Leading Through Disasters

Extraordinary Leadership is Born out of Extraordinary Times

Leader Core Competencies

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 Transportation District 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

Competencies Prior to an Event

Be Involved In Everything

Technology/ Equipment Decision Maker Human Capital

Response Plans

Leader Prior to Event

Network Builder/ Coordinator

Communication Plan

Risk Assessment/ Strategist

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

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

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

>

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

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

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

Key Leadership Competencies Through a Disaster

Narrow Your Focus

Decision Maker

Human Capital

Leader During an Event

Network Builder/ Coordinator

Communication Plan

Through an Event
Network Mobilizer/Coordinator
> Direct contact with partner agencies and responding groups > Quickly mobilize ongoing networking efforts to ensure resources in place

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

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

Through an Event
Decision Maker/Resource Provider
> Must be able to quickly filter information and make the 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

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 executive leadership responsibilities.

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.

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.

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.

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?

7 Pearls of Wisdom
I. 2.

Dont panic Assess resources

Dont wait for help; help may not be coming Draw on personal resources; people who will help because of a personal connection Depend on those who will get it done, not on those who should get it done

3.

Be visible
Get out thereget in the trenches Promote a positive presence Be accessible

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

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
Support team efforts Sustain the teams energy levels Allow the team to discuss successes Recognize and reward good efforts

7. Empower Teams