Learning Beyond the Classroom
A component of the Executive Meta-Leadership (EML) program for senior leaders is to participate in an action-learning project with their classmates during the time between the opening and concluding sessions of the program. Referred to as the Meta-Leadership team projects, participants start in the opening session by generating ideas that address real world problems in need of a better solution. Then, collaborating in their chosen teams of 5-8 members the team works together to put forth a well-researched solution. The goal for these participants is two-fold: apply the learning through their project work and make a positive change for all stakeholders affected by the problem.
Below you can read about the amazing work these teams have done to provide organizations, communities, and stakeholders a possible lifeline to a real world problem.
Want to connect with the team members on a project for more info? Email us at firstname.lastname@example.org.
Abstract: The United States Centers for Disease Control and Prevention (CDC), along with other health agencies, has maintained years of global trust and credibility with the general public. The novelty of the widespread COVID-19 pandemic, however, introduces challenges to successfully administering the newly developed vaccine. As such, this meta-leadership project sought to specifically address the vaccine hesitancy identified in healthcare workers who primarily practice in the United States and Canada. It was determined that subject matter expert engagement along with effective communication strategies will be used to achieve improved vaccination rates in this specific population.
Abstract: The project seeks to review and improve Leadership Development Processes for government, commercial, and non-profit agencies in order to develop leaders who are more prepared to execute essential national functions and respond in crisis. The primary focus of the project is to examine junior and mid-level leadership development processes within existing organizations and identifying best practices, leadership models and pathways, areas of improvement, and connectivity across organizations to strengthen meta-leadership competency and improve national preparedness during crisis.
Abstract: Stigmatization of mental health care has long been a known but rarely discussed problem throughout government and the community as a whole. The COVID-19 pandemic and its outsized impact on the mental health of first responders and other government employees highlighted the need for organizational culture change to encourage mental health care support and de-stigmatization. This project focused on the psychological well-being of first responders and other government employees by utilizing meta-leadership tools to de-stigmatize mental health care support.
Abstract: While much work in crisis management has focused on “critical” sectors and employees, it was generally with the intent of addressing an acute event that required priority services to continue for a short aftermath. COVID-19 has introduced a prolonged event that requires a shift in thinking of defining critical. This was observed with the emergent term “essential workers” which evolved from the early days of spring 2020 into 2021. The ‘Arcs of Time’ occurring during a pandemic present unique challenges that demand specific actions to optimize the response and services.