A WALK IN THE WOODS: META-LEADERSHIP

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

LEADERSHIP

“People Follow You”

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

DIS-CONNECTIVITYThe “Silo” Mentality

DIS-CONNECTIVITY: THE DILEMMA OF THE CUBE

Peep hole

A

Peep hole

B Peep hole A

Peep hole B

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?

?

QUESTION

HOW MANYSQUARES ARE THERE?

?

ANSWER

16

ANSWER

17

ANSWER

18

ANSWER

ANSWER

19

20

ANSWER

21

ANSWER

22

ANSWER

23

ANSWER

24

ANSWER

25

ANSWER

26

ANSWER

27

ANSWER

28

ANSWER

29

ANSWER

30

ANSWER

FINDING THE MULTIPLE DIMENSIONS

OF A PROBLEM

720

ANSWER

“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


1The

Person


LEARNING PARTNER

DIMENSION ONE


1The

Person


strengths weaknesses

2The

Situation


• Picture of the Problem

• Incomplete & changinginformation

• Observe – Orient – Decide - ACT

SITUATIONAL AWARENESS

DIMENSION TWO


FULL SPECTRUM THINKING

SCOPE OF THESITUATION

Limited perspective on

what is happeningor what could happen

DIMENSION TWO


2The

Situation


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


• “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


LEARNING PARTNER

DIMENSION TWO



2The

Situation

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


3Lead the

Silo

Commit-ment


will support you

• “What can I do to make you a success?”

• “Dogs that hunt”

VERTICAL CONNECTIVITY

DIMENSION THREE


THE SHADOW OF EFFECTOF

CONFLICT


CONFLICT

FocusedIssue specific

People - Leadership

Diffuse

ImpedimentsProcedural


CONFLICT


COLLABORATION


COLLABORATION

Meta-Leadership

Ops-Implementation

Impact - CQI

CollaborationClarity - FitCorrection


COLLABORATION

LEADERSHIP

Please stand up

Please sit down

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



3Lead the

Silo

Commit-ment


will support you

4Lead

Up

Priorities


and deliver

• The power/authority equation

• Communicate/educate

• Prioritize problems anddecisions

MANAGING YOUR BOSS

DIMENSION FOUR


4Lead

Up

Priorities


and deliver

• Know your boss

• Lead up – influence beyondyour silo

• “Truth to power”

VERTICAL CONNECTIVITY

DIMENSION FOUR


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 &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



4Lead

Up

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: 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

WHO IS A HERO?

The one who converts an enemy into a friend.

Mishna

CONFLICT

The road to war is paved with many options . . .

TRY THEM ALL!

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

A WALK IN THE WOODS: META-LEADERSHIP

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