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1、Crisis Leadership Competency Model,February 2009,Overview,Project Objective Project Approach and MethodologyCompetency Model Inputs and SourcesWhat are Competencies and How will They be Used?The Crisis Leadership Competency ModelIntegration and Next Steps,Project Objective,Define optimal performance
2、 of CDC leaders during public health emergencies,as a separate group of behaviors distinct from traditional leadership competencies.,Project Approach and Methodology,2.Draft Competency Model(Oct 15 Oct 26),Collect and Code Qualitative Data(Sep 3 Oct 12),3.Validate Competency Model(Oct 29-Nov 16),Lit
3、erature reviewExpert interviews,CDC expert workgroup,Online survey,4.Finalize Proposed Competency Model(Nov 19 Dec 7),CDC expert workgroupSenior leadership briefings and approval OWCD(March 12)and COTPER(April 17),5.Integration Plan(Dec 10 Dec 14),HHS four tier leadership competency modelCDC iLEAD c
4、ompetencies supplementSchool of Preparedness and Emergency Response Competencies(SoPER)HHS Learning Portal(LMS),Iterative Process of Qualitative Analysis,Literature Review Sources,Federal and Other Agency/Organization DocumentsCDC Four-Tier Leadership CompetenciesCDC Preparedness&Emergency Response
5、Functional CompetenciesHurricane Katrina Response Overview March,2006MPRI Proposed Crisis Leadership CompetenciesNational Public Health Leadership Competency Framework National Public Health Development Network,2005)Preparedness and Crisis Leadership Education Toolkit Centers for Public Health Prepa
6、redness(CPHP),Preparedness and Crisis Leadership Education Exemplar GroupLomingers Leadership Architect Competency Library Bioterrorism and Emergency Readiness:Competence for all Public Health Workers The Columbia University School of Nursing Center for Health Policy,2002 Emergency Preparedness and
7、Response Competencies for Hospital Workers The Columbia University School of Nursing Center for Health Policy,2003Books and Journal ArticlesCrisis Leadership:Planning for the Unthinkable(Mitroff,2003)Crisis Leadership:Using Military Lessons,Organizational Experiences,and the Power of Influence to Le
8、ssen the Impact of Chaos on the People You Lead(Klann,Center for Creative Leadership,2003)Meta-Leadership and National Emergency Preparedness:A Model to Build Government Connectivity(Marcus,Dorn,&Henderson,2006),Literature Review Sources(continued),Are you Ready to Make Effective Decisions when a Di
9、saster Strikes?Strategies for Crisis Decision-Making(Naglewski,2006)Competency Development in Public Health Leadership(Wright,Rowitz,Merkle,et al.,2000)Crisis Leader Research:Framework and Measurement Tool(Hadley&Pittinsky,Center for Public Leadership,Kennedy School of Government,Harvard University)
10、Decision Processes During a Crisis Response:Exploratory Investigation(Hale,Hale&Dulek,2006)Development and validation of the Crisis Leader Efficacy in Assessing and Deciding(C-LEAD)Scale(Hadley,Pittinsky,&Zhu,2003)Do Crisis Plans Matter?New Perspectives on Leading During a Crisis(Schoenberg,2005)Evo
11、lving Role of the Public Sector in Managing Catastrophic Disasters(Kapucu&Van Wart,2006)Healthcare Worker Competencies for Disaster Training(Hsu,Thomas,Bass,et al.,2006)How to Display Competencies in Times of Crisis(James&Wooten,2005)Preparing for a Crisis(Power,2004)Selecting and Developing Crisis
12、Leaders using Competency Based Simulations(Yusko&Goldstein,1997)Strategic Leadership Competencies(Wong et al,Strategic Studies Institute,2003)“Thinking the Unthinkable”:Leaderships Role in Creating Behavioral Readiness for Crisis Management(Smits&Ezzat Ally,2003),Expert Interviews Conducted,Mr.Dan A
13、hern Director,Leadership Performance SystemsDr.Rich Besser-Director,COTPERDr.Jay Butler-Program Director,DEISS,NCPDCID,CCID,Alaska Dr.Mitch Cohen-Director,CCIDDr.Scott Deitchman-Assistant Director,Emergency Preparedness,NCEHMs.Donna Dinkin Director,National Public Health Leadership Institute,Univers
14、ity of North Carolina School of Public Health Mr.Eric Gebbie Public Health Preparedness Group,Center for Advancement of Distance Education,University of Illinois at Chicago Mr.Joe Henderson-Acting Chief Operating OfficerDr.Ali Khan-Deputy Director,NCZVEDDr.Josephine Malilay-Associate Director for Sc
15、ience(Acting),NCEHDr.Lenny Marcus Co-Director,National Preparedness Leadership Initiative-Harvard School of Public Health Mr.Phil Navin-Director,Division of Emergency Operations,COTPERDr.Tom Sinks-Deputy Director,NCEH/ATSDRDr.Kate Wright Director,Heartland Centers for Public Health and Community Cap
