The field of Emergency Management (EM) is experiencing an unprecedented transformation. This evolution, intensified by the COVID-19 pandemic, demands a reimagined approach to leadership. Emergency managers now face a broader array of responsibilities, from managing cyber threats and homelessness to leading responses amid global health crises. As the nature of emergencies diversifies, the capabilities of these professionals must continue to evolve.
The Gap in Leadership Development
Despite the increasing complexities in the field, there is a notable gap in leadership development, especially for mid-level leaders who play a critical role in shaping organizational culture and effectiveness. The traditional training models fall short in preparing leaders for the nuanced challenges of modern emergency management.
Current training curriculums for emergency managers are excellent for building technical skills; however, today’s EM leaders require a skill set that extends beyond technical expertise, encompassing critical thinking, swift decision making, effective communication, and a human-centered approach that prioritizes empathy and support. These behaviors underpin effective emergency management yet are too often overlooked as day-to-day operations take precedent.
Training and Education: Current State and Challenges
Professional development in EM largely relies on technical training, with limited focus on the broader aspects of leadership. Programs like FEMA's Emergency Management Institute offer a multitude of courses, but few are tailored specifically to leadership development. Training opportunities are scarce and often limited in scope, addressing specific roles rather than developing general leadership competencies. This discrepancy highlights the need for more comprehensive, accessible training programs that address real-world complexities leaders face.
Key Capabilities for Mid-Level Leaders
Working with expert emergency managers, we’ve identified several critical capabilities for mid-level leaders in emergency management:
- Forging High-Performing Teams: Leaders must develop skills in adaptability, trust, and collaboration to build robust teams capable of handling crises.
- Communication and Collaboration: Advanced communication skills are crucial for effective internal and external collaboration.
- Decision Making Under Pressure: The ability to make informed decisions in stressful situations is essential.
- Systemic Risk Assessment: Understanding and managing systemic risks, beyond traditional risk assessment models.
- Community Engagement: Building strong relationships with the community to enhance resilience and trust.
The Role of Experiential Learning
Experiential learning is vital to developing these key capabilities. Unlike traditional methods that focus on knowledge acquisition, experiential learning addresses behavioral gaps and fosters practical application of skills. It advocates for a blend of storytelling, reflection, simulations, and dialogue to create an engaging and effective learning environment. Moreover, the impact of such methods is enhanced when delivered over time, within a stable peer cohort, facilitating deeper understanding and practical application.
McChrystal Group developed a highly experiential, expert-level training program for FEMA called “Vanguard” to prepare senior emergency managers and crisis response leaders for the challenges ahead through increased awareness, meaningful connections, and empowered leadership.
“As executives, we sometimes we don’t have time to actually take a second to think critically and strategically (about) how we want to approach a particular topic or challenge,” said Shad Ahmed, Director of Portland Bureau of Emergency Management, and recent Vanguard graduate. “Being able to … think intentionally was a real help.”
While FEMA Vanguard is an excellent leader development opportunity for senior officials, this growth point is largely missing for mid-level professionals in crisis response. The lack of leader development for emergency managers on the frontline is driving retention issues and skill gaps as our nation faces a growing list of complex response challenges.
Considerations for Effective Training Programs
For departments and agencies, the decision between internal and external support for leader development training is crucial. Factors to consider include the availability of resources, expertise, and the ability to maintain an up-to-date and evolving curriculum. Additionally, when selecting an industry partner for leader development, considerations should include the firm's independence, ability to bring relevant expertise, and a custom approach to development and delivery.
The constantly changing landscape of emergency management requires a new breed of leaders, equipped with a diverse array of skills and an adaptable mindset. To meet these evolving challenges, both public and private sector emergency management leaders must evaluate and enhance their current leadership development programs.
We’ve outlined a path for any state to begin building future leaders and have begun to implement these programs in states across the country. “Building Leaders in Emergency Management to Meet the Rapidly Changing Environment" outlines a path to a mid-level leader development training program for agencies and organizations in EM.
