Leadership in Crisis Management 2.0

Guiding the arcs of time through relief and to recovery

Covid-19 is the most significant crisis to face the world in this modern era. A potent and highly infectious disease exploited international transportation systems to reach every corner of the planet. It will pose a continued threat until a vaccine is developed and distributed. This will require a significant amount of time. Nevertheless, societies must return to a semblance of normal functioning and economic activity, even while the threat still looms.

This interactive on-line course will teach you the essential tools and techniques of meta-leadership, a pragmatic framework and practice method developed by the npli over almost 20 years of engagement with crisis leaders. The three dimensions of meta-leadership — the person, the situation, and connectivity — help you better understand yourself as a leader, the challenges you face, and how to bring stakeholders together to achieve cohesive action.

Features

  • The course has a great mix of lecture, simulations, peer negotiations and expert case studies.
  • Faculty will integrate applied neuroscience, game theory, psychology, group dynamics, and more into practical tools and techniques to improve leader effectiveness.
  • The course has been developed after extensive research on and observation of leaders in high-stress, high-stakes situations and aims to better equip leaders to act and direct others in emergency.
  • The classes will be by world class faculties in the evening hours so that your professional requirements are not hampered.
  • Get certified by Harvard University, National Preparedness. Leadership Initiative.

Benefits of attending the masterclass

META-LEADERSHIP reframes the process and practice of leaders with:

1) A comprehensive organizing framework for understanding and integrating the many facets of leadership
2) A method for catalyzing collaborative activity
3) A focus on improving community functioning and performance

MODULE ONE: META-LEADERSHIP: COMPLEXITY & THE ARCS OF TIME

MODULE TWO: THE PERSON OF THE META-LEADER

MODULE THREE: SITUATIONAL AWARENESS

MODULE FOUR: CONNECTIVITY OF EFFORT & SWARM LEADERSHIP

Speakers

JOSEPH M. HENDERSON
BSHRM
MPA – Distinguished Senior Fellow
Harvard University

ERIC J. MCNULTY
Associate Director
National Preparedness
Leadership Initiative
Harvard T.H. Chan School of Public Health

RICHARD SERINO
Distinguished Senior Fellow
National Preparedness
Leadership Initiative
Harvard T.H. Chan School of Public Health

Mr. Henderson is currently a Distinguished Senior Fellow at the T.F. Chan School of Public Health at Harvard University. As a member of the National Preparedness Leadership Initiative (NPLI), Mr. Henderson focuses on the development of crisis leadership and navigating complex systems utilizing the

Meta-Leadership Framework. Prior to his current position, Mr. Henderson served as a Senior Advisor with Deloitte Consulting advising their leadership solutions group. In February 2018, he retired from the U.S. Government following 33 years of public service.

As a member of the Senior Executive Service (SES), Mr. Henderson was the Director of the Office of Safety, Security, and Asset Management at the Centers for Disease Control and Prevention (CDC). He was responsible for a budget of $320 million and overseeing a staff of 435 professionals and 2,500 contractors and assured CDC employees and contractors operate in a safe and secure environment at sixteen locations in the United States and Puerto Rico and in over seventy countries globally.

Prior to this assignment he served in several senior positions at the CDC, the Bill & Melinda Gates Foundation, Scientific Technologies Corp. and Cerner Corporation.

While at CDC, Mr. Henderson also served as the CDC Senior Management Official in New York State providing strategic oversight of CDC’s annual investment of $630 million across 233 grant programs, established key linkages with public health leaders in the state and assured a coordinated response for CDC during public health emergencies. In 2007-2008, Mr. Henderson served as the Acting Chief Operating Officer responsible for the agency’s budget of $8+ billion supporting over 15,000 staff and contractors.

Following the tragic events of September 11, 2001, Mr. Henderson was appointed the first Associate Director of Terrorism Preparedness and Response and Director of the Office of Terrorism Preparedness and Emergency Response at the CDC. In this capacity he was responsible for all of CDC’s public health emergency preparedness and response activities – supported by a budget of $2.3 Billion.

Mr. Henderson spent over nine years in the United States Air Force supporting preventive medicine programs. Since 2003, he has held an academic appointment at the Harvard University School of Public Health to support

the National Preparedness Leadership Initiative, a program he helped develop. Mr. Henderson has a Masters Degree from the University of Oklahoma and a Bachelor of Science Degree from Wilmington College and completed coursework in pursuit of a Doctorate of Public Health from the University of Illinois at Chicago.

With over 35 years of experience leading teams of professionals Mr. Henderson remains interested in furthering the development of leaders to effectively solve problems, sustain solutions, and drive a longlasting culture of high-achievement.

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Eric J. McNulty holds an appointment as the Associate Director of the National Preparedness Leadership Initiative (NPLI), a joint program of the Harvard School of Public Health and the Center for Public Leadership at Harvard’s Kennedy School of Government and as an Instructor at the Harvard School of Public Health. His work with the program centers on leadership in high stakes, high stress situations. He is currently working on a book based on meta-leadership, the core leadership framework of the NPLI curriculum.

McNulty is the principal author of the NPLI’s case studies on leadership decision making in the Boston Marathon bombing response, innovation in the response Hurricane Sandy and the professional/political interface in the Deepwater Horizon response drawing upon his firsthand research as well as extensive interviews with leaders involved in the responses.

He is the co-author, along with Dr. Leonard Marcus and Dr. Barry Dorn, of the second edition of Renegotiating Health Care: Resolving Conflict to Build Collaboration (Jossey-Bass, 2011). He is coauthor of a chapter on meta-leadership in the McGraw-Hill Homeland Security Handbook (2012).