16、acity Development,St.Louis University School of Public Health,CDC SME Workgroup Members,Ms.Sherrie Bruce(CDC/CCID/NCPDCID)Mr.Toby Crafton(CDC/CCID/OD)Mr.Daniel(Dan)Holcomb(ATSDR/OA/OD)Dr.Richard Hunt(CDC/CCEHIP/NCIPC)Mr.Richard A.Jones II(CDC/CCHIS/NCHM)Ms.Wanda King,(CDC/COTPER/DSLR)Dr.Dennis D.Len
17、away(CDC/OD/OCPHP)Dr.Mehran S.Massoudi(CDC/OD/OWCD)Dr.Ralph OConnor(CDC/COTPER/DEO)Dr.Nicki Pesik(CDC/CCID/NCPDCID)Mr.Harald Pietz(CDC/OCOO/OD)Dr.Sven Rodenbeck(ATSDR/DHAC/CAPEB)Mr.Peter Rzeszotarski(CDC/COTPER/OD)Mr.Curtis Weaver(CDC/COTPER/DSNS),Online Competency Validation Survey,The survey sampl
18、e was drawn from PWMS.The PWMS population consisted of individuals rostered in leadership roles within the IMS.Individuals who had participated in previous activities for this project were excluded(i.e.interviews and focus group).The final survey population included 231 leaders.The survey invitation
19、 was distributed to 145 randomly selected individuals.58 individuals completed the survey,producing a response rate of 40%,Observable knowledge,skills and abilities that translate to behaviors which in turn predict job performance.A competency model is a set of measurable success factors(competencie
20、s)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,How are Competencies Used?,Organization Strategy,Talent Strategy,Talent Acquisition,Talent Management,Competencies,Recruiting
21、SelectionEmployee Assimilation,Performance ManagementRewards and RecognitionSuccession PlanningCareer PlanningLeadership&Employee Development,How will the CDC Crisis Leadership Competency Model be Used?,The competency model will be used for the following purposes:Serve as a road map for curriculum p
22、lanning activities.Guide needs assessment studies designed to identify competency gaps,prioritize competency development areas,and investments in training.Serve as a tool for individuals to self-assess perceived competence and inform individual development plans.Guide recruiting and selection of can
23、didates for key CDC IMS leadership positions.Assist in interpreting and understanding exercise and response performance gaps.,Crisis Leadership Competency Model,This model lays out the nine competencies that were determined to be the most critical for leaders in a public health emergency response si
24、tuation.,Key Behaviors:,Communicates effectively and concisely with internal and external audiences in the face of limited,unknown,stressful,and negative situations.Expresses the crisis situation,mission,expectations for response team members and decisions in clear and compelling terms appropriate f
25、or the target audienceInitiates communication using vertical and horizontal channels of communication to keep leadership,peers and subordinates informed.,Crisis Leadership Competency ModelCommunication,Competency Statement:Communicates during times of crisis in a timely,clear,accurate,and truthful m
26、anner.,Connectivity,Situational Awareness,Decisiveness,Credibility,Emotional Effectiveness,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Crisis Leadership Competency Model,Communication,Crisis Leadership Competency ModelConnectivity,In
27、teracts effectively with officials,leadership,subordinates and peers from different agencies and organizations to engage in cross-functional activities,share information,and facilitate collaboration across organizational domains.Uses influence and diplomacy skills to reach a goal,to build consensus,
28、or to resolve a conflict.Links knowledge of networks to successfully accomplish mission objectives.,Competency Statement: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:,Conn
29、ectivity,Situational Awareness,Decisiveness,Credibility,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Connectivity,Crisis Leadership Competency Model,Emotional Effectiveness,Crisis Leadership Competency ModelCourage and Perseverance,Ta
30、kes appropriate risks and accepts responsibility for the outcome.Addresses resistance quickly,rationally,and fairly with due consideration.Perseveres under difficult circumstances.Displays steadfast adherence to public health priorities despite hardship or obstruction.,Competency Statement:Displays
31、strength,confidence and persistence when faced with danger,uncertainty,or intimidation.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Crisis Leadership Competency Model,Courage andPerse
32、verance,Emotional Effectiveness,Crisis Leadership Competency ModelCredibility,Demonstrates knowledge and experience in their area of expertise.Exhibits humility;recognizes personal strengths and weaknesses;looks to others for guidance on topics outside of personal expertise;admits to mistakes and ta
