LEADING FROM YOUR LEVEL SESSION 2208

Transcription

1 LEADING FROM YOUR LEVEL SESSION 2208 DR. DAVID A. RUDE CHIEF LEARNING OFFICER U.S. DEPARTMENT OF DEFENSE David Rude, 2015 Federally Employed Women NTP 2015

2 Session Objectives 2 Identify leadership levels and where you are currently Describe competencies related to leadership levels Explore your leadership strengths & opportunities Discuss ways in which you can progress further Lay the foundation for an action plan going forward

3 Question 3 What would you like to learn today?

4 Technology Management Financial Management Creativity and Innovation Partnering Entrepreneurship National Defense Integration National Security Environment Political Savvy Global Perspective National Security Strategy Vision External Awareness Strategic Thinking Lead the Institution Lead Organizations/ Programs Team Building Accountability Decisiveness Influencing/Negotiating DoD Mission and Culture Human Capital Management Leveraging Diversity Conflict Management Developing Others DoD Corporate Perspective National Security Foundation Lead People Lead Teams/Projects 4 Flexibility Integrity/Honesty Interpersonal Skills Resilience Customer Service Oral Communication Continual Learning Problem Solving Written Communication Service Motivation Technical Credibility Mission Orientation Computer Literacy Lead Self

5 Leadership Levels Where are You? 5 Level Term Definition 5 Senior Leaders 4 Managers 3 Supervisors 2 Team Lead 1 Individual Contributor The heads of departments/agencies and their immediate leadership team responsible for directing the policies and priorities of the department/agency. May hold either a political or career appointment and typically a member of the Senior Executive Service or equivalent. Those in management positions who typically supervise one or more supervisors. First-line supervisors typically responsible for employees' performance appraisals, hiring, development, and personnel functions (e.g., leave approval). An employee who facilitates his/her team's processes by working collaboratively with the team to ensure that they complete their tasks effectively and efficiently, by maintaining good working relationships, and by coordinating with the manager and others on goals, priorities, team needs, and achievements. Not a formal supervisor of record. Anyone who does not have supervisory or team lead responsibilities.

6 And Where do You Want to Go? 6 Level Term Definition 5 Senior Leaders 4 Managers 3 Supervisors 2 Team Lead 1 Individual Contributor The heads of departments/agencies and their immediate leadership team responsible for directing the policies and priorities of the department/agency. May hold either a political or career appointment and typically a member of the Senior Executive Service or equivalent. Those in management positions who typically supervise one or more supervisors. First-line supervisors typically responsible for employees' performance appraisals, hiring, development, and personnel functions (e.g., leave approval). An employee who facilitates his/her team's processes by working collaboratively with the team to ensure that they complete their tasks effectively and efficiently, by maintaining good working relationships, and by coordinating with the manager and others on goals, priorities, team needs, and achievements. Not a formal supervisor of record. Anyone who does not have supervisory or team lead responsibilities.

7 7 Developmental Focus Shifts Based on Leadership Level 100% 90% % 70% % 50% 40 40% 30% % 10% 0% Level 1,2 Level 3 Level 4,5 Strategic Operational Tactical

8 8 Leadership Potential Factors Propensity to lead Brings out the best in people Authenticity Receptivity to feedback Learning agility Leadership Promise Personal Development Orientation Balance of Values & Results Mastery of Complexity Culture fit Passion for results Adaptability Conceptual & strategic thinking Navigates ambiguity Note: Adapted from Development Dimensions International, Put your talent in the driver s seat, Pittsburgh (2015)

9 What We Need From Leaders 9 Resilience in the face of uncertainty and complexity A Vision for what can be Active pursuit of strategies and goals Charting a path for success Making an impact without causing unnecessary waves A Balanced perspective Time for Reflection and personal growth Lasting contributions that benefit the Agency

10 From a Maestro: General (Ret) Colin Powell 10

11 Whatever is Your Current or Desired Leadership Level, Development Should Focus on: 11 For you as a leader: Effectively lead our complex missions Make a positive, enduring difference Are ready to take on higher level responsibility Realize their fullest potential as leaders Demonstrate proficiency necessary for success Learning and development needs to be: Competency-focused Accessible Effective Cost efficient Tied to strategic goals and priorities

12 Self Assessment: Personal Excellence 12 We are now going to use a Personal Excellence Skills Inventory self-assessment tool This will take about minutes Sequence: Fill out Personal Excellence Skills Inventory (Excel spreadsheet you can download or hard copy handout) Transfer scores for each category to the master score sheet STOP at that point

