Embed Size (px)
Citation preview
3 Key Talents for the 21st Century: Ideation, Execution, and Collaboration IPMA-MCC Training Forum May 18, 2016
A convergence is afoot
2
These changes have profound implications for your career
20th century job market
21st century job market
Characterized by clear, seemingly distinct, challenges • Create an interstate highway system • Put a man on the moon
Characterized by complex, seemingly integrated problems: • Ensure consumers can price risk in
the consumer financial marketplace • Expand access to health care
through a system of exchanges Problem solving often clearly delineated and contained to one sector
Problem solving decentralized across many stakeholders in different sectors
Experience driven system values industry experts with deep knowledge about a specific subject area
Adaptability driven system values ability to learn and react to constantly changing environment
Leaders promoted based on mastery of technical skills
Leaders promoted based on the ability, organizational commitment, and motivation to rise and succeed1
1 Source: Center for Creative Leadership, “High Potential Talent: A View from Inside the Leadership Pipeline”, 2010 3
How can you compete in a post convergence world?
Structured Thinking
Execution
Collaboration
• Reputation is the ultimate brand • Results are the strongest data points; ensure that you can
measure your own performance • Cultivate strong working relationships, especially with
influential stakeholders 4
• Clearly structure problems • Develop well thought out, easily communicable strategies
and tactics • Align stakeholders on a common vision and process for
approaching situations
• Develop an approach for executing against your strategy • Incorporate best practices from multiple sectors and
industries to develop products, processes, and ideas • Learn continuously and course correct when necessary to
mitigate risk
Note: This document was used in support of a live discussion. As such, it does not necessarily express the entirety of that discussion nor the relative emphasis of topics therein.
Think all the Thoughts: Structured Thinking for Impact
• Peter Orszag (Fmr. OMB Director) • Karen Mills (SBA Administrator) • Susan Rice (UN Ambassador) • R. James Woolsey, Jr (Fmr. CIA Director) • Mitt Romney (Fmr. Governor) • Meg Whitman (eBay CEO, Senate Candidate) • Jeff Immelt (GE CEO) • William Hague (UK Foreign Secretary) • Jim Cook (Boston Beer / Sam Adams Founder) • Benjamin Netanyahu (Israel PM) • Margaret Spellings (Fmr. US Sec. of Ed) • John Legend (Musician) • And lots of other corporate CEOs
6
What Do the Following People Have in Common?
Why Structured Thinking Matters
7
Move from… …Towards
• Rigorous processes
• Efficient and targeted effort
• Clear line of sight into the challenge
• Generating deep and relevant insight that responds to your problem
• Haphazard approaches
• Spinning your wheels
• Opaque and undefined problems
• Answering the wrong question
Work “Smart”: The “80 / 20 Rule”—what it is and where it comes from…
8
Money - 20% of people have 80% of the wealth
Crime - 20% of criminals commit 80% of crimes
Energy - 15% of population uses 85% of energy
Competition - 20% of suppliers have 80% of market share
Carpet - 20% gets 80% wear and tear
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Efficient Trying to be perfect
Benefit for impact
Collective responsibility to avoid
A Basic Approach…
9
S C R Q
Situation Complication Question Resolution
Gain the Necessary Context
10
S
• What is a “Situation Statement”? – Quick background on the issue in
question—the status quo – Non-controversial (gets the collective in an
‘agreeing’ frame of mind) – Can be compliment before tougher
message – The foundation, or the starting point, for
the story
Case Study: Young Government Leaders
Situation
Young Government Leaders was an 8 chapter, 1500 person professional organization
YGL is free to join; chapters have great
autonomy to recruit, design, and execute programs
Tip of the Trade • “Just the facts ma’am, just the facts”
Sergeant Joe Friday, Dragnet
Case Study: Young Government Leaders
YGL positions itself as the largest young professionals organization in the Federal Government.
Complication
YGL lacks a coherent strategy and
operating model, which prevents it from achieving its goals Leadership is uneven Chapters are completely
decentralized Membership is low Financial position is perilous Brand is weak
S
Frame the Problem
11
C
Tip of the Trade • The framing should make the connection
between the situation and question seamless…
• “So What”? Why does it matter? – Ask yourself and your colleagues, “in
what way is the current situation causing complications?” or “What is the problem we are trying to solve?
– Key change in the status quo that creates the need for problem-solving
– Can be a positive (e.g., new opportunity) or negative change (e.g., a new threat)
Case Study: Young Government Leaders
YGL positions itself as the largest young professionals organization in the Federal Government.
