U.S. Army Audit Agency

Transcription

1 U.S. Army Audit Agency Presentation to the American Society of Military Comptrollers Randall Exley The Army Auditor General May 2016 Providing Solutions for Army Challenges 1

2 Financial Statement Problems Understatements on the Balance Sheet $320M of lateral transfers in one PEO not reported consistently and accurately in Army systems 2 million ammunition rounds worth $140M not recorded $24.2B of PEO assets (including $15.7B of equipment and $8.5B of Operating Materials and Supplies) not recorded 2,000 items of stored depot property worth $72M improperly recorded in property records at zero value and $11.8M unrecorded $5.1B of Organizational Clothing & Individual Equipment not reported on property records Three levees, written off as disposed of, still in operation, but not on property records 2

3 So, before we go into the excruciating details: How many of you knew before this presentation? That Army and the other Defense components and agencies have millions (even billions) of dollars of property Not recorded on property books, and therefore... Not included on their balance sheets? How many of you know now? 3

4 U.S. Army Audit Agency Presentation on Leadership American Society of Military Comptrollers 21 June 2016 The Auditor General May 2016 Providing Solutions for Army Challenges 4

5 Leadership 21 June 2016 Providing Solutions for Army Challenges 5

6 Exceptional Leadership Identifying a higher purpose for the organization (meaningful work) Broadly communicating that vision through a variety of means - and through personal example Inspiring those around you (your workforce) to take risks, embrace change, innovate, and eagerly follow your lead, even when faced with uncertain future outcomes Being totally transparent, having the courage to act, setting the tone for high integrity from the top Always doing the right thing regardless of the consequences Persuading even the most skeptical followers to go beyond mere compliance and become advocates for the mission and direction you take 6

7 Why We Do What We Do! Proudly Serving Soldiers Since 1946 Because!...defending the security of the US and our Allies protects our way of life and our freedom...thousands of Soldiers have sacrificed and/or are continuing to risk THEIR lives on battlefields like Iraq and Afghanistan and in dangerous training exercises to protect OUR lives and freedoms...army civilians including our own Agency auditors and contractors have also risked, and continue to risk, their lives by deploying to theaters of war to support our Warfighters...our efforts to make programs and policies more effective and efficient, and to fight fraud and save funds benefit the Soldiers, civilians, families, and Army leaders we serve 7

8 Why We Do What We Do! Proudly Serving Soldiers Since 1946 Because!...every dollar of waste and fraud we help Army avoid can be used to better train, equip, logistically support, and protect our Soldiers in combat, give them a technological edge on the battlefield, help keep them safe, and bring them home sooner...every efficiency we help Army achieve helps give our Soldiers families the high-quality housing, health care, and other support they deserve while our Soldiers are deployed...our efforts protect the Army s reputation and credibility enabling it to argue more effectively for needed resources...what we do for our Soldiers and our Army, we do for ourselves, our families, and our Nation 8

9 Involve Me, And... 9

10 Another Point of View: Involve Me, And... I ll help you lead! 21 June 2016 Providing Solutions for Army Challenges 10

11 Creating a Circle of Safety In his book, Leaders Eat Last Simon Sinek says it is the leader s obligation to make people feel safe and protected from both internal and external dangers. He says, Only when we feel we are in a Circle of Safety will we pull together as a unified team, better able to survive and thrive, regardless of the conditions outside. 11

12 Here are some ideas: What Are You Doing to Create that Circle of Safety for Your Team? Stay visible, accessible, and connected with them be physically present Listen to them and actively solicit their ideas, opinions, and concerns AND ACT! Prepare and develop them (teach, coach, mentor, and train) to thrive and be successful Treat them as mature adults and professionals Ensure their workspace, equipment, and technology reflect your respect for them and their professionalism Fight for them and meet their needs! 12

