Developing Professional Tax Administrators for the Future Leadership Development Program Outline

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1 Developing Professional Tax Administrators for the Future Leadership Development Program Outline Christopher Kolb, CPA Facilitator, Leadership Development Program Comptroller of Maryland 2012 Federation of Tax Administrators Annual Meeting 1

2 I. RLDP - Introduction RLDP Orientation Setting the Stage Opening remarks by RAD s Director. Provided the basic premises and features of the course were introduced. Reviewed the agenda of the course. Discussed the focus areas of the course. 2

3 II. RAD Leadership Competencies Module A: Module B: Module C: Module D: Leadership Core Responsibility Employee Satisfaction Core Responsibility Customer Satisfaction Core Responsibility Business Results Core Responsibility 3

4 III. Section-Specific Mobile Lesson: Who Are We? Module 1: Focus on RAD Module 2: Taxpayer Accounting Section 4

5 III. Section-Specific Mobile Lesson: Who Are We? Module 3: Taxpayer Service Section Module 4: Returns Processing Section 5

6 IV. Stepping Into Leadership Focus on making the transition to a leadership role. Understand the differences between Management and Leadership. Examine the meaning of Management and Leadership within RAD. Identify common challenges faced by new leaders and strategies to handle them. 6

7 V. Tuning In Emphasize the manager s role and responsibly to communicate. Understand how their preferences and styles impacts communications. 7

8 V. Tuning In Learn practical tools for communication; Active listening Giving and receiving feedbacks Effective presentation 8

9 VI. Getting Below the Surface Increase the understanding of diversity related issues and their responsibility for leading a diverse workforce. Enhance the self-awareness of how individual beliefs, values and viewpoints affect others in the workforce. 9

10 VII. Doing the Right Thing Increase the understanding of the ethical principles Examine how to handles situations that are not clear cut whether right or wrong. Learn the way to provide useful feedback to their directors. 10

11 VIII. Coaching for Success Enhance the understanding of coaching and the role of a coach. Discuss manager s role and responsibility for coaching. 11

12 VIII. Coaching for Success Learn the characteristics of effective coaches and how to practically apply a coaching model. 12

13 IX. Getting the Most Out of Gain skills to lead effective meetings. Recognize the importance of leading effective meetings for: Information Sharing, Planning Decision-making, Problem Solving, Meetings. Improving employee engagement and morale. 13

14 X. Leading Quality Process Improvement Emphasize the importance of Process Management / Process Analysis in leading a work unit. The Balanced Measurement System Strategic goals. 14

15 XI. Changing Times Highlight the impacts of changes and transition on employees and on RAD. Learn how to evaluate organizational changes. 15

16 XI. Changing Times Examine the way to facilitate the transition process. 16

17 XII. Balancing Your Life Target on how to help themselves and their employees balance work life and home life. Define stress and identify key sources of stress (stressors). Examine the impact of stress on their life and figure out the ways of coping with them. 17

18 XIII. The Low Down From the Offer an opportunity in a discussion with RAD s top management by providing a panel of RAD s Director, Deputy Director and Assistant Directors. Higher Ups 18

19 XIII. The Low Down From the Encourage open dialogue on leadership and current issues in RAD. Higher Ups 19

20 XIV. 168 Hours Focus on how to plan time and schedule work. Apply Stephen Covey s Time Management Matrix to learn day-to-day time management techniques. Practice leadership styles in previous lessons and apply for decision-making and problem solving. 20

21 XV. Building Engaged Workgroups and Teams Explore the concept of building workgroups and teams and ways to create a positive work environment. 21

22 XV. Building Engaged Workgroups and Teams Identify : 1) Characteristics of an ideal work environment, 2) Leader and follower behaviors, 3) Step to building an effective team, and 4) Building trust. 22

23 XVI. SkillSoft Course Assingments XVII. Reading Assignments Final Assignments Provide a presentation to demonstrate what they have learned as a team 23

