CrisisLeadershipCompetencyModelASPH

1、crisis leadership competency modelfebruary 20092overviewn project objective n project approach and methodologyn competency model inputs and sourcesn what are competencies and how will they be used?n the crisis leadership competency modeln integration and next steps3project objectiven define optimal

2、performance of cdc leaders during public health emergencies, as a separate group of behaviors distinct from traditional leadership competencies.4project approach and methodology2. draft competency model (oct 15 oct 26)1.collect and code qualitative data(sep 3 oct 12)3. validate competency model (oct

3、 29- nov 16) literature review expert interviews cdc expert workgroup online survey4. finalize proposed competency model (nov 19 dec 7) cdc expert workgroup senior leadership briefings and approval owcd (march 12) and cotper (april 17)5. integration plan(dec 10 dec 14) hhs four tier leadership compe

4、tency model cdc ilead competencies supplement school of preparedness and emergency response competencies (soper) hhs learning portal (lms)iterative process of qualitative analysis5literature review sourcesfederal and other agency/organization documentsncdc four-tier leadership competenciesncdc prepa

5、redness & emergency response functional competenciesnhurricane katrina response overview march, 2006nmpri proposed crisis leadership competenciesnnational public health leadership competency framework national public health development network, 2005) npreparedness and crisis leadership education

6、 toolkit centers for public health preparedness (cphp), preparedness and crisis leadership education exemplar groupnlomingers leadership architect competency library nbioterrorism and emergency readiness: competence for all public health workers the columbia university school of nursing center for h

7、ealth policy, 2002 nemergency preparedness and response competencies for hospital workers the columbia university school of nursing center for health policy, 2003books and journal articlesncrisis leadership: planning for the unthinkable (mitroff, 2003)ncrisis leadership: using military lessons, orga

8、nizational experiences, and the power of influence to lessen the impact of chaos on the people you lead (klann, center for creative leadership, 2003)nmeta-leadership and national emergency preparedness: a model to build government connectivity (marcus, dorn, & henderson, 2006)6literature review

9、sources (continued)nare you ready to make effective decisions when a disaster strikes? strategies for crisis decision-making (naglewski, 2006)ncompetency development in public health leadership (wright, rowitz, merkle, et al., 2000)ncrisis leader research: framework and measurement tool (hadley &

10、; pittinsky, center for public leadership, kennedy school of government, harvard university)ndecision processes during a crisis response: exploratory investigation (hale, hale & dulek, 2006)ndevelopment and validation of the crisis leader efficacy in assessing and deciding (c-lead) scale (hadley

11、, pittinsky, & zhu, 2003)ndo crisis plans matter? new perspectives on leading during a crisis (schoenberg, 2005)nevolving role of the public sector in managing catastrophic disasters (kapucu & van wart, 2006)nhealthcare worker competencies for disaster training (hsu, thomas, bass, et al., 20

12、06)nhow to display competencies in times of crisis (james & wooten, 2005)npreparing for a crisis (power, 2004)nselecting and developing crisis leaders using competency based simulations (yusko & goldstein, 1997)nstrategic leadership competencies (wong et al, strategic studies institute, 2003

13、)n“thinking the unthinkable”: leaderships role in creating behavioral readiness for crisis management (smits & ezzat ally, 2003)7expert interviews conducted1.mr. dan ahern director, leadership performance systems2.dr. rich besser - director, cotper3.dr. jay butler - program director, deiss, ncpd

14、cid, ccid, alaska 4.dr. mitch cohen - director, ccid5.dr. scott deitchman - assistant director, emergency preparedness, nceh6.ms. donna dinkin director, national public health leadership institute, university of north carolina school of public health 7.mr. eric gebbie public health preparedness grou

15、p, center for advancement of distance education, university of illinois at chicago 8.mr. joe henderson - acting chief operating officer9.dr. ali khan - deputy director, nczved10.dr. josephine malilay - associate director for science (acting), nceh11.dr. lenny marcus co-director, national preparednes

16、s leadership initiative - harvard school of public health 12.mr. phil navin - director, division of emergency operations, cotper13.dr. tom sinks - deputy director, nceh/atsdr14.dr. kate wright director, heartland centers for public health and community capacity development, st. louis university scho

17、ol of public health8cdc sme workgroup membersn ms. sherrie bruce (cdc/ccid/ncpdcid)n mr. toby crafton (cdc/ccid/od)n mr. daniel (dan) holcomb (atsdr/oa/od)n dr. richard hunt (cdc/ccehip/ncipc)n mr. richard a. jones ii (cdc/cchis/nchm)n ms. wanda king, (cdc/cotper/dslr)n dr. dennis d. lenaway (cdc/od

