1. 3 rd Annual Team SPAWAR MESA Training Academy “Leadership and Career Development” Leadership/Workforce Development: A Global Literacy Perspective Dr. Douglas Fenner Director, Organizational Development and Training Management March 19, 2010

2. 2 TEAM SPAWAR GREATEST STRENGTH? “EMPLOYEES”

3. 3 International Companies: 1,000 CEOs International Customers (in six or more countries) ▼ Europe: 83% ▼ Australia/New Zealand: 75% ▼ Asia: 68% ▼ Latin America: 62% ▼ North America: 57% International Suppliers ▼ Europe: 76% ▼ Australia/New Zealand: 75% ▼ Asia: 69% ▼ Latin America: 55% ▼ North America: 50% International Employees ▼ Europe: 67% ▼ Australia/New Zealand: 64% ▼ Asia: 56% ▼ Latin America: 43% ▼ North America: 33% Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

4. 4 Becoming a Globally Literate Leader ▼ You must accept the challenge and plot your own plan for literacy ▼ It takes continual, daily practice and dialogue with others who are fluent in the same language ▼ You must understand the outside world: customers, markets, technologies, competitors and national cultures ▼ Tomorrow’s business challenges will be less technical than they are cultural, because culture must be managed just like any other business phenomenon ▼ You must learn to read culture and become culturally wise; like looking below the surface of an iceberg to see the deposits of experiences and history Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

5. 5 ▼ What leadership qualities and business practices are fundamental to my own national culture? ▼ How can I create business cultures that mobilize diverse people in a multicultural world? ▼ How do businesses in different countries operate in culturally unique ways? ▼ What are the lessons and innovations to be learned around the world? ▼ You must understand the external business environment and all its ramifications  Understanding culture at many different levels (i.e., national perspective, the business environment, and the eye of the leader)  Understand the culture has two levels of analysis (i.e., what is universal to all people, businesses and countries, and what is unique to each

6. 6 Cultures of Twenty-first-Century Business ▼ World Culture  Technology  Change  Globalization  Knowledge ▼ National Culture  History  Geography  Religion  Politics  Economics  Psychology

7. 7 Cultures of Twenty-first-Century Business (Cont’d) ▼ Business Culture  Purpose: Where are we going?  Plan: How do we get there?  Networks: How do we work together?  Tools: What resources do we need?  Results: How do we measure success? ▼ Leadership Culture  Personal Literacy: Understanding and valuing yourself.  Social Literacy: About challenging and engaging others.  Cultural Literacy: Knowing about and leveraging cultural differences.  Business Literacy: About focusing and mobilizing your organization and yourself. Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

8. 8 Mission Develop a diversified cadre of futuristic and global literacy leaders to propel Team SPAWAR into the 21 st Century.

9. 9 Team SPAWAR Executive Leadership Development Academy

10. 10 Team SPAWAR Executive Leadership Development Academy: A Global Perspective 20-25 Employees All Hands/New Hires Team skills Communications Skills, 7-Habits, HPO Introduction Local Command Provide Emerging Non-Supervisors Basic Leadership Skills Training Self Awareness, Team Management, HPO, 7-Habits Local Command Provide Existing Supervisors, GS-12/13 Leadership Training 7-Habits for Managers High-Performance Organization Training Executive Leadership Training, W/Global Perspective GS-14/15 ECQs, Leadership Surveys, HPO 10-16 Employees

11. 11 Federal Training Laws & Regulations  The Government Employees Training Act (GETA) of 1958  Title 5 CFR Part 410, Training  Federal Agencies Impacting the HRD Programs  Title 5 U.S.C. Chapter 41, Training  Title 5 CFR 412, Executive, Management and Supervisory Development  Executive Order No. 11348: Providing for the Further Training of Government Employees, April 20, 1967  Executive Order 13111: Using Technology to Improve Training Opportunities for Federal Employees, January 12, 1999  Office of Federal Procurement Policy – Policy Letter No. 05-01: Developing and Managing the Acquisition Workforce  Office of Management and Budget Circular A-11  SECNAV INSTRUCTION 12273.1A, Civilian Human Capital Management Assessment Program  SECNAV INSTRUCTION 12410, Civilian Employee Training & Career Development

12. 12 Problem Statement By 2015, the average age of SPAWAR HQ workforce (Grade Level 3) will be ~ 56 years young! Maturing Workforce?

13. 13 Futuristic Leadership  Focus Questions:  Will Team SPAWAR functions be required in 2030?  What will it take to generate more value with Team SPAWAR workforce?  Do we look at the command’s “people resource” as a valued strength, or as a cost?  How do employees perceive their opportunities for leadership development?  Is Team SPAWAR developing their employees according to DoD/DoN/OPM Training Standards?  Are all elements of Team SPAWAR workforce equally valued, challenged and utilized to meet its mission and vision?

