Leadership in Crisis Management

Navigating crisis and significant change
We live in volatile, unpredictable times: from a global Pandemic to rapid geopolitical shifts to extreme weather Events to a ship closing the suez canal, leaders must contend With complex contingencies as never before. Yet the demands Rapid, surefooted action are also on the rise. Leaders need A new way of thinking, deciding, and taking action to meet These challenges. We call it meta-leadership.

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 In situations as diverse as the deepwater horizon oil spill To public health outbreaks. The three dimensions of metaleadership — 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

SESSION ONE: June 22, 2021

MODULE ONE: UNDERSTANDING EFFECTIVE EXECUTIVE CRISIS LEADERSHIP

Content: 

All crises are complex because they involve a variety of stakeholders, abundant uncertainty, potentially disastrous consequences, and time pressure to deliver a positive outcome. Drawing on two decades of field research, this session explores the often overlooked requirements of leading well amidst the volatility and uncertainty of a crisis—as well as the most common traps executives step into (and how to avoid them).

Learning Objectives:

  1. Gain an appreciation for the distinct dynamics leading in a crisis and how to master them.
  2. Understand the three dimensions of meta-leadership as frames for understanding and dealing with complexity.
  3. Learn how executives can add the most value to the crisis response.

NPLI Faculty: Eric McNulty, M.A., Associate Director, NPLI at Harvard

SESSION TWO: June 23, 2021

MODULE TWO: BUILDING THE HIGH PERFORMANCE CRISIS TEAM

Content:

Effective crisis teams do their work in three essential phases: 1) Preparing the organization and mitigating risks; 2) Navigating the crisis; 3) Identifying and applying lessons learned to better prepare the organization for future threats. Most organizations focus on functional role requirements while overlooking required competencies and the disciplined processes that distinguish the best crisis teams from the rest.

Learning objectives: 

  1. Learn to how assemble and support the best possible crisis team for your organization.
  2. Understand how to craft a consistent process to keep the team on track, even in the most difficult situations.
  3. Identify opportunities to link-and-leverage the experience and expertise in your organization to foster learning and continuous improvement in readiness and response.

NPLI Faculty:  Eric McNulty M.A., Associate Director, NPLI at Harvard

SESSION THREE: June 24, 2021

MODULE THREE: CREATING A CRISIS-RESILIENT ORGANIZATION

Content: 

Not all crises can be avoided. The true test of an organization is its resilience—the ability to bounce forward through adversity. Leaders play a critical role by helping articulating contextual resilience, modeling resilient behaviors, and supporting activities that foster resilience. This session will explore the connections and interdependencies between personal, team, and organizational resilience as well as tools for building a resilient enterprise.

Learning Objectives: 

  1. Explore the psychological, physical, and environmental components of resilience and how executives can influence them.
  2. Understand how explicit and implicit leaders behaviors and actions increase or decrease resilience throughout the organization.
  3. Learn how to build resilience through every day activities and the policies and procedures that govern routine business activities.

NPLI Faculty:  Eric McNulty M.A., Associate Director, NPLI at Harvard

Trainer

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

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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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