Tolbert Nyenswah, currently a Senior Research Associate at Johns Hopkins Bloomberg School of Public Health, made his mark on the global health scene during the catastrophic Ebola epidemic of 2014. At the time, he helmed the Liberian Incident Management System (IMS), spearheading the government’s operational response to this unprecedented health crisis.
His leadership didn’t stop there; post-Ebola, he championed the formation of the first-ever National Public Health Institute in Liberia. Serving as its inaugural Director-General and Chief Executive Officer (CEO) from 2017-2019, his efforts laid the foundational public health infrastructure in the country.
The Fear Factor in Leadership
The creation of the IMS was a reaction to the crisis, not a preventive measure. Tolbert’s experience resonates with the uncertainty many leaders face amid crises. In situations where the public is panicking, testing capacity is limited, and a response system is being established simultaneously, fear can overwhelm even the most seasoned leaders.
Political tension can amplify this fear. For instance, during the Ebola outbreak, calls for the president’s resignation added to the emotionally charged atmosphere. Tolbert openly admits the terrifying nature of the situation. His sentiment serves as a reminder that palpable fear in the face of crisis is a common response, but it can indeed be managed.
Organizational Response: Building a Structure Amid a Crisis
Tolbert devoted significant time to structuring the IMS as a tool for coordinated crisis response. A blend of top-down and bottom-up dynamics, the system facilitated agile decision-making and action. Striking a balance between roles, responsibilities, and decision-making power was key in streamlining meetings and operations.
The IMS model was a blend of central and thematic teams dealing with various aspects of case management. This model, co-chaired by development partners, ensured every participant had a role to play, a specific ‘lane’ to stay in, and efficient decision-making capabilities.
The Dynamics of Political Leadership and the Art of Delegation
The significance of political leadership cannot be overstated—its role becomes crucial in navigating through bureaucratic channels during crisis management to prioritize life-saving and containment measures. In such times, a leader may empower select individuals with the flexibility to make expedient decisions. For instance, a leader’s endorsement could entail regular, direct briefings, and creating an open channel for prompt and decisive communication.
The technical team, tasked with managing the incident, carries the responsibility of regular communication with the public, primarily focusing on the intricacies of the situation. Yet, there are occasions when the gravity of an issue calls for a leader’s direct address. In general, the confidence placed by the leader in the Incident Management System (IMS) is evident through their reliance on the team for public communication, reserving intervention for matters of political weight.
The strategy of delegation within the presidential office, extending into the IMS, established a robust system where roles were defined and individuals were entrusted to fulfill them. Such a framework allows for a clear focus on outcomes, and as the results begin to manifest, the extent of delegation expands in recognition of the team’s effectiveness. This progressive attainment of results lends substantial credibility to the leader, affirming the wisdom of their strategic delegation.
Lessons from Leading in Crisis
Navigating through a crisis offers valuable lessons:
- Stamina and focus are indispensable. You must persist in carrying out impactful actions;
- Understand the risks and maintain fortitude;
- Effective teamwork is non-negotiable;
- Never underestimate the power of political leadership;
- Governments must assume the helm of crisis response;
- Foundations and infrastructure need to be established. Address the root of the crisis, not just its symptoms.
Navigating Crises with an Adaptive, Data-Driven Approach
The efficacy of a crisis response is markedly improved when it evolves in real time, grounded in the progression of systems and informed by scientific evidence and data. The idea of anticipating a panacea or simplistic solutions is quickly dismissed in favor of a measured response to the factual understanding of the crisis at hand.
The strategy employed by the United States during the COVID-19 epidemic in March 2020 was criticized for its curative rather than preventative focus. There have been calls for a shift towards proactive measures such as robust surveillance systems, diligent contact tracing, and comprehensive testing protocols. These measures have been demonstrated to effectively reduce the incidence of disease and, consequently, the mortality rate.
Reflecting on the Ebola crisis, the strategy was shaped by data analytics, with decisions emerging from daily briefings that dissected data visualizations to understand the distribution and drivers of the outbreak.
The concept of “starting where you are” emphasizes utilizing existing local capabilities rather than lamenting the absence of sophisticated systems. This was evident in Liberia’s grassroots approach to data collection, which involved training individuals to perform rudimentary yet critical tasks that were pivotal in managing the crisis.
The dialogue acknowledges that the potential for crisis response exists in various forms across different contexts. It is the awakening, structuring, and mobilization of this latent capability that forms the cornerstone of an effective strategy.
The Motivation Anchored in Service During Crisis Times
Within moments of crisis, the essence of contribution to the broader good becomes the foremost driving force. It’s a testament to the notion that true leadership is inherent, yet the chance to exercise it often arrives from external circumstances.
Leaders at the helm of nations are urged to acknowledge this dynamic, creating conduits through which individuals in governance can manifest their intrinsic leadership abilities. The willingness to serve is ever-present; it is the emergence of opportunities that catalyzes this capacity. The role of a leader, therefore, is to recognize and harness this readiness for the service of humanity when the moment calls.
Effective Strategies for Minimal Infection Rates
The success stories from communities with minimal infection rates offer valuable insights, identified as positive deviations from the norm. The strategy to decentralize incident management teams to local levels allowed for a constant exchange of knowledge. Although united under a singular strategy, the learning process was ubiquitous, fluid across the hierarchical spectrum.
Reflections for Contemporary Crisis Responders
In facing a crisis, the emphasis is on identifying those with the technical acumen—individuals equipped to lead and quell the turmoil. Support for these technicians is paramount.
Political leaders play a pivotal role by making informed decisions and allocating resources; however, they are cautioned to avoid micromanaging the technical response. It’s a delicate balance between authoritative decision-making and empowering distributed leadership to flourish within its designated space.
The mantra is to ‘learn by doing,’ with science as the guiding light. In the orchestration of a crisis response, the leadership must be both collective in its coherence and individual in its command. An omniscient perspective of the manager is critical; any delay is a potent ally to the crisis at hand. The system must be well-ordered to counter the chaos that a disease thrives upon.
Now, it is an invitation to introspection, to consider Tolbert’s insights on leading from any starting point:
- Is there an alignment with the perspective that a crisis can be addressed regardless of initial conditions, focusing on the mobilization of available resources rather than waiting for ideal solutions?;
- What are the specific data requirements to comprehend the crisis more deeply, and which existing systems can be adapted or extended?;
- Envisioning the most rudimentary data collection mechanism, what would it entail to satisfy the data needs?;
- Reflecting upon experiences, is there familiarity with an organizational framework that operates effectively with both top-down decision-making and bottom-up informational flow?;
- Conceptualize an organogram that would outline the necessary thematic teams and delineate their interaction in a structure that integrates top-down and bottom-up dynamics;
- Considering the latent potential for leadership within public entities, how does the provision of opportunities alter the landscape of public service?;
- In what ways might opportunities for leadership be crafted amidst a crisis, enabling others to step forward?
The “Public Leadership Through Crisis” blog series serves as a reservoir of guidance for leaders seeking to navigate the tumultuous waters of crises such as the COVID-19 pandemic.
Conclusion
Tolbert Nyenswah’s leadership during the Ebola crisis provides a masterclass in handling health emergencies. It underlines the importance of building robust systems, maintaining courage amidst danger, leveraging data, and fostering a team-centered approach. His philosophy infuses the notion of latent leadership potential lying within communities, awaiting opportunities to emerge. As the world navigates through current and future health crises, Nyenswah’s experience stands as a beacon of inspiration and guidance.