18、/ocphp)n dr. mehran s. massoudi (cdc/od/owcd)n dr. ralph oconnor (cdc/cotper/deo) n dr. nicki pesik (cdc/ccid/ncpdcid) n mr. harald pietz (cdc/ocoo/od)n dr. sven rodenbeck (atsdr/dhac/capeb)n mr. peter rzeszotarski (cdc/cotper/od)n mr. curtis weaver (cdc/cotper/dsns)9online competency validation sur

19、veyn the survey sample was drawn from pwms. the pwms population consisted of individuals rostered in leadership roles within the ims. n individuals who had participated in previous activities for this project were excluded (i.e. interviews and focus group). the final survey population included 231 l

20、eaders. n the survey invitation was distributed to 145 randomly selected individuals.n 58 individuals completed the survey, producing a response rate of 40%10observable knowledge, skills and abilities that translate to behaviors which in turn predict job performance. a competency model is a set of m

21、easurable success factors (competencies) that include the key behaviors required for excellent performance in a particular role. what are competencies?source: adopted from “competence at work” by spencer and spencer competenciestraits and motives11how are competencies used?organization strategytalen

22、t strategytalent acquisitiontalent managementcompetencies recruiting selection employee assimilation performance management rewards and recognition succession planning career planning leadership & employee development12how will the cdc crisis leadership competency model be used?the competency mo

23、del will be used for the following purposes: nserve as a road map for curriculum planning activities.nguide needs assessment studies designed to identify competency gaps, prioritize competency development areas, and investments in training.nserve as a tool for individuals to self-assess perceived co

24、mpetence and inform individual development plans.nguide recruiting and selection of candidates for key cdc ims leadership positions.nassist in interpreting and understanding exercise and response performance gaps. 13crisis leadership competency modelconnectivitysituational awarenessdecisivenesscredi

25、bilityemotional effectivenesscourage and perseveranceintegrative thinkingteam leadershipcommunicationthis model lays out the nine competencies that were determined to be the most critical for leaders in a public health emergency response situation.14 key behaviors:n communicates effectively and conc

26、isely with internal and external audiences in the face of limited, unknown, stressful, and negative situations.n expresses the crisis situation, mission, expectations for response team members and decisions in clear and compelling terms appropriate for the target audiencen initiates communication us

27、ing vertical and horizontal channels of communication to keep leadership, peers and subordinates informed.crisis leadership competency modelcommunicationcompetency statement: communicates during times of crisis in a timely, clear, accurate, and truthful manner.connectivitysituational awarenessdecisi

28、venesscredibilityemotional effectivenesscourage and perseveranceintegrative thinkingteam leadershipcommunicationcommunication15crisis leadership competency modelconnectivityn interacts effectively with officials, leadership, subordinates and peers from different agencies and organizations to engage

29、in cross-functional activities, share information, and facilitate collaboration across organizational domains. n uses influence and diplomacy skills to reach a goal, to build consensus, or to resolve a conflict.n links knowledge of networks to successfully accomplish mission objectives.competency st

30、atement: activates a network of partners that spans organizational domains and multi-jurisdictional agencies, and meets the immediate (and changing) needs of the response. key behaviors:connectivitysituational awarenessdecisivenesscredibilitycourage and perseveranceintegrative thinkingteam leadershi

31、pcommunicationconnectivityemotional effectiveness16crisis leadership competency modelcourage and perseverancen takes appropriate risks and accepts responsibility for the outcome.n addresses resistance quickly, rationally, and fairly with due consideration.n perseveres under difficult circumstances.n

32、 displays steadfast adherence to public health priorities despite hardship or obstruction.competency statement: displays strength, confidence and persistence when faced with danger, uncertainty, or intimidation. key behaviors:connectivitysituational awarenessdecisivenesscredibilityintegrative thinki

33、ngteam leadershipcommunicationcourage andperseveranceemotional effectiveness17crisis leadership competency modelcredibilityn demonstrates knowledge and experience in their area of expertise.n exhibits humility; recognizes personal strengths and weaknesses; looks to others for guidance on topics outs

34、ide of personal expertise; admits to mistakes and takes corrective action.n discerns the appropriate information to share, and when to engage others in conversations, decisions and actions.n acts in accordance with public health ethics, public health law, and organizational values for the common goo

35、d of those responding to and impacted by the crisis. competency statement: demonstrates expertise and trustworthiness in the midst of crisis; earns the confidence and respect of senior leaders, peers and subordinates. key behaviors:connectivitysituational awarenessdecisivenesscredibilitycourage and

