authority
changing contours of, 158
connectivity for navigating dynamics of, 157–179 (see also connectivity)
defined, 72
influence beyond, 25–26, 28, 45, 70–88, 127 (see also influence)
as loaned vs. owned, 178
motivation via, 75–77
parameters of, 71–74
source of, 75
availability bias, 62
aviation field, 192
Barnier, Muriel, 154–155
basement of the brain, 95 (fig.), 96–97, 101, 102, 108, 112, 176, 177, 254
contagious behavior from, 100
defined/described, 96
getting out of, 97–99
heuristics and, 104
leading beyond and, 181, 186
leading up and, 167, 169, 170
pivots and, 118, 219, 222, 223, 227, 228, 232
POP-DOC Loop and, 125
Walk in the Woods and, 213
basketball analogy, 118, 119
Bazerman, Max, 120
bean counters, 130
being fully present exercise, 109
Bennis, Warren, 75
Bentz, Kellie, 196–198
Besser, Richard, 16–17, 57–59, 64, 69, 124, 234, 241, 253–255
Bill and Melinda Gates Foundation, 117
bin Laden, Osama, 181, 190
Boston Marathon bombings, 11–21, 101, 107, 228
“Boston Strong” slogan, 13, 15–16, 193, 227
cooperation in response, 15–16
deaths and injuries from, 12
description of, 11
influence employed in response, 82–83
leadership lessons from response, 12–14
NPLI involvement in response, 6, 12
personal leadership in response, 14–15
preparation and, 13
suspects in, 11, 12
swarm leadership in response, 17–18, 20, 46, 82, 187–188, 196, 227
three dimensions of meta-leadership in response, 18–20
Boston Museum of Fine Arts (new wing), 141–145, 193
Boston Red Sox, 37, 41, 52
Boyce, Don, 233
Boyd, John, 123
BP, 23, 32, 227, 243. See also Deepwater Horizon oil spill
brain, 66–69, 92–103
basement of (see basement of the brain)
building the mental muscle of, 101
fast system of, 93–94 (see also routine circuits; survival circuits)
functions outside conscious control of, 93
laboratory of, 95 (fig.), 97, 98, 100–101
neoplasticity of, 67–68
neuro-reset of, 99–103
in practice, 92–97
slow system of, 93–94 (see also executive circuits)
toolbox of, 95 (fig.), 118
workroom of, 97, 98, 99, 100, 102
Brown, Michael, 16, 83–84, 87
Brugh, Willow, 53
Brussels bombings, 230, 246
Bulcke, Paul, 29
Bush, George W., 23, 84
Campbell, Joseph, 83
Cardozo School of Law, 67
CDC. See Centers for Disease Control and Prevention
center of excellence structure, 191
Centers for Disease Control and Prevention (CDC)
H1N1 pandemic response and, 1–2, 6, 59, 124, 131–132, 253–254
Meta-Leadership Summits sponsorship, 140
Centers for Disease Control and Prevention (CDC) Foundation, 140
change, forces of. See forces against you; forces for you; forces on the fence
chaos, 20, 44–45, 46
character actor metaphor, 163
chargers, 130
checklists, 41
Chertoff, Michael, 140
Churchill, Winston, 233
Cialdini, Robert, 75
City Year, 83–84
Clinton, Bill, 84
Coca-Cola Company, 26, 170, 171
contamination crisis, 64–66, 241
Fukushima triple disaster and, 110–111
cognitive biases, 61–63, 64, 93, 103, 105, 112
defined, 61
prediction and, 128
situation analysis and, 115, 122
types of, 62
coin flip exercise, 105, 169–170
Cold War, 201
collaboration, 80–84. See also shadow effect
command-and-control hierarchy, 45, 59, 75. See also hierarchical leadership
commitment, 75
Communicate step of POP-DOC Loop, 122, 123, 124, 131–132
communication waves and flows, 131
competition, 152
collaboration vs., 80–84
reduction of, 252–253
complex, adaptive systems, 39–42, 45, 46, 51–52
complexity, 37–56, 119