YGL lacks a coherent strategy and operating model, which prevents it from achieving its goals
S
C
• Ensure Relevance – Ensure that the question being defined is
the most relevant question to the situation and complication laid out in previous steps
– Make the question specific – Focus on what information the decision-
maker needs to move forward
Ask the Right Question
12
Q
Tip of the Trade • Don’t give in to your in-coming bias for a
particular action—leverage the framework to expand your thinking
Potential barriers may exist across all processes
Application decision Chapter formation Post Launch
Stages of high-level process
Potential Barriers
Lack of Infrastructure Emerging chapters have few resources about how to become a chapter
Mismatched demand Chapters have no evaluation criteria and can be started anywhere, by anyone
Pre-startup Founders do not recruit sufficient support to launch Organizational design Chapters do not have sufficient frameworks and tools to build a sustainable organization
Follow through Chapter founders run out of resources, ideas, and steam
1 2 3
For each of these barriers, we will seek to understand: what is the problem, why this is the case, and (as part of the next
phase) how YGL can address the issue
Q
13
Articulate the Resolution
14
R
• Don’t just guess… – Review all previous experience for
analogs that might inform your hypothesis; analogs can come from:
• Your personal experience • Prior work • Other related entities
– If necessary, contact subject matter experts outside of your direct network
– Test your hypothesis with colleagues before conducting deep research and analysis
Tip of the Trade • Ensure that your hypothesis is “testable”; data
should exist to prove or disprove your theory
Case Study: Young Government Leaders
YGL positions itself as the largest young professionals organization in the Federal Government.
YGL lacks a coherent strategy and operating model, which prevents it from achieving its goals
What are the barriers to an effective organization?
S
C
Q
15
Do All the Things: Lean Startup
Private Sector recruitment process
16
Byron Banks is a Compliance Officer. He is interested in public service and is considering both private and public sector opportunities.
Jan Feb Mar
Key Action
Interview
Assessment
Job Posting
Offer
Application
Activity
Engagement
Inquiry to Offer: 10 weeks
Byron reaches out to a corporate recruiter at SuperBank. He is connected to alumni from his alma mater who meet him for coffee to discuss the pros and cons of a career at SuperBank. Byron can explore SuperBank’s employer value proposition at his leisure through their state of the art website. SuperBank like’s Byron’s experience, and decides they’d like to see him apply for a job as VP of Compliance for their Chicago Office. They decide to push up their posting for the position 2 weeks. Byron submits a simple 1 page resume and cover letter through SuperBank’s jobs site. SuperBank can leave the posting up until filled.
SuperBank give’s Byron’s resume a quick review and moves Byron to the interview phase. Byron spends half a day interviewing for the VP job and meeting with SuperBank’s senior leadership team. Both sides feel that Byron would be a good fit for the VP of Compliance job, and for SuperBank’s company culture. Byron is offered VP of compliance job. He negotiates salary, accepts the position, and gives 2 weeks notice.
Indicates time when high touch engagement is particularly valuable
Public Sector recruitment process
17
Byron Banks is a Compliance Officer. He is interested in public service and is considering both private and public sector opportunities.
Jan Feb Mar Apr May Key Action
Inquiry to Offer: 6 months
Activity
Engagement
Offer
Interview
Assessment
Application
Job Posting
Byron reaches out to a colleague at CFPB. He is connected to a CFPB recruiter who speaks with him about the work of CFPB’s Mortgage Markets team. Byron can check consumerfinance.gov periodically for postings. CFPB’s recruiters connect Byron to Mortgage team members. Byron is told that the next application window will be opening sometime in the Spring. Recruiters work with Byron to “federalize” his resume. Byron submits a lengthy federal resume through USAjobs.gov. The posting is open 3 weeks to ensure Supervision has a robust enough pool to select from. Byron’s application is evaluated by BFS against the min quals for the position. They are then reviewed by a panel of SMEs. Byron is interviewed via phone by the Markets team and a panel of other RMR staff. Both parties agree that Byron is a good candidate for an analyst position.
Byron is offered the analyst position. He negotiates salary, and gives 2 weeks notice.
Indicates time when high touch engagement is particularly valuable
Design + Technology Fellows game plan Ac
tivity
• Gather key stakeholders to define the problem and develop a strategy
• Understand the marketplace and develop the ideal candidate profile
• Assess the strategic landscape to identify barriers to overcome
AD input phase
• Create the MVP: o Create the program
scaffolding
o Develop the value proposition
o Develop the assessment
o Identify avenues to reach target audiences
o Identify allies
• Create industry events
• Develop a unique landing page for the program that expands on the program’s value proposition
• Leverage Bureau staff
• Measure paid advertising with real-time click tracking to maximize exposure while minimizing expenses
• Effective use of social media
• Rigorously screen candidates
• Provide a world class candidate experience
• Hire the best available candidates
Create the vision Sprint on infrastructure Execute and learn Evaluate and offer
Feb Dec Feb May
18
19
20
“We knew it was a success the moment we saw the application response,” said Matt Burton, acting chief information officer at CFPB. “We got over 600 applicants, many from well-respected private sector development shops around the country, and we
ended up taking on 30 truly spectacular developers as fellows.”
21
Lead all the People: Virtuous Collaboration
In a world of weak link connections, interdependencies drive reputations
23
What is your personal value proposition?
Elements and Key Questions
Definition • A promise of value to be delivered and a belief from
the customer that value will be experienced; Includes capability, impact, proof and cost
High Potential • Assessed as having the ability, organizational
commitment, and motivation to rise to and succeed in more senior positions
Key Questions • What are your capabilities? • What values do you embody? • What drives you to be your best?
2 24