13 How do you know what they need? ASK and then... Manage by Walking Around/Calling Around Let them talk first about what they like, dislike, feel can be improved, concerns them and their coworkers...then ask targeted questions Annual Workforce Survey Sensing Sessions (12s and below; 13s; and 14s and above) Use around the table approach Back-brief staff concerns to supervisors Blogs, Posts, and Tweets Employee Advisory Council Not just Town Halls Why? Again, involve them and ACT on what you learn! Remember there is NO small stuff! 13

14 Some More Ideas... Reward them according to contribution and recognize them (thank them and praise them) often There are many ways to reward that don t involve money Hold all (including yourself) accountable Be flexible to both their work and personal needs (within the rules) Compressed work schedules, telework, dress (down) code... Trust them (push responsibility down and let them try!) 14

15 Here Are Even More Ideas... Treat everyone fairly (that doesn t mean equitably) Include them in the process and decision-making Lead with honesty and integrity Communicate broadly and deeply and lead with total transparency Build relationships with them first as people, then members of your work team Provide everyone regular, specific, and meaningful feedback even to your best performers 15

16 From: Leadership 101 He who thinks he leads, but has no followers, is really only taking a walk. ~ John C. Maxwell 21 June 2016 Providing Solutions for Army Challenges 16

17 Toxic Leaders Army Doctrine Publication 6-22 Have a combination of self-centered attitudes, motivations, and behaviors that adversely affect subordinates, the organization, and mission performance Lack concern for others and the organizational climate, leading to short and long-term negative effects Operate with an inflated sense of self-worth and from acute selfinterest Consistently use dysfunctional behaviors to deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves Over time, undermine their followers' will, initiative, and potential and destroys unit morale 17

18 DON T WRITE A BOOK! 18

19 My Philosophy Be yourself - unless you need to change first! Be honest and trustworthy and walk your talk Communicate broadly and deeply and lead transparently Create multidirectional communication flow Be personal Listen and learn more than you speak and teach Observe, evaluate, and ask questions Seek and act on feedback on all things from all directions Focus as much on your workforce as you do on the work, and on your clients... Build relationships and partnerships (With your supervisors, peers, team members and clients) 19

20 Don t be a DAD ( Delegate and Disappear ) set direction, coach, check back periodically, and stay informed Hold everyone accountable especially yourself Modify your leadership approach to reflect both your: Knowledge of each team member and My Philosophy (continued) New knowledge you learn about leadership Be committed to the organization, mission, and your people - and to their collective success Take the quick wins small things add up to big victories! Every distraction you remove from the workplace increases productivity and morale!!! Practice holistic leadership everyone is important! 20

21 Practice Holistic Leadership Remember this when you lead: Pay attention to everyone Make sure everyone has what they need to succeed Give all personnel attention to ensure things are going well Praise and reward every success no matter what role a person plays! 21

22 Appreciate your Professional Support Staff! Without Professional Support Staff, Auditors Can t: Get Hired Get Paid and Promoted Be funded to operate! Receive benefits Receive personnel support Travel and be reimbursed Get security clearances Have IT and network support Upgrade to Teammate Have internal management data and access to it Process audit reports Have facilities in which to work and related support Communicate (phone, fax, ) Receive training Participate in workforce surveys to improve work-life Benefit from Strategic and Human Capital planning Enter and win the Best Places to Work Competition! 22

23 I ve Learned... 23

24 Focus Your Life and Assume the Responsibility... Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for! We are the change we seek. Attributed to: Barak Obama President of the United States 24

25 Focus Your Life and Assume the Responsibility... So Get Off Your Jackass, and Get Going!!! 25

26 What Really Matters... "What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead." Nelson Mandela ~ May

27 U.S. Army Audit Agency An Unprecedented 6 Consecutive Years!!! (Beat our own AAA record!) 1 st of 292 in FY nd of Over 200 each year in FYs 2010 & rd of 300 in FY th of 315 in FY rd of 320 in FY 2015! 27