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Leaders

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Last Updated: 02 July 2021

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Berger, MSPH, became Chief Operating Officer of Centers FOR Disease Control and Prevention, one of 10 major Operating divisions of the Department of Health and Human Services, in August 2011. As COO, she oversees management, facilities, and operations at the Atlanta-base Public Health agency. She provides substantial strategic direction FOR CDCs workforce and budget, while ensuring CDC has proper resources to fulfill its critical work to save lives and protect people from health threats. John Dreyzehner, MD, MPH, FACOEM is Director of the Center FOR Preparedness and Response. In this role, he is responsible FOR all Programs that comprise CDCs Public Health Preparedness and Response portfolio. Dr. Dreyzehner is a highly respected National Leader in the field of Public Health, with a particular career emphasis on Preparedness and Response issues, including serving as ASTHO Preparedness Policy Committee Chair, National Homeland Security Consortium Tri-Chair, and NEMA-ASTHO-GHSAC Policy Committee Co-Chair. Ileana Arias, PhD, is Acting Deputy Director FOR Public Health Science and Surveillance at CDC. In this position, she is responsible for strengthening the CDCs scientific foundation by working across Office of Science, Office of Laboratory Science and Safety, Center FOR Surveillance, Epidemiology, and Laboratory Services, and National Center FOR Health Statistics. The primary focus of Dr. Arias role is to provide leadership FOR CDCs Data Modernization Initiative and serve as advisor to the CDC Director. She also Co-chairs CDCs IT and Data Governance board. Karen Remley, MD, MBA, MPH, FAAP, is Director of the National Center on Birth Defects and Developmental Disabilities. She has more than 30 years of experience in Public Health and Health care, with leadership roles in public and private sectors. Her main star has always been children and families, and she has shaped her career around helping every family have the best opportunity FOR health and well-being. Pat Breysse, PhD, CIH, joined CDC in December 2014 as Director of NCEH / ATSDR. Dr. Breysse leads CDC efforts to investigate the relationship between environmental factors and health. He comes to CDC from Johns Hopkins University where he serves as Associate Chair FOR Educational Programs within the Department of Environmental Health Sciences, Program Director FOR Industrial Hygiene Training Program, and Co-Director of Johns Hopkins Center FOR Childhood Asthma in Urban Environment. Debra Houry, MD, MPH, is Director of the National Center FOR Injury Prevention and Control at CDC. In this role, Dr. Houry leads innovative research and Science-base Programs to prevent injuries and violence and to reduce their consequences. She join CDC in October 2014. She has previously served as Vice-Chair and Associate Professor in the Department of Emergency Medicine at Emory University School of Medicine and as Associate Professor in the Departments of Behavioral Science and Health Education and in Environmental Health at Rollins School of Public Health. Nancy Messonnier, MD, is Director of the National Center FOR Immunization and Respiratory Diseases.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Speaker of the House

Pelosi made history as the first female Speaker ever when she took the gavel in 2007. Now, she retaken it again 12 years later, also making her the first Speaker to reclaim the position in more than six decades. San Francisco lawmaker has had her detractors, and many incoming freshmen in the swing district Campaign on New leadership. On Thursday, fifteen in her Caucus either voted for someone else or simply voted present. Still, those defections were much fewer than the 78-year-old feared last fall, showcasing her deal-making prowess that even many Republicans privately praise her for. She'll have to manage the Caucus with diverging opinions and a vocal progressive wing, and have to grapple with a Republican Senate, something she didn't have to contend with during her first tenure. And, of course, plenty of clashes with President Trump are also likely to await. First on agenda: trying to find an end to partial government shutdown, with Pelosi pledging not to budge on funding for a wall on the southern border with Mexico that Trump says is requirement before he will sign spending measures that would end shutdown. The 79-year-old Hoyer also resumed the same post he had during the Democrats' last turn in majority, moving up from serving as Minority Whip for the past eight years. Pelosi and Hoyer have had a long, sometimes testy, relationship. She hails from the legendary Maryland d'alesandro political family, but that hasn't always endeared two to each other, though they've denied any friction in recent years. Pelosi first beat Hoyer for Whip in 2001 and she back challenger to Hoyer for majority leader when Democrats last took control in 2006. As the New York Times, recently write, Pelosi-Hoyer frenemies dynamic, long subject of intrigue in the Capitol, is growing ever more complex as they're back in power together. But Hoyer has been a political survivor. He's longest-serving current Democrat in the House, first elected in 1981. Hoyer is also the only white male in the top ranks of Democratic leadership. 78-year-old Clyburn is the highest-ranking African-American lawmaker in Congress. He served as Whip when Democrats had majority from 2007 until 2011, and then served as assistant House Democratic leader while Democrats were in the Minority post Pelosi created especially for him when Hoyer and Clyburn were competing against each other after the 2010 elections. When Democrats were last in majority, Clyburn served as Chairman of the House Democratic Caucus. It wasn't lose on many Democrats this year, though, that trio at top of leadership ranks are all in their late seventies. And there's proposal Pelsoi has back to change that, term-limiting top three spots to bring change over the next few years. Lujan was awarded this No. 4 post after leading the Democratic Congressional Campaign Committee for the past two cycles, resulting in a 40-seat gain in November and Democrats flipping control of the chamber.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Analyst to Integrator