Cone-in-the-Cube problem and, 68
defined, 38
driving your knowns in, 49–51
finding order in, 43–48
POP-DOC Loop and, 126
simplicity and, 39–41, 43, 44
of time, 236
working with, 41–43
Cone-in-the-Cube problem, 64, 68, 69, 81, 149
Coca-Cola crisis and, 65
connectivity and, 159, 160
described, 59–61
situation analysis and, 114, 119
Walk in the Woods compared with, 202, 206
confidence, 108, 114
confirmation bias, 62
conflict resolution. See Walk in the Woods
connectivity, 4, 26, 88, 138–199, 232, 255
Arc of Time and, 246
benefits of, 138–145
Boston Marathon bombing response and, 19, 20
four facets of, 27, 28–30 (see also leading across; leading beyond; leading down; leading up)
Hurricane Katrina response and, 54
Map-Gap-Gives-Gets for (see Map-Gap-Gives-Gets)
mutual success and, 155–156
in practice, 30–33, 152–155
Situation Connectivity Map for, 149–152, 240
consistency, 75
control, 44, 45–46. See also command-and-control hierarchy
Cook, Nichole, 224, 225–226
Cooper, Anderson, 148
Copiapó mine disaster, 244–245
correlation vs. causation, 126
creativity, 208–209
credibility, 78, 111
crisis
applications of meta-leadership in, 6–8
emotions during, 226–228
forces of (see forces against you; forces for you; forces on the fence)
jump-starting a response to, 228–233
crisis management bubble, 196
Crowley, John, 53
Cruz, Nikolas, 224–226
CVS Health, 39
cyber-attacks, 236, 239, 240
Dalil, Suraya, 33–35, 89
Danone, 170
Dartmouth College, 120
decentralized organizing, 85–86
Decide step of POP-DOC Loop, 122, 123, 124, 128–129
Deepwater Horizon oil spill, 17, 23–25, 227–228
Arc of Time in, 240–241, 243
challenges facing leadership in, 32–33
connectivity in response, 150 (fig.)
deaths from explosion, 23
description of explosion, 23
description of response, 1–2, 24–25
Map-Gap-Gives-Gets in response, 146–149
NPLI involvement in response, 6
Deferred Action for Childhood Arrivals Act (Dream Act), 248–249
Dennehy, Brian, 163–164
Department of Homeland Security (DHS), 139–140
Design Within Reach, 40
DesLauriers, Rick, 16–17, 18
dimension one of meta-leadership. See person, the
dimension three of meta-leadership. See connectivity
dimension two of meta-leadership. See situation, the
dinos
aur brain, 95
Dorn, Barry, 2, 37, 93
experience, 5
Fort Dix explosion and, 90–92, 96–97, 100, 191
Dreamers (immigrants), 248–249
dreamers (visionaries), 130
duct tape problems, 68
Dunne, James, III, 170, 179, 180–183, 184, 190, 196, 241
Eagleman, David, 105
earthquakes
in Japan, 110–111
in Nepal, 220–221
Ebola virus outbreak, 6
Element 14, 77
emergence, 52
emotional intelligence, 27, 100, 111
attributes of, 106–107
pivots and, 119
emotions, 27
of crisis meta-leadership, 226–228
pivots and, 119
empathy, 54, 106
engagement, 45–46, 72
enlarged interests, 203–204, 207–208, 214, 216
enlightened interests, 203, 204, 208–210, 214, 216
enterprise meta-leadership, 29
ESPN Boston, 41
executive circuits, 94, 98, 99, 100–101
exercises
arm-wrestling, 80–82, 83, 212
being fully present, 109
coin flip, 105, 169–170
greatest leader/worst leader, 105–106, 108, 133
paying for “I” and “me” language, 82
failure, allowing, 250
Fair Factories Clearinghouse, 152
false memories, 67
familiarity heuristic, 104
Federal Emergency Management Agency (FEMA), 51, 186–187
Disaster Recovery Centers, 47, 53
Hurricane Katrina response, 2, 46, 52–55
POP-DOC Loop and, 133–134
transformation of, 46–48