36、perseveranceintegrative thinkingteam leadershipcommunicationcredibilityemotional effectiveness18crisis leadership competency modeldecisivenessn gathers facts, solicits input, makes reasonable and appropriate assumptions, consults with critical stakeholders, and weighs the benefits and risks in order

37、 to make and execute decisions quickly with incomplete or limited information.n makes decisions rapidly; based on prior experience, intuition, and knowledge of established protocols.n applies appropriate decision making processes systematic problem solving verses experience / intuitively derived - b

38、ased on the conditions and context of the emergency response situation.n perceives and anticipates the impact and implications of decisions.n assesses and adjusts decisions and actions in response to changing information.competency statement: makes critical, timely decisions when faced with ambiguou

39、s information about the disaster and response efforts. key behaviors:connectivitysituational awarenessdecisivenesscredibilitycourage and perseveranceintegrative thinkingteam leadershipcommunicationdecisivenessemotional effectiveness19crisis leadership competency modelemotional effectivenessn demonst

40、rates self-awareness and responds constructively to problems and difficult interactions. n recognizes survival instincts and signs of stress, demonstrates mental discipline, and maintains control. n considers and responds to the needs, feelings, and capabilities of team members, stakeholders and ind

41、ividuals impacted by the crisis.n promotes an environment of safety, connectedness, and hope.competency statement: recognizes the impact crisis has on ones self and others, and promotes positive interactions under emergency response conditions. key behaviors:connectivitysituational awarenessdecisive

42、nesscredibilityemotional intelligencecourage and perseveranceintegrative thinkingteam leadershipcommunicationemotional effectiveness20crisis leadership competency modelintegrative thinkingn synthesizes information into a coherent plan with a clear, yet flexible, strategy and priorities demonstrated

43、through operations, tactics, and logistics.n re-adjusts objectives based on changing priorities to align capacity and create desired results.n proactively assesses and addresses both day-to-day and long term problems and opportunities.n anticipates probable and possible events; develops innovative a

44、nd adaptive solutions to current and potential crisis situations.competency statement: identifies what is critically important during an emergency and uses the information to strategically lead, balance priorities, and anticipate consequences. key behaviors:connectivitysituational awarenessdecisiven

45、esscredibilitycourage and perseveranceintegrative thinkingteam leadershipcommunicationintegrative thinkingemotional effectiveness21crisis leadership competency modelsituational awarenessn compiles a plausible picture of the situation that is compatible with the known facts and potential outcomes.n a

46、cquires, represents, interprets, and utilizes relevant information in order to make sense of current events, to anticipate future developments, and to make intelligent decisions. n demonstrates awareness of environment and activities; stays abreast of the mission status; continually assesses and rea

47、ssesses the situation.competency statement: identifies, processes, and comprehends the critical elements of an emergency with public health consequences. key behaviors:connectivitysituational awarenessdecisivenesscredibilitycourage and perseveranceintegrative thinkingteam leadershipcommunicationsitu

48、ationalawarenessemotional effectiveness22crisis leadership competency modelteam leadershipn models actions and behaviors that inspire and motivate positive responses from team members during a crisis.n takes initiative to identify key cross-functional team personnel needed; obtains required resource

49、s and information so team members may effectively respond to the crisis. n recognizes, acknowledges and addresses the impact of stress on their team during a crisis and makes themselves available and visible to the team when responding to the event.n delegates roles, responsibilities, and decisions

50、appropriately; shares responsibility, accountability and recognition; gives guidance, and promotes autonomy for others to make decisions within guidelines during the crisis. n manages and resolves disputes and disagreements among team members in a positive and constructive manner.n demonstrates flex

51、ibility when confronted with deviations from standard procedures; monitors changes in the performance of other team members.n develops, communicates, and monitors expectations for team performance.competency statement: leads, inspires, motivates, and guides emergency response team members in a safe

52、and effective manner. key behaviors:connectivitysituational awarenessdecisivenesscredibilitycourage and perseveranceintegrative thinkingteam leadershipcommunicationteamleadershipemotional effectiveness23integrationfour-tier hhs leadership competenciesbasic leadershipsupervisormanagerexecutiveall cor

53、e competencies, plus:flexibility interpersonal skills self-direction technical credibility project management performance management leveraging diversity all basic competencies, plus: resilience conflict management team building influencing / negotiating human resources management service motivation accountability all supervisors competencies, plus:creativity/ innovationfinancial managementtechnology management entrepreneurship organizational systems awareness all managers competencies, plus:strategic thinking vision external a