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About the course
This executive leadership training program is designed to produce effective leadership across the public (federal, state, and local), private, and non-profit sectors. It includes instruction in a pragmatic, proven approach to leadership in high-stakes, high-pressure situations as well as interactive dialogues, case study discussions, and guest presentations by front line leaders from major events such as the H1N1 pandemic, Deepwater Horizon oil spill, super storm Sandy, the Boston Marathon bombings, and the Ebola outbreak.
As an outcome of participation, officials and executives will be prepared to cross geographic and organizational boundaries to deal with crises as well as day-to-day collaboration and problem-solving. They will be equipped to guide the design of comprehensive, multi-agency, multi-sector and multi-jurisdictional emergency response plans. Participants will become versed in the principles of meta-leadership in order to respond to significant adverse events whether natural or man-made. The program is comprised of a residential opening session and concluding session at Harvard University and a work-related team project that is to be completed between the residential sessions.
- Recognize the hazards of decision-making under stress.
- Hone the personal skills and behaviors that drive effective leadership in the context of group dynamics and multiple stakeholder interests.
- Develop leadership acumen to mobilize greater capacity through connectivity across traditional public agency and private sector boundaries.
- Design strategies for communicating vital information to the public in a crisis.
- Explore how to mobilize and deploy large systems, using organizational design and systems management to enhance vertical and horizontal connectivity
- Consider the moral and ethical dimensions of life and death decision-making.
- Review the science of surveillance, detection, and response.
- Meta-leadership, a holistic, three-dimensional framework and practice method developed at the NPLI
- Emotional intelligence and the neuroscience of leadership
- Complex, multi-stakeholder problem solving
- Ethical considerations in preparedness planning and response
- Decision-analysis and predictable surprises
- Change management
- Case studies and guest speaker presentations on major events such as the H1N1 pandemic, Deepwater Horizon oil spill, super storm Sandy, the Boston Marathon bombings, and the Ebola outbreak
Who should attend
This program is designed for senior policy makers and operational leaders in federal, state, and local governments, elected officials, non-profit organizations, and the private sector in fields of emergency preparedness, response, recovery, and mitigation roles as well as security, business continuity, and crisis management. These individuals must have strategic planning or operational leadership responsibility or be on a career track leading to such a position.
U.S. government staff: GS-15 and above, and other equivalent federal pay scales
State and local government staff in senior leadership positions within their organizations such as Chiefs, Superintendents, Directors, etc.
Private, non-profit, and international staff with more than ten years of experience
NPLI: Rear Admiral Mary Landry, USCG