Federal Emergency Management Agency (FEMA) Corps, 47, 53
Federal Emergency Management Agency (FEMA) Innovation Team, 53–55
Federal Emergency Management Agency (FEMA) National Response Coordination Center, 48
FEMA. See Federal Emergency Management Agency
fight response, 95–97
Finkelstein, Sydney, 120, 121
flight response, 95–97
flood, North Dakota, 187, 189, 241
flows of communication, 131
forces against you, 48–49, 50, 152
leading across and, 172
leading beyond and, 195
pivots and, 227, 228
forces for you, 48, 50
leading across and, 172
leading beyond and, 195
pivots and, 227, 228
forces on the fence, 48, 49, 50, 195
form and function, 40, 47
Forster, E. M., 110
Fort Dix explosion, 90–92, 96–97, 100, 102, 191
freeze response, 95–97, 104, 115
Freud, Sigmund, 96
Fugate, Craig, 46, 133–134
Fukushima triple disaster, 110–111
Fuller, R. Buckminster, 7
function and form, 40, 47
game theory, 80–81
Geeks Without Bounds, 53
generosity of spirit and action, 227
Boston Marathon bombings and, 18
leading beyond and, 189–190
Gergen, David, 5
Gertner Institute, 219
Global Disaster Innovation Group, LLC, 55
Goleman, Daniel, 95, 100, 106
Grassroot Soccer, 117, 134, 189
Great Recession of 2008-2009, 59, 110
greatest leader/worst leader exercise, 105–106, 108, 133
Green, Harriet, 70–71, 72, 77–78, 87, 241
Gulf of Mexico oil spill. See Deepwater Horizon oil spill
Hands on Network, 196
Hanson, Jeffrey R., 160
Harvard Business Review, 31
Harvard Humanitarian Initiative, 53
Harvard University, 5, 34. See also National Preparedness Leadership Initiative
Hayward, Tony, 243
health care field
leading beyond in, 190–191
Walk in the Woods and, 214–215
Hebron, Eden, 224–226
Henderson, Joe, 1–2, 5, 37
Herman Miller, 39–40, 51
heuristics, 103–104, 112
hierarchical leadership, 31, 72, 73, 157–159. See also command-and-control hierarchy
HIV/AIDS prevention, 116–117, 189
hives, 86, 87
H1N1 influenza pandemic, 1–2, 16–17, 64, 234, 253–254
Arc of Time in, 241
beginning of, 57
description of response, 57–59
NPLI involvement in response, 6
POP-DOC Loop in response, 124, 126, 131–132
Hooley, Jimmy, 14–15
humility, 78
hurricane(s), 6, 237–238, 239–240
Hurricane Harvey, 55, 118, 237, 238
Hurricane Irma, 118, 237, 238
Hurricane Jose, 118, 238
Hurricane Katrina, 16, 23, 120, 196, 227
connectivity in response, 54
FEMA response, 2, 46, 52–55
Hurricane Maria, 118, 237, 238
“I” language, 82
IBM, 77
impact and assessment zone, 175
Incident Command System (ICS), 228
influence, 25–26, 28, 70–88
defined, 72
driving meta-leadership with, 71–74
embedding into meta-leadership, 84–87
finding order and, 45–46
motivating followers and, 74–78
prediction and, 127
six foundational principles of, 75
the why of the mission and, 78–80
information overload, 125
Innocence Project, 67
innovation, 52–55
interest-based negotiation, 201
intuition, 129
iPhone, 121
Israel, 219–221
Israel National Center for Trauma and Emergency Medicine Research, 219
Ivester, Douglas, 64–66, 69, 241
Jarrett, Valerie, 147
Johnson, Kevin, 243
Joplin tornado, 134
journaling
benefits of, 8–9
questions for, 20–21, 36, 55–56, 69, 88, 113, 136–137, 156, 179, 198–199, 217, 234, 251, 256
judgmental biases, 62
Kahneman, Daniel, 93–94
Kaiser Permanente, 129
Kennedy School of Government Center for Public Leadership (Harvard), 5
Kent, Muhtar, 26, 110–111
Kieserman, Brad, 194, 237–238
known(s), 49–51, 50 (fig.)