33、kes corrective action.Discerns the appropriate information to share,and when to engage others in conversations,decisions and actions.Acts in accordance with public health ethics,public health law,and organizational values for the common good of those responding to and impacted by the crisis.,Compete
34、ncy Statement:Demonstrates expertise and trustworthiness in the midst of crisis;earns the confidence and respect of senior leaders,peers and subordinates.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Courage and Perseverance,Integrative Thinking,Team Leadership,Communic
35、ation,Crisis Leadership Competency Model,Crisis Leadership Competency Model,Credibility,Emotional Effectiveness,Crisis Leadership Competency ModelDecisiveness,Gathers facts,solicits input,makes reasonable and appropriate assumptions,consults with critical stakeholders,and weighs the benefits and ris
36、ks in order to make and execute decisions quickly with incomplete or limited information.Makes decisions rapidly;based on prior experience,intuition,and knowledge of established protocols.Applies appropriate decision making processes systematic problem solving verses experience/intuitively derived-b
37、ased on the conditions and context of the emergency response situation.Perceives and anticipates the impact and implications of decisions.Assesses and adjusts decisions and actions in response to changing information.,Competency Statement:Makes critical,timely decisions when faced with ambiguous inf
38、ormation about the disaster and response efforts.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Crisis Leadership Competency Model,Decisiveness,Emotional Effect
39、iveness,Crisis Leadership Competency ModelEmotional Effectiveness,Demonstrates self-awareness and responds constructively to problems and difficult interactions.Recognizes survival instincts and signs of stress,demonstrates mental discipline,and maintains control.Considers and responds to the needs,
40、feelings,and capabilities of team members,stakeholders and individuals impacted by the crisis.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
41、.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Emotional Intelligence,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Crisis Leadership Competency Model,Emotional Effectiveness,Crisis Leadership Competency M
42、odelIntegrative Thinking,Synthesizes information into a coherent plan with a clear,yet flexible,strategy and priorities demonstrated through operations,tactics,and logistics.Re-adjusts objectives based on changing priorities to align capacity and create desired results.Proactively assesses and addre
43、sses both day-to-day and long term problems and opportunities.Anticipates probable and possible events;develops innovative and adaptive solutions to current and potential crisis situations.,Competency Statement:Identifies what is critically important during an emergency and uses the information to s
44、trategically lead,balance priorities,and anticipate consequences.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,Integrative Thinking,Crisis Leadership Competenc
45、y Model,Emotional Effectiveness,Crisis Leadership Competency ModelSituational Awareness,Compiles a plausible picture of the situation that is compatible with the known facts and potential outcomes.Acquires,represents,interprets,and utilizes relevant information in order to make sense of current even
46、ts,to anticipate future developments,and to make intelligent decisions.Demonstrates awareness of environment and activities;stays abreast of the mission status;continually assesses and reassesses the situation.,Competency Statement:Identifies,processes,and comprehends the critical elements of an eme
47、rgency with public health consequences.,Key Behaviors:,Connectivity,Situational Awareness,Decisiveness,Credibility,Courage and Perseverance,Integrative Thinking,Team Leadership,Communication,Crisis Leadership Competency Model,SituationalAwareness,Crisis Leadership Competency Model,Emotional Effectiv
48、eness,Crisis Leadership Competency ModelTeam Leadership,Models actions and behaviors that inspire and motivate positive responses from team members during a crisis.Takes initiative to identify key cross-functional team personnel needed;obtains required resources and information so team members may e
49、ffectively respond to the crisis.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.Delegates roles,responsibilities,and decisions appropriately;shares responsibility,accountabil
50、ity and recognition;gives guidance,and promotes autonomy for others to make decisions within guidelines during the crisis.Manages and resolves disputes and disagreements among team members in a positive and constructive manner.Demonstrates flexibility when confronted with deviations from standard pr
