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
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
Public Health Leadership Challenges
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
The PersonThe Personof the of the
Meta-LeaderMeta-Leader
Lead the SiloLead the Silo
Lead Up Lead Up
LeadLeadConnectivityConnectivity
TheProblem
TheContext
TheCulture
The PersonThe Personof the of the
Meta-LeaderMeta-Leader
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
The PersonThe Personof the of the
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
The PersonThe Personof the of the
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
The PersonThe Personof the of the
Meta-LeaderMeta-Leader
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
The PersonThe Personof the of the
Meta-LeaderMeta-Leader
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
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
The Fundamentals of Meta-Leadership The Fundamentals of Meta-Leadership Key Take Aways:Key Take Aways:
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
The Fundamentals of Meta-Leadership The Fundamentals of Meta-Leadership Key Take Aways:Key Take Aways:
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
The Fundamentals of Meta-Leadership The Fundamentals of Meta-Leadership Key Take Aways:Key Take Aways:
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
The Fundamentals of Meta-Leadership The Fundamentals of Meta-Leadership Key Take Aways:Key Take Aways:
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•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