Mishandled crises cost time, money and careers.
If you don't tell your story, someone else will.
The first responsibility of leadership...
Training provides a competitive advantage...
Resilient leadership is a special form of leadership. It is the catalyst that inspires people to achieve excellence, to go places they would never have gone and to attempt things they never would have dared. It motivates those who follow, and inspires trust, honesty, and fidelity. It pushes people to successes they might never have realized on their own. Resilient leadership is the term used to describe those leadership behaviors that help others withstand crisis, adapt to, or rebound from, adversity.
History and current events teach us that the key to survival and even prosperity during crisis is resiliency and resilient leadership. The BP oil spill, “foreclosure-gate,” and the Toyota recall are prime examples of failures in leadership. We have developed a unique training program consisting of 3 one-day courses to teach leaders at all levels (and those who aspire to leadership positions) how to create a culture of excellence and resilience. In the preparation for, or in the wake of, economic downturns, down-sizing, media & stakeholder scrutiny, workplace violence, natural disasters, and even terrorism, we endeavor to teach managers to become “resilient leaders.” Resilient leadership consists of three skill sets as depicted below. Each skill set is designed to be taught in a one-day format.
DAY ONE OVERVIEW
Resilient Leadership: Building a Culture of Resilience
COURSE OVERVIEW
It is a virtual truism that in times of crisis or adversity, people look for guidance. They seek strength, motivation, and direction. With that in mind, we seek to understand the “secrets” of resilient leadership.
When written in Chinese, the term “crisis” consists of two characters, one means danger, the other opportunity. The goal of resilient leadership is to build a resilient culture and lead toward opportunity! Resilient leadership may be thought of as those leadership behaviors that help others withstand, adapt to, or rebound from, adversity. Resilient leadership is the catalyst that inspires ordinary people to do extraordinary things. It encourages us to go places we would never have gone and to attempt things we never would have dared on our own.
These secrets have been revealed in the ancient manuals of war as well as the modern science of human resilience. In this workshop, participants will learn what we believe are the essential factors needed to encourage strength and resilience in individuals under stress or facing adversity.
If ever there was a time to foster resilient leadership at all levels of society, it is now. Participants will learn what we believe are the two “covenants” of resilient crisis leadership as well as the four essential personal characteristics of resilient crisis leaders. In addition, participants will learn the prescriptive factors that build a resilient organizational culture, how to use the “resilient leadership scorecard” to assess leadership effectiveness, and how to avoid the “7 Deadly Sins” that undermine leadership.
CL 101 – LEARNING OBJECTIVES – Participants will:
1. Understand how to view crisis as opportunity.
2. Be able to avoid the “7 deadly sins” of leadership.
3. Understand the two foundational “covenants” of resilient crisis leadership.
4. Understand how to create the four core components (pillars) of resilient leadership.
5. Understand how to apply behaviors to enhance the components of resilient leadership.
6. Learn how leadership builds organizational cohesion and creates a “culture of resilience.”
7. Know how to evaluate and improve crisis leadership using the “leadership scorecard.”
8. Within the context of “case study,” develop a plan to enhance organizational resiliency.
DAY TWO OVERVIEW
Resilient Moment Communications for Leaders: The Art of Information and Inspiration
COURSE OVERVIEW
This course is designed to teach resilient crisis communications. The course is especially designed for people in leadership positions, e.g., managers, supervisors, as well as teachers, counselors, and coaches. Using the “Resilient Moment Communications” (RMC) Model, participants will be taught the essential features of interviewing individuals in crisis situations, the art of crisis briefings, and how to communicate with the media using the RMC approach. This empirically-derived RMC Model is designed to address the core psychological concerns expressed by individuals after a critical incident. This model has been shown to be effective in defusing crisis situations. Special emphasis will be placed upon the use of communication techniques designed to increase understanding, honesty, and loyalty in other individuals. Participants will learn communication techniques designed to assist others in reconsidering risky, self-defeating, or illogical decisions, as well as how to communicate with “difficult people.”
“There is no such thing as a communication vacuum…If you’re not communicating, someone else is!” Crisis communications are essential skills for all first line supervisors or those who aspire to leadership at any level. Individuals will tend to forgive all but two transgressions: the failure to act, and the failure to communicate.
CL 102 – LEARNING OBJECTIVES – Participants will:
1. Define how resilient crisis leadership differs from traditional leadership behavior.
2. Understand when and why people are most receptive to communications from leaders.
3. Understand how to communicate with “difficult” people.
4. Understand how selected leader communication tools can increase honesty & loyalty in others.
5. Practice the 4 core techniques of effective listening for leaders.
6. Define the elements of the Resilient Moment Communications (RMC) Model.
7. Practice the Resilient Moment Communications (RMC) model with individuals.
8. Practice the Resilient Moment Communications model with a group.
9. Conduct a Crisis Management Briefing (CMB).
10. Understand the basic principles of working with the media using RMC model.
DAY THREE OVERVIEW
Psychological Body Armor: Building Personal Resiliency
COURSE OVERVIEW
This program is designed to be the final word in managing stress. It goes beyond the notion of reactive stress management and employs the latest research on human resilience. The perspective and principles used are designed to not only help participants “bounce back” from adversity, but to develop a greater degree of protective “immunity” in the face of adversity. Furthermore, recommendations are made as to how to help others effectively adapt to, or rebound from, adversity.
