Key Principles for Key Principles for Effective Crisis Effective Crisis

LeadershipLeadership

Joyce Gaufin, Executive DirectorJoyce Gaufin, Executive DirectorGreat Basin Public HealthGreat Basin Public Health

Leadership InstituteLeadership Institute

April 5, 2006April 5, 2006Salt Lake City, UtahSalt Lake City, Utah

•Year-long program in advanced leadership skillsYear-long program in advanced leadership skills•75 Graduates; 39 new scholars75 Graduates; 39 new scholars•Member of the National Public Health Leadership Member of the National Public Health Leadership Development NetworkDevelopment Network•Faculty of national and local expertsFaculty of national and local experts•Incorporates on-site training, distance learning, self-Incorporates on-site training, distance learning, self-study,study,and delivery of a projectand 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, UTFirst On-Site

Interview With A Leader (presentation at Lake Tahoe)

Lake Tahoe, NVSecond On-Site

Interim Projects and Conference Calls (CC)

Springdale, UT Zion National ParkThird On-Site

Notice of Acceptance Orientation to Program

Project Work and Coaching Agreements

Emotional Intelligence and Crisis Leadership

Ethics in Public Health (on-line course)

The Future of Public Health: Leadership in the New Era

Return signed agreements

LPI Feedback: Learning About Self (360° surveys)

Measuring & Improving Organizational Values (CC)

The Collaborative Leader: Building Successful Partnerships

Project Work and Coaching Calls

Communicating Public Health, including risk communication

Orientation Conference Call: Getting Ready to Learn

Individual Coaching and Personal Action Planning

Follow up on Systems Thinking and Change Management (CC)

Performance Management Systems for Public Health

Finish Reading Leadership Without Easy Answers

Creativity and Risk Taking

Distribution of Leadership Practices 360º surveys

Team Exercises/Challenges

Short Reading Assignments

Advanced Negotiation Skills

Ethics in Public Health (CC)

Effective Use of the Political Process

Text: The Leadership Challenge

Systems Thinking and Change Management

Leadership Without Easy Answers (book distributed)

Peer Project Coaching Leadership Without Easy Answers (CC)

Coaching and Mentoring Skills for PH Leaders

Inspirational Leadership

Conflict Resolution Short Reading Assignments

Final Project Presentations

Introduction to Projects

Work/Life Balance for Success

Graduation Ceremony

Introduction to Leader Interviews

Interview With a Leader Reports

On-site

The Need for Skilled Crisis The Need for Skilled Crisis LeadersLeaders

• Acute threats; natural and human-Acute threats; natural and human-causedcaused

• A crisis causes dramatic systems A crisis causes dramatic systems changechange

• There are differences between There are differences between management and leadershipmanagement and leadership

• A crisis will affect multiple systems; A crisis will affect multiple systems; there is a need to manage conflicting there is a need to manage conflicting goals, values, and responsibilitiesgoals, values, and responsibilities

Overview (continued)Overview (continued)

• In addition to the impact on the In addition to the impact on the population affected, there are workforce population affected, there are workforce changeschanges

• What is the impact on people?What is the impact on people?• Need to have multiple and flexible plansNeed to have multiple and flexible plans• Crisis leaders must be able to influence Crisis leaders must be able to influence

others in a positive way; they can’t rely others in a positive way; they can’t rely on title or position aloneon title or position alone

Establishing Crisis Establishing Crisis CompetenciesCompetencies

• Comprehensive set of over 27 Comprehensive set of over 27 leadership competenciesleadership competencies

• EMS already has a well-defined plan EMS already has a well-defined plan for operating during emergencies: for operating during emergencies: ICSICS

• Leaders from all groups should Leaders from all groups should become familiar with their local become familiar with their local Incident Command SystemIncident Command System

• Crisis Leadership Cycle: Before, Crisis Leadership Cycle: Before, during, and after an eventduring, and after an event

Essential Leadership Essential Leadership Skill SetSkill Set

• Collaborative leadershipCollaborative leadership• Systems thinkingSystems thinking• CreativityCreativity• Emotional intelligenceEmotional intelligence• Risk communicationRisk communication• Influence and negotiationInfluence and negotiation• Conflict managementConflict management

