Management Versus Leadership

FEMA, FCC to test emergency alert system nationwide

The Federal Emergency Management Agency (FEMA) and the Federal Communications Commission (FCC) will conduct the first nationwide test of the emergency alert system (EAS) on Wednesday, Nov. 9 at 2 p.m. EST. Damon Penn, assistant administrator of FEMA’s  National Continuity Programs Directorate, joined Urgent Communications to discuss the alert and how first-responder leadership can ensure their community is prepared for an emergency.

The real object of the test is to do the first, end-to-end test of the emergency alert system. The system came about in the early '50s as part of our preparation for Cold War. But it’s been extended in the current times to give the president an opportunity to communicate to the American public when he needs to under all conditions. We’ve never done an end-to-end test, so our real objective is to test the system throughout and make sure we know what parts are functional — and work as advertised — and which may need additional attention as we go forward. It’s not really a pass-fail test but to make sure it performs as advertised.

The alert will go over the radio and television, and that is part of a larger program — the integrated public alert and warning system . This is the emergency alert part. It will look like very much like the monthly alerts now. Those are tests that the stations are required to conduct that interrupts with a series of tones and then says, “This a test of the emergency alert system.” The difference may be that the banner looks different compared to what you are used to seeing from the local alert, based on the national level message versus the local message. So if you are used to finding a scroll across the top of your TV, you may this time see a scroll across the bottom. If you are used to seeing something in red it may be in blue. But basically it will look much like what you are used to. 

We will have a series of evaluators throughout the country to monitor individual stations and monitor the networks. Also, each of the stations will have a monitoring capability built in; their engineers will be on hand in case there are any problems where they need to connect or disconnect their systems, etc. Once that is completed, we will collect all of the information, determine what types of systemic problems we have, and what kind of corrections we need to make. It also gives local broadcasters a chance to see if there are any internal issues they need to address about the way their equipment is installed, the way their equipment handled the test or whether it gave them the results they expected.

Leadership: the intangible and necessary something at Attempting ...

My presentation as the kickoff to our preconference on leadership and management skills is more complex than the two panel talks I just posted. The presentation is up on Slideshare , and I’m including each slide here, as an embedded image, with my speakers’s notes below it. They’re pretty true to what I said that day. Enjoy, judge, and learn as you will. When I was a kid, I thought I wanted to be an astronaut. I wanted to go into space, be weightless, do fascinating and science-y things. But I didn’t know how you got to BE an astronaut, so I didn’t ever follow through.

Instead, I’m a librarian. And I’m an administrator, a leader, and a manager, all much younger than anyone expects. I surely didn’t know how you got to BE those things, more than the astronaut gig, and yet here I am.

So how’d I get here? I’m 35, so it’s not that I earned it by slogging through trenches, struggling up ladders, or waiting out my elders, as some conventional wisdoms would ask you to believe. Instead, I just did it.

I recently told a good friend that when people tell me I do great things, I’m usually baffled. I just do my job, choose to be authentically myself, and reach for my goals. Good things happen to me, and bad ones, too. And I don’t think that’s explicitly about leadership skills or traits – I think it’s about understanding your skills and traits, and what it means to lead, good and bad, and knowing who I am in that regard, good and bad.

But I don’t want to just start by talking about myself — that’s less helpful to you than asking you to think about what you know already and putting it into a new context. So I’d like to ask you do a small exercise — the first in a series of what I promise will be painless ones — to help frame up some of that context with you.  These exercises will all be private, largely — I may ask a few volunteers to share answers, or to have you all do an A or B multiple choice answer thing, but largely these responses are for your use. Don’t worry about being forced to share them and thus feel awkward about answering.

Now, hold on to those. We’ll come back to them.

Okay. So. Let’s dig in.  Leadership is not management. We will talk about management later — Colleen will discuss change management just after lunch, and we’ll both hit at some of the hard work of personnel management this afternoon.

Leadership is something else entirely.  I can think of no better graphical demonstration than this: JFK is, in this image, giving the famous speech in which he proposed that we put a man on the moon by the end of the decade.

Leadership versus management

At a trainin on Leadership versus Management by Mr. Yomi Ogunrinola. Wud be tweetin points

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