It is generally accepted that in the wake of crises, traumas, even disasters, roughly 2/3 of people seem to lose their ability to function effectively, at least temporarily, but a unique minority of individuals appear to quickly adjust. They appear to possess some form of “immunity” to things that greatly distress others. In some instances, this unique group of individuals even appears to grow stronger from the stressful experience. In order to identify factors of resilience, research was conducted in an effort to build mathematical models of resilience. But mathematical models can only go so far. Therefore elite law enforcement and military personnel were surveyed and interviewed in order to uncover the “secrets” behind the numbers… the secrets of how to manage stress and develop resiliency.
This training program is based upon social learning research and even more unique research that sought to identify the factors that seemed to convey protective immunity and foster rebound resilience from adversity. Participants will learn what these factors appear to be and how they can be developed. Finally, participants will learn how resiliency can be used as a competitive advantage.
CL 103 – LEARNING OBJECTIVES – Participants will:
1. Know how to utilize 4 core factors that can build Psychological Body Armor (PBA).
2. Develop a personal “resiliency profile.”
3. Learn how success leads to resiliency.
4. Learn 3 techniques to enhance optimistic thinking and the power of the self-fulfilling prophecy.
5. Learn techniques for developing interpersonal support to enhance resiliency.
6. Learn how to manage biological factors that can enhance resiliency.
7. Understand how resiliency can be used as a competitive advantage
CERTIFICATION OPTION
Upon completion of modules, participants will be entitled to take an examination for certification in Resilient Leadership. There is a separate registration process and examination fee required. Certification is administered by the Fallston Group and awarded through the Resiliency Sciences Institutes, International at UMBC Training Centers in the State of Maryland, USA.
SELECT BIOGRAPHIES
Co-author of Resilient Leadership Training, George S. Everly, Jr., PhD, ABPP, is Executive Director of Resiliency Science Institutes, International, and is a faculty member of the Johns Hopkins Public Health Preparedness Programs. He serves on the faculties of The Johns Hopkins University School of Medicine, The Johns Hopkins University Bloomberg School of Public Health, and Loyola University Maryland. He has held honorary professorships at the University of Hong Kong, Universidad de Norbert Weiner (Lima, Peru), and Universidad de Flores (Buenos Aires, Argentina). In addition he has served on the adjunct faculties of the Federal Emergency Management Agency, the U.S. Center for Disease Control Mental Health Collaborative Committee, and the FBI National Academy. He is a consultant to Alcohol, Tobacco, Firearms, & Explosives. He is an advisor to the Hospital Authority of Hong Kong. Dr. Everly is co-founder of, and Representative to the United Nations for, the International Critical Incident Stress Foundation, a non-profit United Nations-affiliated public health and safety organization. He was formerly Senior Research Advisor, Social Development Office, Office of His Highness, the Amir of Kuwait, State of Kuwait. Prior to these appointments, Dr. Everly was a Harvard Scholar Visiting in Psychology, Harvard University; a Visiting Lecturer in Medicine, Harvard Medical School; and Chief Psychologist and Director of Behavioral Medicine for the Johns Hopkins’ Homewood Hospital Center. Dr. Everly has been awarded the Fellow’s Medal of the Academy of Psychosomatic Medicine, the Professor’s Medal of the Universidad de Weiner (Peru), the Leadership Award from the American Red Cross, and was elected a Fellow of the American Psychological Association. He is the author, co-author, or editor of over 15 textbooks and over 100 professional papers. He has given invited lectures in 22 countries on 6 continents. His works have been translated into Russian, Arabic, Swedish, Polish, Portuguese, Japanese, Chinese, German, Korean, and Spanish. His biography appears in Who’s Who in America and Who’s Who in the World.
Co-author of Resilient Leadership Training, Jeffrey M. Lating, PhD is Professor of Psychology, Loyola University Maryland. He is a consultant to the US Secret Service and the US Senate Staff. Dr. Lating is the co-author of three textbooks on human stress and trauma. He is the author or co-author of numerous scientific publications.
Robert W. Weinhold, Jr., MSM is a crisis leadership and communications expert. Founder of the Fallston Group, a U.S.-based crisis management & communications firm, Mr. Weinhold and his team help organizations prepare for, navigate through and recover from issues of adversity or crisis. Throughout his distinguished career, Mr. Weinhold served publicly on the core executive leadership team at all three levels of government and privately on MLB Hall of Famer Cal Ripken Jr.’s core executive leadership team. Most notably, Mr. Weinhold served as the Baltimore Police Department’s Public Affairs Director, Chief of Staff for the United States Department of Justice and senior executive within Maryland’s Governor’s Office. Mr. Weinhold maintains extensive experience in the areas of executive leadership, strategy, crisis management, communications, strategic marketing, media relations, public affairs, business management & operations. He has a deep public safety background having served in both enforcement and executive roles while leading large teams and major initiatives. Mr. Weinhold authored the media relations training block contained within the Resilient Moment Communications; he earned his undergraduate degree from the University of Baltimore and graduate degree from The Johns Hopkins University.