13 13 Personal Excellence Skills Inventory

14 MY PERSONAL EXCELLENCE SKILLS SCORE SHEET Instructions: Refer to your completed Personal Excellence Skills Inventory. You will be annotating the total 'score' for each of the 15 skills on to the table below. Find and circle your total score for that skill on the graph for each of the 15 skills. If your score is not listed, write it in about where it would fall. Circle each score and connect the circles using straight lines to reveal your current profile. LEARN STRENGTHEN ENHANCE Relationships & Support Assertion Team Building Positive Influence Empathy Vision & Guidance Personal Orientation Self-Control Goal Setting Commitment & Power Drive Strength Self-Management Change & Balance Decision Making Stress Management Purpose & Beliefs Self-Esteem Congruence Self-Appreciation Self-Confidence

15 SAMPLE PERSONAL EXCELLENCE SKILLS SCORE SHEET Instructions: Refer to your completed Personal Excellence Skills Inventory. You will be annotating the total 'score' for each of the 15 skills on to the table below. Find and circle your total score for that skill on the graph for each of the 15 skills. If your score is not listed, write it in about where it would fall. Circle each score and connect the circles using straight lines to reveal your current profile. LEARN STRENGTHEN ENHANCE Relationships & Support Assertion Team Building Positive Influence Empathy Vision & Guidance Personal Orientation Self-Control Goal Setting Commitment & Power Drive Strength Self-Management Change & Balance Decision Making Stress Management Purpose & Beliefs Self-Esteem Congruence Self-Appreciation Self-Confidence

16 Your Leadership Assessment Results 16 What are your top 5 strengths? What are the 1-2 opportunities that resonate with you for further development? Pair up with 2 others to share your findings. Focus on: What were the feel good findings about yourself? What did you learn that you might not have thought about before? What if any commonalities exist within your group?

17 Identify Development Needs 17 Ongoing process to identify competencies required for success in the current job and for the future Related to the achievement of organizational goals at the organizational, individual, or job levels Required Competence Current Competence = Gap (need) Use an Individual Development Plan providing feedback to: Identify short- and long-term career goals Document training and developmental activities Track accomplishments Help employee become more qualified for a new position

18 Development Options and Resources 18 Focus on YOU Coaching Mentoring Networking Political Savvy Competencies Career Movement Peer Assisted Learning Shadowing Job Aids Training Develop in Place Rotational Assignments Reading Assignments Site Visits/Tours Case Studies Critique Demonstrations Discussion Groups Action Learning Workshop (like this one!)

19 Personal Leadership 19 The ability to exert positive influence through selfempowerment, interpersonal, and goal achievement skills. Why important: feeling better about yourself as a leader This is about you ample focus on you is healthy How you perceive yourself spills over into your interactions with others How you comport yourself as a leader impacts others

20 Model for Coaching Employee does a self-assessment and identifies the areas and opportunities for development 2. Coach and employee collaborate 3. Coach and employee implement and follow-up Coaches are FREE!!! Ask your HR office about OPM s database of Federal Coaches

21 Mentoring: A Success Imperative (21) Benefits to Individuals Increase self-awareness and self-discipline Expand personal network Positive and constructive feedback on professional and personal development areas Improve technical competence Increase awareness of personal biases, assumptions, and areas for improvement Benefits to Organizations Increase use of agency s Human Capital planning and succession development efforts Improve employee engagement and retention Contribute to better trained staff, diversity, generational transfer of knowledge

22 Networking Political Savvy 22 The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one s personal or organizational objectives. This skill requires: Social astuteness- Developed by: critique/feedback sessions, role playing, videotaping Interpersonal influence - Developed by: leadership training, EI, modeling, mentoring Networking ability Developed by: coaching, building credit Apparent sincerity Developed by: being authentic and true to yourself (walking the talk) Note: Adapted from Ferris, Davidson & Perrewe (2005). Political Skill at Work. Mountain View: Davis-Black.

23 A New Model for Advancement 23 FROM Career Ladder TO Career Lattice FOCUS: Moving UP FOCUS: Moving UP, ACROSS, OVER

24 Career Lattice Example: My Own 24 Sr Leader Manager Supervisor Team Lead Individual Contributor Year Field Administrative Finance Foreign Affairs HR Policy Learning & TM

25 Career Lattice for You 25 Sr Leader Manager Supervisor Team Lead Individual Contributor Year Field Steps: 1. Draw the lines showing your career to date 2. Draw a vertical line which separates up to the present from the future 3. Continue drawing lines to show your desired future career path 4. Draw a horizontal line depicting the highest level you want to achieve

26 26 Going Forward: the Individual Development Plan

27 Key Messages: What You Can Do Individual Development Discuss with Supervisor Be in Charge Competency Know your strengths and gaps Hone fundamental competencies Keep your skills current Technical Skills Learning Be committed to Continual Learning Stretch your capabilities Opportunities Mentorship Have a trusted mentor Develop a network of supporters Network Intrapersonal How do you show yourself as a leader? What s your elevator speech? 27

28 Thank You! 28 David A. (Dave) Rude DoD Chief Learning Officer (Civilian Workforce)