14. 14 Benefits  Diversified cadre of well trained leaders at various levels  Support CNO and OCHR training and career development initiatives  Support Team SPAWAR Succession Planning initiative  Cope with the effects of hiring, retention and retirement efforts  Knowledge sharing via mentoring and coaching of others  Understanding global literacy as a 21 st Century leader  Effective communication  Leader as a Change Agent  Better prepared to lead a diversified workforce  Better prepared to deal with conflict resolution and decision making  Become more of a situational/adaptive leader  Social, Cultural and Personal understanding of leadership  Team management  Business acumen savvy  Encourage advancement of diverse groups  Improve employee morale  Improve employees’ ability to respond to changing environmental demands

15. 15 1/22/2010 15 DRAFT POA&M: Team SPAWAR Executive Leadership Development Academy OCT JAN APR 1 st QTR FY10 2 nd QTR FY103 rd QTR FY10 Communicate Kickoff of 1 st Executive Leadership Development Academy Class Research various DOD/Non-DOD Leadership Development Programs Develop Purpose & Problem Statements Link Course Curriculum to Competency Aligned Organization Review Team SPAWAR Workforce Grade Level Data Develop/Finalize Student Learning Objectives Conduct Training Cost Estimate Finalize Activities Apr 19 2010 Interview Senior Leadership Tier 1s/2s Present DRAFT POAM to Mr. Rod Smith Develop & establish MOU w/outside partners Establish Leadership Development Advisory Committee Develop and solicit statement-of-work for outsourcing Leadership Training Courses & ECQ Writing/Editing Support Present POA&M to CCBU Senior Leaders Select Students for Class Enrollment TSELDA POA&M approved and published on CnE Develop Executive Leadership Survey Feb – Mar 5 COMMUNICATE FINALIZE IMPLEMENT Implement Environmental Analysis Oct – Dec 09 March 2010 Environmental Analysis

16. 16 DRAFT POA&M: Academy Thirteen Month Timeframe  Month One: Leading Change - Team SPAWAR Executive Leadership Survey, 360 degree instrument & Writing Workshop/Training (3.5 days)  Month Two: Leading People - Myers-Briggs Type Indicator (MBTI®) & Writing Workshop/Training (3.5 days)  Month Three: Business Acumen - Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B®) & Writing Workshop/Training (3.5 days)  Month Four: Results Driven - Thomas-Kilmann Conflict Instrument Learning Type Measure and the Change Style Indicator (CSI®) & Writing Workshop/Training (3.5 days)  Month Five: Building Coalitions/Communication - Campbell Leadership Index (CLI®) & Writing Workshop/Training (3.5 days)  Month Six: Conduct Job Shadowing Assignment w/SES Mentor (flexible timeframe 40 hrs total)  Months Seven - Twelve: Participate in Job Rotational and Coaching Assignments (6 months)  Month Thirteen: Students Develop Lessons Learned, Complete Executive Coaching Assignment and Conduct Out Briefing to CCBU

17. 17 Student Learning Objectives  Leading Change  Leading People  Business Acumen  Results Driven  Building Coalitions/Communication  Writing Skills  Workforce Diversity/Inclusive  Emotional Intelligence  Executive Intelligence  Executive Coaching  Social Literacy (Global Perspective, engaging & challenging others)  Cultural Literacy ( Global Perspective, valuing & leveraging cultural difference)  Personal Literacy (Global Perspective, understanding & valuing yourself)  Business Literacy (Global perspective, focusing & mobilizing your organization)

18. 18 Months Six - Twelve: Job Shadowing Assignment & Training  Job Shadowing Assignment w/SES Mentor (total duration 40 hours)  One Week of Group Executive Coaching Training (5 hours daily)  Job Rotational Assignments (Joint Experience w/o Team SPAWAR)  On-line Executive Leadership Development

19. 19 Month Thirteen: Academy Closeout  Students Develop Lessons Learned and Improvement(s) Briefing  Students Brief SES Leadership  Students Receive Three Executive Leadership Training Certificates:  Team SPAWAR Executive Leadership Academy Certificate  Executive Leadership and Management Certificate  Effective Leadership  Leading Teams and Organizations  Executive Leadership Strategies  Mentoring/Coaching Certificate  Leadership survey results provided at the end of each of the five classes  Continuous Learning via On-line or Classroom Courses (i.e., Strategic Management, Executive Development )

20. 20 Mental Spiritual Health BALANCE Educational Roadmap to a Balance Life TM Family