In September 2021, MDERS partnered with Harvard’s National Preparedness Leadership Initiative (NPLI) to host the MDERS Emergency Response Leadership Seminar Series: Transformational Connectivity to Foster High Performance.

This four-part, interactive program explores the transformational benefits of robust connectivity and how to build it. Participants will discuss the “silent killers” of connectivity and how to avoid them. Each session takes a “deep dive” into designing the relationship with the boss, building a great team, and forging productive links across and beyond organizational boundaries. The series will conclude with a scenario-based “master class” in which participants will apply the concepts and tools they have learned.

Please note in-person synchronous attendance is required to receive credit for this MDERS sponsored training event.

MODULE ONE: ANIMATING THE ENTERPRISE FOR HIGH PERFORMANCE

The first session explores the transformational benefits of robust connectivity and how to build it. Students will discuss the “silent killers” of connectivity and how to avoid them. This session will also focus on leading up to the boss.

Learning Objectives:

1. Discover the ways to link and leverage resources and expertise across the extended enterprise. Appreciate how robust connectivity unlocks the energy and potential for high achievement.
2. Learn about the common barriers to connectivity revealed by research—and how to overcome them.
3. Gain an appreciation for the dynamics of the subordinate-boss relationship and how it can be intentionally designed. Understand how to wield “influence beyond authority” in leading up.

 

MODULE TWO: LEADING DOWN: BUILDING A GREAT TEAM

As a meta-leader, you need to be more than simply “the boss.” The challenge is to create the conditions in which subordinates commit to the mission and thrive both professionally and personally. It is also to develop the next generation of leaders. It is a role that takes courage and tenacity. Participants will explore concrete skills for thinking and acting as the leaders others choose to follow.

Learning Objectives:

1. 1. 1. 1. Explore the essential elements of leader identity as well as the social and relationship skills necessary to be an effective leader of subordinates.

 

1. 1. 1. 1. Discover the cognitive biases that can affect how subordinates are led and how to overcome them.

 

1. 1. 1. 1.  Gain an understanding of how to build psychological safety into the work environment to foster superior performance.

 

MODULE THREE: LEADING ACROSS AND BEYOND: EMPOWERING THE EXTENDED ENTERPRISE

Complex challenges are rarely solved by a single department or agency. Success requires uniting diverse stakeholders in unity of mission and synchronous action. Participants will explore how to build trust-based relationships that make it possible to bring people together across organizational and jurisdictional boundaries.

Learning Objectives

1. 1. Gain an appreciation of the building blocks of trust and how to use them to construct bridges that unite stakeholders to address common challenges.
   2. Identify the many mission-critical stakeholders – the people who follow you – and what motivates their support and involvement in the efforts you are leading.
   3. Create a concrete program for improving targeted relationships essential necessary to achieve mission objectives.

 

MODULE FOUR: MASTER CLASS (BUILDING ROBUST CONNECTIVITY)

Participants will utilize all of the concepts and tools from the first three sessions in a scenario­based exercise. Assuming the role of a recently arrived leader at a department with historical issues dealing with the community; small groups will develop plans for engaging the boss and subordinates in undertaking a new direction. Other small groups will craft a plan for building trust with external stakeholders for the new initiative.

Learning Objectives

1. 1. Gain an appreciation of the building blocks of trust and how to use them to construct
      bridges that unite stakeholders to address common challenges.
   2. Identify the many mission-critical stakeholders – the people who follow you- and what motivates their support and involvement in the efforts you are leading.
   3. Create a concrete program for improving targeted relationships essential necessary to achieve mission objectives.