leadership in disasters presentation 21.11.ppt

8/14/2019 Leadership in Disasters Presentation 21.11.ppt

1/24

Leading ThroughDisasters


2/24

Extraordinary Leadership is Born out

of Extraordinary Times


3/24

Leader Core

Competencies


4/24

Interview Findings

Interviewed 9 key transit leaders who have

experienced events of varying degrees (9/11

response, accidents, Hurricane Katrina, flooding)

Doran Barnes, Executive Director, Foothill Transit

Dwight Brashear, Chief Executive Director, Capital Area Transit System (Baton Rouge, LA)

Michael Depallo, Director, Port Authority Trans-Hudson New Jersey

Joseph Giulietti, Executive Director, South Florida Regional Transportation Authority(Pompano Beach, Florida)

John Hubbell, Director, Calgary Transit

Celia Kupersmith, General Manager, Golden Gate Bridge, Highway and TransportationDistrict

Mark Pangborn, General Manager, Lane Transit District (Eugene, Oregon)

Michael Setzer, General Manager, Southwest Ohio Regional Transit Authority

David R. Solow, Chief Executive Officer, Southern California Regional Rail Authority


5/24

Be Involved In Everything

Competencies Prior to an Event

Leader Prior

to Event

Technology/

Equipment

Decision

Maker

Response

Plans

NetworkBuilder/

Coordinator

Human

Capital

Risk

Assessment/

Strategist

Communication

Plan


6/24

Prior to Event Technology/Equipment/Response Plans

> Must have understanding of tangible assets prior to event

> Systems must have redundancies built in

> Ask the hard questions

Test your systems and make sure you are

prepared, personally and organizationally.

John Hubbell


7/24

Prior to Event Human Capital

> Recognize value and employ tools and

processes to optimize resource

> Employ regular training and other exercises

to strengthen and refine this resource


8/24

Prior to Event Network Builder

> Strong coordinating and networking skills to

establish an extensive network (first responders,politicians, Board members, security agencies,

transit agencies)

> Ensure other staff are included in network to ensure

smooth flow of operations in case of leaders absence

Use management and responders to assist

in an event.

John Giuletti


9/24

Prior to Event Risk Assessor

> Clear understanding of what is within and outside

the scope of control

> Prioritize response and assess situations

> Established chain of command


10/24

Prior to Event Communicator

> Educated on stress indicators of employees in

high-stress environments

> Comfortable taking communications lead

> Clear sense of timing and understanding of

communication activities

Be able to talk the talk with experts.

Celia Kupersmith


11/24

Prior to Event Decision Maker

> Final approval of response plans

> Chain of command and communication tree fully developed

and staff aware of where they fit in that chain


12/24

Narrow Your Focus

Key Leadership Competencies

Through a Disaster

Leader During

an Event

Network

Builder/

Coordinator

Communication

Plan

Human

Capital

Decision

Maker


13/24

Through an Event Network Mobilizer/Coordinator

> Direct contact with partner agencies and

responding groups

> Quickly mobilize ongoing networking efforts

to ensure resources in place


14/24

Through an Event Communicator Internal & External

> Keep Board of Directors informed

> Maintain awareness of staff communications

and maintain contact with them

> Make strategic decision on when to face media

Be the communication funnel. Be a

keyhole for information to ensure proper

information is being released.

Michael Setzer


15/24

Through an Event Human Capital Assessor

> Keep employees informed without creating undue stress

> Continually reinforce purpose and goal

> Must recognize key stress indicators and make decisions

on employee well-being

Keep in touch with staff and stay visible.

But dont overwhelm the scene.

David Solow


16/24

Through an Event Decision Maker/Resource Provider

> Must be able to quickly filter information and makethe tough call in less than optimum circumstances

> Make critical decisions in a high-stress and

ever-changing environment

> Deploy additional resources, if situation demands

Make the best decision you can at that

moment. Dont make the fatal mistake of

indecision.

Celia Kupersmith


17/24

Conclusion

Experiencing a disaster or crisis is not a certainty,

the experience is not optional and recovery not

assured.

Individual competencies and skills before, during

and after a disaster or crisis are the executiveleadership responsibilities.


18/24

Conclusion (continued) While a disaster or crisis may not be avoidable, the

outcome can be altered by individual and

organizational competencies prior to event.

Core competencies demonstrated will likely be

based on training and planning.

The outcome will ultimately be the responsibility of

the executive leadership of the organization.


19/24

Conclusion (continued)

Executive leadership is responsible for their

actions as well as actions of the individuals

involved.

The competency of the leader will surely be judged

prior, during and after a disaster or crisis.


20/24


Core competencies established before a disaster

or crises are primarily training, staging and

planned exercises.

The time to practice is not during a disaster or

crisis.


21/24


Core competencies during a disaster or crisis

consist of strategic thinking and setting the tone for

the organization.

AS A LEADER,

ARE YOU UP TO THE TASK?


22/24

7 Pearls of Wisdom

I. Dont panic

2. Assess resources Dont wait for help; help may not be coming

Draw on personal resources; people who will helpbecause of a personal connection

Depend on those who willget it done, not on those who

shouldget it done

3. Be visible Get out thereget in the trenches

Promote a positive presence

Be accessible


23/24

7 Pearls of Wisdom

4. Have A Plan Have a plan or make a plan and stick to it!

Involve the team in formulating the plan.

Know when its time to change the plan.

Focus on your goals

5. Be Decisive Take immediate action as necessary

Set priorities

Think outside the box

Provide clear direction


24/24

7 Pearls of Wisdom

6. Communicate Use clear and open communications

Refine and minimize communication channels

Have honest and frequent information exchanges

Share information Increase customer communications

Listen

7. Empower Teams Support team efforts

Sustain the teams energy levels

Allow the team to discuss successes

Recognize and reward good efforts

leadership in disasters presentation 21.11.ppt

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