The primary responsibility of functional leaders is to recruit, develop, and manage people who focus in analytical depth on specific business activities. Enterprise leaders ' job is to manage and integrate collective knowledge of those functional teams to solve important organizational problems. Harald found himself struggling with this shift early on as he sought to address many competing demands of business. His sales and marketing VP, for example, wants to aggressively go to market with new product, while his head of operations worried that production couldnt be ramped up quickly enough to meet sales staff demand scenarios. The Haralds team expect him to balance the needs of the supply side of business with those of its demand side, to know when to focus on quarterly business results and when to invest in the future, to decide how much attention to devote to execution and how much to innovation, and to make many other such calls. Once again, executives need general knowledge of various functions to resolve such competing issues, but that isnt enough. Skills required have less to do with analysis and more to do with understanding how to make trade-offs and explain the rationale for those decisions. Here, too, previous experience with cross-functional or new-product development teams would stand newly minted enterprise leaders in good stead, as would previous apprenticeship as chief of staff to senior executive. But ultimately, as Harald find, there is no substitute for actually making calls and learning from their outcome. Integrate collective knowledge of cross-functional teams and make appropriate trade-offs to solve complex organizational problems.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Tactician to Strategist

Strengths of Strategic leaders-Strategic people can see the future with clarity. They can envision things and paint picture. Great Strategic leaders can zoom out and not be distracted by the granularity of what is going on around them. They can often find success by just jumping in and figuring out situation without plan. Many Strategic thinkers do care about details. They care about the end results. Theyre often known to have a lot of charisma and to lead through force of personality. They often succeed because they inspire others to share their passion. Weaknesses of Strategic leaders-While Strategic leaders have vision, they often have a hard time painting it for others. That say, they can also be poor tactical planners. Strategic people are often much more concerned about goals and not so much about if they miss a few steps along the way.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Bricklayer to Architect

This is a critical turning point in managers ' career; time when they move from leading function to leading enterprise for the first time. Conducting an extensive series of interviews with more than 40 executives, Watkins found that they must navigate a tricky set of changes in their leadership focus and skills, which he calls seven Seismic Shifts. Managers must learn to move through each of these shifts, which involve learning new skills and cultivating new mind-sets. The move to enterprise leadership more than often requires executives who have been specialists to quickly turn into generalists that know enough about all functions to run their businesses. Specialist to Generalist: understand mental models, tools, and terms used in key business functions and develop templates for evaluating leaders of those functions. Analyst to Integrator: integrate collective knowledge of cross-functional teams and make appropriate trade-offs to solve complex organizational problems. Tactician to Strategist: shift fluidly between details and larger picture, perceive important patterns in complex environments, and anticipate and influence reactions of key external players. Bricklayer to Architect: understand how to analyze and design organizational systems so that strategy, structure, operating models, and skill bases fit together effectively and efficiently, and harness this understanding to make needed organizational changes. Problem Solver to Agenda Setter: define problems organization should focus on, and spot issues that do fall neatly into any one function but are still important. Warrior to Diplomat: proactively shape the environment in which business operates by influencing key external constituencies, including government, NGOs, media, and investors. Supporting Cast Members to Lead Role: exhibit right behaviours as role model for organization and learn to communicate with and inspire large groups of people both directly and, increasingly, indirectly.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Problem Solver to Agenda Setter

