during andafter a crisis

• Leaders must be familiar with ICS

• Crisis leaders must be skilled in communication,clarifying vision and values, and demonstratecaring at all times — not just during a crisis

• Leaders need to take time to hone their skillsand reflect on their effectiveness



Contact Information

Joyce R. Gaufin, Executive Director

Great Basin Public Health Leadership Institute348 East 4500 South, #300

Salt Lake City, UT 84107

Phone: 435.632.8256

Fax: 801.892.0160Email: [email protected]

Documents

Gaufin Crisis Leadership-1