24 Developing Professional Tax Administrators for the Future Leadership Development Program Rhea Reed, Esq., CPA Director, Revenue Administration Division Comptroller of Maryland 2012 Federation of Tax Administrators Annual Meeting 1

25 Introduction The Comptroller of Maryland s Revenue Administration Division launched an 18- month leadership development program in June It was designed to develop and enhance skills of employees as potential section managers in the near future. The success of this program allowed the Comptroller of Maryland to expand training initiatives. 2

26 Nature of Program Designed for Assistant Section Managers and highly-motivated RAD employees Consisted of 25 employees Team-based training program Comprised of online coursework, research projects, reading assignments, presentations, and classroom discussion Assigned Senior Fellows to perform as team leaders as well as mentors for Junior Fellows 3

27 Background of Program At the time RLDP was being planned, 92% of the Comptroller of Maryland s top management would be eligible for retirement within the next 5 years. The Deputy Comptroller tasked the senior managers of RAD to develop a succession plan to address this situation. 4

28 Purposes of Program To recruit, identify, and develop highpotential employees who would be the management team of the future To grow a well-trained, professional, empowered management team To cultivate an agile, flexible, workforce, capable of responding quickly to daily changes in processing requirements and backlogs 5

29 Purposes of Program To provide rotational assignment opportunities in order to expand managers and employees knowledge of the overall operations of RAD and encourage crosssectional cooperation To encourage evaluation of RAD s operational processes and suggestions for increasing the efficiency and effectiveness of operations 6

30 Two-week Front-Line Manager Course Managerial and Leadership Skills - based on the IRS training course material Operational skills specific to RAD SkillSoft Course Expanded learning opportunities CPE Contents of Program 7

31 Structure of Program Team projects led by Senior Fellows Six-month rotations into different sections of RAD Four-hour monthly classroom discussions Guest speakers from other COM divisions and outside COM The Naval Academy s Ethics Department Roundtable discussions with senior management 8

32 Innovative Features An inter-sectional employee network Intranet used for training Courses centered on organizational unit functions Required readings and book reviews Rotational job assignments Regular meetings with the Deputy Director Round-table discussion with RAD Directors 9

33 Impact of Program Revitalized Workforce More Agile Employees Career Advancement Opportunities Increased Use of Online Training Enhancements in of Use of SkillSoft College Course Offerings Expanded Leadership Development Program 10

34 SWOT ANALYSIS Strengths Cost Effective inexpensive compared to formal/commercial training program Focus on leadership and management training Cross-training opportunities More engaged workforce Provided better inter-sectional understanding, cooperation and networking 11

35 Challenging adjustment period as employees were rotated to different positions; frequent upheaval Created anxiety among some nonparticipants Not well-funded SWOT ANALYSIS Weaknesses Limited rotational choices for some professionals, such as CPAs Requires an 18-month commitment from participants State personnel regulations = constraints! 12

36 SWOT ANALYSIS Opportunities Identified future leaders Created a pool of future section managers Promotional opportunities for employees Provided a spotlight for participants to demonstrate their skills and abilities 13

37 SWOT ANALYSIS Threats Trained leaders may leave for other agencies Non-participants may exhibit resentment when participants are promoted, especially when participant has less seniority Training may not be successful for all individuals, but expectations are created 14

38 Conclusion RLDP is a compelling, cost-effective management and leadership training program. RLDP generated enthusiasm among the participants as they gained career-focused knowledge and skills. RLDP increased tax knowledge and awareness of management/leadership theory and strategies. 15

Conclusion The RLDP Program Established the idea that future promotion would be the result of demonstrated skills and achievements, high-performance as

39 Conclusion The RLDP Program Established the idea that future promotion would be the result of demonstrated skills and achievements, high-performance as well as management and leadership potentials. Gave the opportunity to provide leadership and management training prior to placement in a supervisory role. 16

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