known knowns, 49, 50
known unknowns, 49, 50
Korean War, 123
Krackhardt, David, 160
Kvitsinsky, Yuli, 201–202
laboratory of the brain, 95 (fig.), 97, 98, 100–101
Lacovara, Michael, 182
Latthivongskorn, Jirayut “New,” 247–250
leading across, 158
Boston Marathon bombing response and, 20
defined/explained, 28–29
management role in, 174–178
process of, 172–174
leading beyond, 158, 180–199
Boston Marathon bombing response and, 20, 196
defined/explained, 29–30
leading across compared with, 29, 172
in the learning organization, 185–186
9/11 terrorist attack aftermath and, 180–183, 190, 196
in practice, 183–185
swarm leadership in, 187–198
trust-based relationships and, 193–194
leading down, 142, 158, 190
authority in, 72
Boston Marathon bombing response and, 20
defined/explained, 28
influence in, 79
management role in, 174–178
process of, 161–166
leading up, 143, 158
Boston Marathon bombing response and, 20
defined/explained, 28
management role in, 174–178
process of, 167–172
“truth to power” moment in, 168–170
learning organization, 185–186
left-hand issues, 181–182
Lerman, Ilana, 85–87, 188
leverage, generating. See influence
liking, 75
loneliness of leadership, 136, 253
managed inclusion program, 229
management role in leadership, 174–178
managing for impact, 170–171
managing for input, 170–171
Map-Gap-Gives-Gets, 145–149, 150
Deepwater Horizon oil spill response and, 146–149
described, 145–146
leading across and, 172–173
leading beyond and, 189–190, 191
Schlumberger HSE for Youth program and, 153–155
Marcus, Lenny, 14–15, 17, 37, 52
Deepwater Horizon oil spill and, 1–2, 147
experience, 5
H1N1 pandemic and, 1–2
Hurricane Katrina and, 2, 24, 120
Marjory Stoneman Douglas High School shootings, 224–226
Matel-Anderson, Desiree “Desi,” 52, 53, 54–55
Mathieu, Marc, 170–172, 179
McNulty, Eric, 17, 37, 118, 179
Deepwater Horizon oil spill and, 2
experience, 5
Hurricane Katrina and, 2, 53
leading down and, 162–164
“me” language, 82
meaning-making, 33, 78, 109, 184
Mecher, Carter, 59
memories
false, 67
understanding, 105–106
Merrimack Valley explosions, 50
meta-leadership
authority plus influence as driver of, 71–74
becoming a meta-leader, 8–9
behavior and attitude in, 25–26
Boston Marathon bombings and, 12–14
challenge of, 63–64
as a choice, 184
development of framework and method, 5–6
embedding influence into, 84–87
emotions of during crisis, 226–228
enterprise, 29
from everyday leadership to crisis leadership, 6–8
learning skills and mind-set for, 26
meaning of “meta,” 19
motivations of leaders, 33–35
other leadership experiences and, 31
overview, 3–6
people follow you principle (see people follow you principle)
personal characteristics in, 7–8
self-care in, 234
three dimensions of, 3–4, 6, 7, 18–20, 26–27, 27 (fig.), 87–88 (see also connectivity; person, the; situation, the)
two major attributes of meta-leaders, 186
the why of, 78–80
you follow people principle, 4, 87, 193, 228, 250, 256
meta-leadership brain. See brain
Meta-Leadership Summits for Preparedness, 140
#MeToo movement, 159
Microsoft, 121
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