Leadership is ComplexLeadership is Complex

• No one is given a set of directions or a planNo one is given a set of directions or a plan• Failure is not an optionFailure is not an option• Leaders take into account the totality of Leaders take into account the totality of

systemssystems• Leaders are held accountable for outcomesLeaders are held accountable for outcomes• People are both predictable and unpredictablePeople are both predictable and unpredictable• Leadership skills must be honed and Leadership skills must be honed and

sharpenedsharpened• Leadership exists at all levels of an Leadership exists at all levels of an

organizationorganization

Defining/Measuring Defining/Measuring CrisesCrises

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

• Some are predictable; Some are predictable; others come unannouncedothers come unannounced

• Characterized by a high Characterized by a high degree of instabilitydegree of instability

• Carry potential for Carry potential for extremely negative resultsextremely negative results

• Brings about dramatic Brings about dramatic changechange

9/11/01

The day that

changed

everything

SARS and Pandemic Flu

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

Organizational Crisis Organizational Crisis ScenariosScenarios

• Hostile take-over (change in political group in Hostile take-over (change in political group in power)power)

• Financial catastrophe (budget reductions; loss Financial catastrophe (budget reductions; loss of grants)of grants)

• Loss of facilities/resourcesLoss of facilities/resources• Employee sabotage/ violenceEmployee sabotage/ violence• Executive scandal/defectionExecutive scandal/defection• Strike/boycottStrike/boycott• Act of warAct of war• Natural disasterNatural disaster• Industrial accidentIndustrial accident• TerrorismTerrorism

Comparing ICS with Crisis Comparing ICS with Crisis LeadershipLeadership

• Incident Command Incident Command SystemSystem– CommandCommand– ControlControl– CoordinationCoordination– Highly structured; Highly structured;

clear roles and clear roles and responsibilitiesresponsibilities

– Training and Training and exercises are exercises are conducted regularlyconducted regularly

• Crisis LeadershipCrisis Leadership– Leadership isn’t Leadership isn’t

just about title or just about title or positionposition

– Leadership skills Leadership skills can be can be learned/honedlearned/honed

– CommunicationCommunication– Clarifying vision Clarifying vision

and valuesand values– CaringCaring

Leadership’s Role in a Leadership’s Role in a CrisisCrisis

• Leaders set the tone by their example and Leaders set the tone by their example and conductconduct

• Leaders must pay attention to the Leaders must pay attention to the components of influencecomponents of influence

• Leaders can have a significant positive Leaders can have a significant positive impact on the very human, emotionally impact on the very human, emotionally charged climatecharged climate

• Leaders cannot rely only on authoritarian Leaders cannot rely only on authoritarian or fear tactics to get results during a or fear tactics to get results during a crisiscrisis

Reference BookReference Book

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

• Gene Klann, Ph.D., Center for Creative Gene Klann, Ph.D., Center for Creative Leadership, 2003Leadership, 2003

• Use of key influencing skills/tactics to Use of key influencing skills/tactics to help people before, during and after help people before, during and after crisiscrisis

It’s like a war zone out It’s like a war zone out there!there!

The military’s single peacetime focus is preparing for The military’s single peacetime focus is preparing for combat, the ultimate crisis situation because it combat, the ultimate crisis situation because it involves life and death. A major element of the involves life and death. A major element of the military’s training teaches soldiers how to deal with military’s training teaches soldiers how to deal with the range of emotions they will experience before, the range of emotions they will experience before, during, and after combat. These emotions generally during, and after combat. These emotions generally include horror, apprehension, grief, rage, revenge, include horror, apprehension, grief, rage, revenge, loneliness, sadness, repulsion, vigilance, anguish, and loneliness, sadness, repulsion, vigilance, anguish, and guilt. Military leaders know these emotions will be guilt. Military leaders know these emotions will be experienced and must be controlled or the soldiers experienced and must be controlled or the soldiers will not be able to function on the battlefield.will not be able to function on the battlefield.Combat leaders must learn to deal with their own Combat leaders must learn to deal with their own emotions as well as with the emotions of the soldiers emotions as well as with the emotions of the soldiers under their charge. This is the same challenge under their charge. This is the same challenge civilian leaders face during a crisis, and they can civilian leaders face during a crisis, and they can expect the same kinds of emotional chaos to flow over expect the same kinds of emotional chaos to flow over the people in their organization and themselves.the people in their organization and themselves.Crisis LeadershipCrisis Leadership, by Gene Klann,, by Gene Klann,The Center for Creative LeadershipThe Center for Creative Leadership (2003)(2003)