McNulty is a widely published business author, speaker, researcher, and thought leadership strategist McNulty writes a regular online column for Strategy + Business and is a contributing editor to Business Review (China) and the Center for Higher Ambition Leadership. He has written multiple articles for the Harvard Business Review (HBR) as well as articles for Harvard Management Update, Strategy and Innovation, Marketwatch, the Boston Business Journal, and Worthwhile magazine among others. His HBR cases have been anthologized through the HBR paperback series and have been used in business education curricula in the United States and as far away as France and the Philippines.

McNulty co-founded Harvard Business Publishing’s conference business and served as its director for six years. He produced thought leadership events around the world working with some of the most celebrated executives and management experts. He also developed custom programs in collaboration with leading companies such as Accenture, Coca-Cola, SAS, UPS, Visa, and others. He is a frequent speaker and moderator at business events.

Previously, McNulty held management roles at Bloomingdale’s, Mark Cross, European Travel & Life magazine, Wilgus Advertising, Trans National Group, and Cybersmith, and Learningsmith. His specialty was marketing communications.

McNulty holds a Bachelor’s Degree in Economics (with honors) from the University of Massachusetts at Amherst (1981) and a Master’s degree in Leadership from Lesley University. In this program he explored leadership as it relates to climate change, urbanization, and other high consequence global trends.

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The Hon. Richard Serino spent more than forty years in public service. During that time he provided extensive leadership on emergency management, emergency medical and homeland security at local, state, federal and international levels. Mr. Serino is currently a Senior Fellow at the Harvard TH Chan School of Public Health, National Preparedness Leadership Initiative.

Serino was appointed by President Obama and confirmed by the Senate as the Federal Emergency Management Agency’s 8th Deputy Administrator in October 2009 and served until 2014. In this role, he also served as the Chief Operating Officer (COO) of the agency with more than $25 billion budget. Prior to his appointment as Deputy Administrator, he spent 36 years at Boston EMS where he rose through the ranks to become Chief. He also served as the Assistant Director of the Boston Public Health Commission.

Mr. Serino responded to over 60 national disasters while at FEMA and during Super Storm Sandy, he was the lead federal area commander for New York and New Jersey. Serino was also on scene at the Boston Marathon bombings as the Department of Homeland Security senior official. A sampling of Federally declared disasters Mr. Serino responded to include: flooding in North Dakota, New England, Georgia and Colorado; the wildfires in Colorado and Texas; the tornadoes in Mississippi, Alabama, Georgia, Joplin, Missouri; tsunami destruction in the American Samoa; and the Hurricane stricken areas from hurricanes Isaac, Irene, and Earl. Serino briefed the President of the United States on a number of disasters and briefed and traveled with Vice President Biden to a number of affected communities to survey the destruction.

As the Agency’s COO, Mr. Serino fundamentally changed how FEMA operates. He helped FEMA reorient its activities and improve its programs to be “Survivor centric,” ensuring that the agency supports the delivery of services focused on easing the recovery experience of survivors – as individuals, neighborhoods, and communities. As Deputy Administrator, he also led administrative improvements that were focused on emphasizing financial accountability, created FEMA Stat, which improved the use of analytics to drive decisions, advanced the workforce training and engagement and fostered a culture of innovation.

Under His leadership, FEMA launched initiatives such as FEMA Corps, a dedicated unit of 1,600 service corps members within AmeriCorps National Civilian Community Corps (NCCC) solely devoted to disaster preparedness, response, and recovery. His leadership took FEMA Corps from idea to implementation in nine months. FEMA Corps is a Presidentially recognized model program of national service that provides eighteen to twenty-four year olds with an opportunity to serve their country during disasters. When the program is at full operational capability, and in an average disaster year, there will be an expected savings of approximately $60 million in a year.

Mr. Serino was also instrumental in developing the FEMA Think Tank, a program that provides a transparent way for citizens to speak directly to government leadership and offer their input and ideas. The monthly calls portion of the Think Tank have not just trended globally on Twitter, but have also given the “Whole of Community” a voice directly to leadership.

During his tenure at Boston EMS he transformed it to one of the best and nationally recognized EMS systems in the country. He bolstered the city’s response plans for major emergencies, including chemical, biological, and radiological attacks. He also led citywide planning for the first influenza pandemic in more than 40 years. Mr. Serino served as an Incident Commander for over thirty & five mass casualty incidents and for all of Boston’s major planned events, including the Boston Marathon, Boston’s Fourth of July celebration, First Night, and the 2004 Democratic National Convention, a National Special Security Event.

He has received more than thirty & five local, national and international awards for public service and innovation; including Harvard University National Public Leadership Institute’s “Leader of the Year”; nationally recognized as an Innovator in EMS with the “Innovators in EMS Award” and Boston’s highest Public Service award, “Henry L Shattuck Public Service Award”. Mr. Serino published more than ten articles, including: “Emergency Medical Consequence Planning and Management for National Special Security Events After September 11: Boston: 2004,” Disaster Medicine and Public Health Preparedness, August 2008; and “In a Moment’s Notice: Surge Capacity for Terrorist Bombings,” U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, April 2007.

Mr. Serino attended Harvard University’s Kennedy School of Government Senior Executives in State and Local Government program in 2000, completed the Harvard School of Public Health’s National Preparedness Leadership Initiative in 2005, and graduated the Executive Leadership Program, Center for Homeland Defense and Security at the Naval Postgraduate School.

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