Presentation on theme: "3 rd Annual Team SPAWAR MESA Training Academy “Leadership and Career Development” Leadership/Workforce Development: A Global Literacy Perspective Dr. Douglas."— Presentation transcript:
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
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 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 ▼ 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 Cultures of Twenty-first-Century Business ▼ World Culture Technology Change Globalization Knowledge ▼ National Culture History Geography Religion Politics Economics Psychology
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 Mission Develop a diversified cadre of futuristic and global literacy leaders to propel Team SPAWAR into the 21 st Century.
9 Team SPAWAR Executive Leadership Development Academy
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 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 Problem Statement By 2015, the average age of SPAWAR HQ workforce (Grade Level 3) will be ~ 56 years young! Maturing Workforce?
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 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 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 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 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 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 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 Mental Spiritual Health BALANCE Educational Roadmap to a Balance Life TM Family