CommunicationCommunication

• Well-honed Well-honed communication communication strategystrategy

• Clear, articulate verbal Clear, articulate verbal expressionexpression

• Careful listeningCareful listening• Body languageBody language• Clear, concise and Clear, concise and

straightforward writing straightforward writing stylestyle

• Example: Sir Winston Example: Sir Winston Churchill during WW IIChurchill during WW II

Editorial: Yes, we're worth itEditorial: Yes, we're worth itFrom The Times-Picayune, Sept. 2, 2005 (edited)From The Times-Picayune, Sept. 2, 2005 (edited)

Even as people from New Orleans desperately search for their family Even as people from New Orleans desperately search for their family members and rescue workers patrol the region in boats, hack through roofs members and rescue workers patrol the region in boats, hack through roofs and try to pluck survivors out, some people in other parts of the country have and try to pluck survivors out, some people in other parts of the country have begun to blame us, the victims. Our crime? Choosing to live in New Orleans.begun to blame us, the victims. Our crime? Choosing to live in New Orleans.

Especially heartless were U.S. House Speaker Dennis Hastert and the writers Especially heartless were U.S. House Speaker Dennis Hastert and the writers of an editorial that appeared Wednesday in the Republican-American, a of an editorial that appeared Wednesday in the Republican-American, a newspaper in Waterbury, Conn. Mr. Hastert was quoted by the Daily Herald newspaper in Waterbury, Conn. Mr. Hastert was quoted by the Daily Herald of Arlington Heights, Ill., saying it makes no sense to rebuild New Orleans of Arlington Heights, Ill., saying it makes no sense to rebuild New Orleans where it is. "It looks like a lot of that place could be bulldozed," he said.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 After Mr. Hastert made his insensitive comments, his press secretary tried to spin them. The speaker didn't mean that there shouldn't be a New Orleans, spin them. The speaker didn't mean that there shouldn't be a New Orleans, the spokesperson said. He was just suggesting that as they rebuild, officials the spokesperson said. He was just suggesting that as they rebuild, officials give serious thought to how future destruction could be prevented. That goes give serious thought to how future destruction could be prevented. That goes without saying. We're much more sophisticated now than we were when the without saying. We're much more sophisticated now than we were when the city was founded in the 18th century. Of course our officials are going to city 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.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-At least President Bush realizes how valuable we are. He flew over the storm-ravaged areas of Louisiana, Mississippi and Alabama on Wednesday afternoon ravaged areas of Louisiana, Mississippi and Alabama on Wednesday afternoon and seems sincerely sorrowful for all the people whose lives have been and seems sincerely sorrowful for all the people whose lives have been irreversibly changed by this storm. His promise to send aid, and lots of it, was 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 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 Orleans and a similarly large amount of assistance to sustain the hundreds of thousands of people who have been displaced.thousands of people who have been displaced.

Risk CommunicationRisk Communication

1 N = 3 P1 N = 3 P(One negative statement is equal to (One negative statement is equal to

threethree

positive statements)positive statements)

– Vince Covello, PhD, SpeakerVince Covello, PhD, Speaker

National Public Health Leadership Development National Public Health Leadership Development NetworkNetwork

April, 2003April, 2003

Clarity of Vision and Clarity of Vision and ValuesValues

• Personal and/or Personal and/or organizationalorganizational

• People need to People need to understand it; feel understand it; feel ownership; endorse itownership; endorse it

• During a crisis, During a crisis, leaders can leverage leaders can leverage and use as a rallying and use as a rallying pointpoint

• Example: Martin Example: Martin Luther King, Jr. and Luther King, Jr. and civil rightscivil rights

Editorial: Where is the cavalry?Editorial: Where is the cavalry?

