Posts Tagged Leadership Development
When faced with a changing marketplace or regulatory environment, a new technology, or a required shift in strategic direction, an organization’s established culture can impede progress and require change. As a case in point, one could argue the U.S. federal government is faced with just such a challenge as it deals with external and internal changes.
Externally, emerging cloud technologies and solutions are changing the way that documents are stored, shared, and updated. With regard to culture, cloud solutions will unleash important methods to support a new era of cross agency cooperation and an improved ability to harness intellectual capital and leverage the power of virtual teamwork.
Recent changes in the European financial markets will require global commerce policy to be more sensitive to how the U.S. responds. Changes to Swiss National Bank policy stunned financial markets and had a tangible impact on trade. Further, the recent and unexpected changes in Greece’s government are challenging the way governments are supported with loans and subsidies.
Internally, the declining trend in Employee Viewpoint Survey (EVS) scores suggests that each agency may need to reexamine the way in which it defines and manages its culture. Questions from EVS results regarding culture flow include:
- Do values exist and are they real, visible, and connected to agency mission?
- Does the current culture foster openness and contribution to decision making such that the workforce feels engaged with a vested and accountable interest?
- Are leaders sufficiently prepared to lead others?
If agencies are to drive new policies and practices into their operations to satisfy necessary changes related to the above circumstances and deliver the highest degree of value to constituencies, a culture change initiative might be required to support new practices, processes, and policies.
What is involved in changing organizational culture?
A deliberate culture change process should follow three critical steps.
- Awareness—an agency must communicate the change and establish the reason for change. In this regard, agency leadership must clearly and deliberately address the question why. Once the workforce understands the need for change, there is a greater likelihood that the workforce will accept the need for change. Not everyone will embrace and agree to the change, but awareness does help in the move to acceptance.
- Informing and Training—to move the organization from awareness and acceptance to the desired state of buy-in and participation, senior leadership must message the specifics behind the why. The agency must discuss more than just what has prompted the change. It is also important to establish what consequences exist if the change does not happen. Moreover, with a future desired state established, leaders need to be trained in leading others through training, building trust for change, and maintaining levels of customer service.
- Measures, Milestones, and Structure—what gets measured and discussed will get done. As with any project, a change initiative should have specific success criteria, supporting metrics, and a schedule for tangible indications of change. Additionally, an organizational structure should be established to manage the change effort. This structure could take the form of an executive steering committee, a task force comprising individual contributors, midlevel managers, and senior leadership, or a program management office (PMO).
To succeed in a changing world, organizations need to periodically evaluate the external and internal environment with an eye toward trends or conditions that warrant adjustments in practice. Culture can hinder progress—or, with proper foresight and training, it can help smooth the way toward change.
In fact, according to OPM data, from 2011 to 2013 total federal government retirements increased by 40 percent.
As today’s GS 7, 8 and 9s move toward 10, 11 and 12s and beyond, there must be an identification of the talent pipeline—those high potential individuals with the skills, capabilities, and desire to take on more responsibility.
A talent pipeline is essential because:
- A feeder pool to GS 10 through SES positions needs to be established to determine the set of people to develop. With constraints of time and budget, investments must be made in an actionable set of individuals.
- Once the pipeline is identified, there is retentive value in sharing that one is included in the planning of future leadership roles. Of course, there are no guarantees; however, when aware of future potential and the investment in development, there is a greater likelihood of retention with the government and enhanced engagement.
- Further, the pipeline should and can be stratified to understand where critical talent exists. Critical talent consists of those individuals who can perform and contribute in more than one way. For example, critical talent should be able to work across multiple agencies and in a variety of roles or functions. Their value and contributions represent horizontal possibilities rather than vertical limitations.
How to invest in future leaders?
- Identification: Chief human capital officers would organize a government-wide effort to establish criteria for high potential candidates. With the identification of common criteria, a framework for evaluation would be developed by chief learning officers. The evaluation framework would consist of common tools, processes, and templates to evaluate, nominate, and build an inventory of candidates to consider. The final selection of pipeline candidates would occur in a discussion among senior agency leadership (a small group who ensures confidentiality and maximum opportunity for healthy debate). The final product would be a targeted and manageable list of individuals that would become part of a high potential watch list. This exercise would be repeated once every two years to ensure the vitality of the process and identify additional future leaders. It would be critical to conduct a semi-annual review of progress.
- Development: Given the 70/20/10 approach to development, several low cost, highly effective techniques are available for investing in the development of high potential talent. For instance, experiential development can consist of job rotations: challenging assignments monitored by a mentor and assigned reading with follow-up discussion groups. Moreover, in the spirit of public service, participation with and contributions to community and civic organizations can focus on and improve teamwork and presentation skills. In addition, we should not forget about the core, basic, and critical leadership skills that can only be acquired in the classroom. It is critical for high potential future leaders to learn and work with a common leadership language. Because these individuals will likely rotate throughout government, they should use a common leadership language and framework to ensure consistency among agencies. It is also helpful to refer and relate back to a common framework when these future leaders meet as a group to discuss the current and future state of the government.
- Self Awareness: Any development needs to be accompanied by a focus on self awareness. Self awareness is of utmost importance for future leaders—it is the critical ingredient to ensuring blind spots are identified and avoided. In this context, blind spots result in a lack of appreciation for conflict, organization distraction, the political process, and ineffective communication. For instance, 360-degree feedback is an excellent tool to help individuals improve their awareness of how others perceive and react to them.
Of course, talent pipelines and succession planning take time and some level of investment. It is always easy to ignore this initiative given lack of time, budget constraints, or time away from the job. The question is not: Should we engage in identifying and developing our future leaders? The question is: What happens if we avoid this critical step toward continuing our progress as a leader among nations?