Many managers are promoted to senior levels on the strength of their ability to fix problems. When they become enterprise leaders, however, they must focus less on solving problems and more on defining which problems organization should be tackling. To do that, Harald had to perceive the full range of opportunities and threats facing his business, and focus the attention of his team on only the most important ones. He also had to identify white spacesissues that do fall neatly into any one function but are still important to business, such as diversity. The number of concerns Harald now had to consider was head-spinning. When he had run sales and marketing, he had gained some appreciation for how difficult it was for business heads to prioritize all issues thrown at them on any given day, week, or month. Still, he was surprised by the scope and complexity of some of the problems at this level. He wasnt sure how to allocate his time and immediately felt overloaded. He knew he needed to delegate more, but he wasnt clear yet about which tasks and assignments he could safely leave to others. Skills he had honed as a functional leadermastery, of sales and marketing tools and techniques, Organizational know-How, and even the ability to mobilize talent and promote teamworkwere not enough. To work out which problems his team should focus onthat is, to set agendahe, had to learn to navigate a far more uncertain and ambiguous environment than he was used to. He also needs to learn to communicate priorities in ways his organization could respond to. Give his sales and marketing background, Harald struggles less with how to communicate his agenda. The challenge was figuring out what that agenda was. To some degree, he just had to learn from experience, but here again he was aided by members of his team, who pressed him for guidance on issues they knew he needed to consider. He also could rely on the companies annual planning process, which provides a structure for defining key goals for his unit. Define problems organization should focus on, and spot issues that do fall neatly into any one function but are still important.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Warrior to Diplomat

Functional managers can focus on fighting with key competitors and give full rein to their competitive instincts as warriors in battle for business ascendancy. But business leaders must know how to cooperate as well as to compete. Any business leader will have to display significant competitive drive to rise to the top. Once there, however, he or she has to learn to find a balance between competition and collaboration, particularly when dealing with the external environment in which companies operate. Engaging with the external environment is a crucial part of the job. Business leaders must actively seek to shape that environment and manage critical relationships with outside constituencies, including governments, NGOs, media and investors. They need to identify opportunities to help shape the rules of the game for their industries'in ways that are legal, of course. In short, business leaders need to be more of a diplomat and less of a warrior, more of a mediator and less of a fighter. This is the sixth of seismic shifts that we have been discussing in this series of articles on transition from functional to business leader. Politics with small 'p Business leaders should embrace politics, albeit with small 'p, and get over any squeamishness or sense that this approach is not legitimate. Politics is part of how the world work, and both the internal and external environments of businesses are inherently political places. Politics becomes more intense the higher one goes into organization. Some may believe that at top, rationality rules, but that is not the case. On top, there are people with very strong egos, who are trying to get things done agendas are not so clear and there is more ambiguity. There are not necessarily right answers to all questions. As Henry Kissinger is fond of saying, not every problem has a solution. So politics is an essential part of how things get done'and if a new business leader is not ready to play the game, then he or she is not going to succeed. Shaping approach Business leaders shape organization's approach to dealing with governments, media or competition. Some may not initially enjoy intense contact with these institutions, particularly with the media, because their experience inside business has been no preparation. But they have to get used to it. Trade associations are often places where competing companies legally and legitimately work together to try and shape the regulatory structure of industries, for example. And if business leaders bring their 'warrior' ethos into those meetings, they are not aiding their company. New business leaders also have to get use to dealing with people within the organization doing jobs with which the new leader is not very familiar. Suddenly, communications, legal, government Relations or analyst Relations departments have become core part of what a business leader needs to create, shape and lead.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

Sources

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions.

* Please keep in mind that all text is machine-generated, we do not bear any responsibility, and you should always get advice from professionals before taking any actions

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