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

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

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

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

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

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

CaringCaring

• Sincere interest and Sincere interest and genuine concern for genuine concern for othersothers

• Treat with respect, Treat with respect, dignity, approval, dignity, approval, appreciation, attention, appreciation, attention, significance, value and significance, value and trusttrust

• Presence; leading by Presence; leading by exampleexample

• Example: Mayor Rudy Example: Mayor Rudy Guliani during 9/11 Guliani during 9/11 responseresponse

Emotional IntelligenceEmotional Intelligence

• An ability and capacity to recognize your An ability and capacity to recognize your personal feelings and the feelings and personal feelings and the feelings and emotional reactions of others. (Goleman, emotional reactions of others. (Goleman, 1998a)1998a)

• Leaders must also be able to manage Leaders must also be able to manage their emotions and feelings in their their emotions and feelings in their relationships with others. (Rowitz, 2006)relationships with others. (Rowitz, 2006)

• Emotional intelligence requires a Emotional intelligence requires a balance between heart and headbalance between heart and head

CompetenceCompetence

No amount of personality, political skills, or cracker-barrel wit can disguise or overcome a deficit in basic technical and managerial competence. And almost nothing can multiply employee anxieties and reduce confidence more during crisis than a leader who is perceived to be marginally competent.

Crisis LeadershipCrisis Leadership, by Gene , by Gene Klann,Klann,The Center for Creative The Center for Creative LeadershipLeadership (2003)(2003)

DecisivenessDecisiveness

• Even a wrong decision that promotes Even a wrong decision that promotes action is better than doing nothing. action is better than doing nothing. Influential decision making means Influential decision making means gathering information and getting input as gathering information and getting input as soon as possible; knowing that all the soon as possible; knowing that all the information needed to make the decision information needed to make the decision isn’t available; accepting that there are isn’t available; accepting that there are risks involved; getting recommendations risks involved; getting recommendations from others; listening to gut feelings; from others; listening to gut feelings; making the decisions that need to be mademaking the decisions that need to be made

CourageCourage

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

• Start with a clear code of personal Start with a clear code of personal values, ethics and standardsvalues, ethics and standards

• Calculated risk-takingCalculated risk-taking

Preparing for CrisisPreparing for Crisis

• It’s never too early to prepareIt’s never too early to prepare• Leaders should begin with a self-Leaders should begin with a self-

assessmentassessment• Need to conduct an organizational Need to conduct an organizational

assessmentassessment– Focus on human resources and their readinessFocus on human resources and their readiness– Do they clearly understand the vision/values?Do they clearly understand the vision/values?– How do you demonstrate that you care?How do you demonstrate that you care?

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

assessmentassessment

Exercise: What Makes a Leader?Purpose: To understand the traits of a

successful leaderKey Concepts: Leadership, emotional

intelligenceProcedures: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 RebuildingRecovery and Rebuilding

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

• Continuous assessment of progressContinuous assessment of progress• Focus on mental healthFocus on mental health• Enlist of the support of othersEnlist of the support of others• 3 “C’s” still provide the model3 “C’s” still provide the model• Involve everyone in “lessons Involve everyone in “lessons

learned” eventslearned” events

To recapTo recap

• Leaders must be engaged before, Leaders must be engaged before, during and after a crisisduring and after a crisis

• Leaders must be familiar with ICSLeaders must be familiar with ICS• Crisis leaders must be skilled in Crisis leaders must be skilled in

communication, clarifying vision and communication, clarifying vision and values, and demonstrate caring at all values, and demonstrate caring at all times—not just during a crisistimes—not just during a crisis

• Leaders need to take time to hone their Leaders need to take time to hone their skills and reflect on their effectivenessskills and reflect on their effectiveness

Contact InformationContact Information

Joyce R. Gaufin, Executive DirectorJoyce R. Gaufin, Executive Director

Great Basin Public Health Leadership InstituteGreat Basin Public Health Leadership Institute

348 East 4500 South, #300348 East 4500 South, #300

Salt Lake City, UT 84107Salt Lake City, UT 84107

Phone: 435.632.8256Phone: 435.632.8256

Fax: 801.892.0160Fax: 801.892.0160

Email: Jgaufin@healthinsight.orgEmail: Jgaufin@healthinsight.org