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Leading ThroughDisasters
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Extraordinary Leadership is Born out
of Extraordinary Times
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Leader Core
Competencies
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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
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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
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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
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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
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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
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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
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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
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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
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Narrow Your Focus
Key Leadership Competencies
Through a Disaster
Leader During
an Event
Network
Builder/
Coordinator
Communication
Plan
Human
Capital
Decision
Maker
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Through an Event Network Mobilizer/Coordinator
> Direct contact with partner agencies and
responding groups
> Quickly mobilize ongoing networking efforts
to ensure resources in place
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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
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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
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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
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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.
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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.
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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.
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Conclusion (continued)
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.
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Conclusion (continued)
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?
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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
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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
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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