The results of the latest Federal Employee Viewpoint Survey (FEVS) remind us it will take a concerted effort to slow down and reverse the decline in engagement scores across the federal workforce. After four years of declining scores, it’s time for a comprehensive human capital strategy for the largest workforce in the world.
For agency leaders—including chief human capital officers and chief learning officers—The Ken Blanchard Companies has just released a breakthrough pricing opportunity for federal agencies to elevate leadership capacity and address workforce disengagement and dissatisfaction.
Leverages Government Purchasing Power
Blanchard’s Core Solutions License Package allows all agencies to meet their missions with greater flexibility and effectiveness by offering a tiered-pricing model based on headcount. The package enables agencies to leverage combined government-buying power and have greater access to training solutions at the individual, team and executive levels than ever before. The train-the-trainer qualification process quickly moves agencies to self-reliance, an important ingredient to reducing dependency on outside consulting fees.
The annual licensing solution allows agencies to implement a proven, affordable, award winning end-to-end Leadership Development Maturity curriculum, resulting in more than $1 billion in savings if adopted government-wide.
Applying a value-based, people-centric tool that is comprehensive at all levels gives agencies the ability to realize a common passion and accountability throughout an organization. As accessibility to training is a primary success factor for many government organizations, Blanchard’s solutions package grants agencies a transformative approach to motivate and evolve the nation’s most critical workforce.
Enhanced Return on Investment Where It Is Needed Most
As Paul Wilson, Blanchard’s vice president of federal solutions identifies, “These solutions allow for unprecedented savings and training advancements to make a tangible, substantial impact and enhanced return on investment where it’s needed most – our federal workforce.”
You can learn more about Blanchard’s approach to a comprehensive human capital strategy via this press release. To view Blanchard’s full suite of solutions, visit www.kenblanchard.com/licensing-package-for-gov
When agencies are hit with budget cuts, leadership development training initiatives are often the first to go. Without a clear understanding of the positive and measurable mission impact, it’s easy to dismiss leadership development as being too expensive and too time consuming. The result can lead to employees showing up for work to collect a paycheck, without the maximum motivation and engagement to support the accomplishment of their agency’s mission.
Reserve your space now to join Ken Blanchard and other leadership development experts who will share insights on how investing in your agency’s most important asset–people–will re-engage employees and grow great leaders.
Why you need to attend:
- Learn ways you can motivate yourself and others by increasing productivity, enhancing motivation, encouraging creativity, and building loyalty.
- Understand the three inherent needs every disengaged employee requires to get motivated.
- Address generational differences impacting today’s leaders and the next generation in line for those leadership roles, and why this is critical to attracting – and keeping – Generation X, Y, and Millennial employees engaged.
Share Best Practices, Skills, and Ideas with your Colleagues
You’ll also have the opportunity to interact with a panel of your colleagues as they share the leadership training, strategies, and programs that have been successful within their agencies.
- Ken Blanchard, Co-founder, Author – The Ken Blanchard Companies
- Sharon Ridings, National Training Manager – Environmental Protection Agency
- Sioux Thompson, Head of Organization Development and Learning – Board of Governors, Federal Reserve
- Jeff Vargas, Chief Learning Officer – Commodity Futures Trading Commission
- Peter Shelby, Chief Learning Officer – National Reconnaissance Office, Co-Chair – Federal CLO Council
- Naomi Leventhal, Director – Deloitte Consulting
* Register by September 17th and bring a colleague from your agency for half the price. ($174 savings)
For more information, click here or call Christine Simmons at 800-272-3933.
I work for a leadership and training development company. I am constantly surrounded by best practices on leading a team, leading in a situation, and even leading myself. I am continuously exposed to the skills required to develop an individual into a great leader, motivate a team member, and generate empowerment in a direct report. So when I read reports like The Federal Leadership Challenge from the Partnership for Public Service (PPS), I have to remember that not everyone has the same daily experience that I have. PPS conducted an analysis using the Office of Personnel Management’s (OPM) 2011 Federal Employee Viewpoint Survey and uncovered that leadership is the lowest ranking category in the Federal Government. The report states that out of 10 workplace categories, leadership has the lowest ranking, scoring only 54.9 out of 100. Read the rest of this entry »
A recent survey by McKinsey & Company in partnership with Government Executive magazine discovered that federal employees are highly motivated but accountability is lacking. If employees are motivated but lack accountability, what is going to suffer? Performance and Productivity!
This could be a great opportunity for government.
President Obama and OPM Director John Berry are capitalizing on the highly motivated federal workforce and placing a heavy emphasis on performance management in the public sector.
The U.S. Office of Personnel Management defines performance management as:
Employee performance management includes: planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance.
Performance management has been a topic of interest for Garry Ridge, President and CEO of WD-40 and leadership expert Ken Blanchard. The two paired up to author Helping People Win at Work. This book discusses WD-40’s year-round performance review system: its goals, features, and the cultural changes it requires. Ridge shares his “leadership point of view”: what he expects of people, what they can expect of him, and where his beliefs about leadership and motivation came from. Ken Blanchard explains why WD-40’s Partnering for Performance system works so well—and exactly how to leverage its high-value techniques in any organization.
Blanchard believes an effective performance management system has three parts:
Performance Planning – During this time leaders agree with their direct reports about goals and objectives they should be focusing on.
Performance Coaching – At this stage leaders do everything they can to help direct reports be successful. Managers work for their people, praising progress, and redirecting inappropriate performance.
Performance Review – This is where a manager and direct report sit down and assess the direct report’s performance over time.
Unfortunately, most organizations spend the greatest amount of their time on performance review. In order to positively influence productivity, the focus should be on performance planning and performance coaching. Driving employee passion can have profound effects on performance.
Where is the focus within your agency’s performance management system? How is performance management being addressed in your agency?