3rd Annual Team SPAWAR MESA Training Academy“Leadership and Career Development”

Leadership/Workforce Development: A Global Literacy Perspective

Dr. Douglas FennerDirector, Organizational Development and Training Management

March 19, 2010

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TEAM SPAWAR GREATEST STRENGTH?

“EMPLOYEES”

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International Companies: 1,000 CEOsInternational 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

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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

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▼ 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

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Cultures of Twenty-first-Century Business

▼ World Culture Technology Change Globalization Knowledge

▼ National Culture History Geography Religion Politics Economics Psychology

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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

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Mission

Develop a diversified cadre of futuristic and globalliteracy leaders to propel Team SPAWAR into the

21st Century.

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Team SPAWAR Executive Leadership Development Academy

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Team SPAWAR Executive Leadership Development Academy: A Global Perspective

20-25 Employees

All Hands/New HiresTeam skills

Communications Skills, 7-Habits, HPO IntroductionLocal Command Provide

Emerging Non-SupervisorsBasic Leadership Skills Training

Self Awareness, Team Management, HPO, 7-HabitsLocal Command Provide

Existing Supervisors, GS-12/13Leadership Training

7-Habits for ManagersHigh-Performance Organization Training

Executive Leadership Training, W/Global Perspective GS-14/15

ECQs, Leadership Surveys, HPO10-16 Employees

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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

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Problem Statement

By 2015, the average age of SPAWAR HQ workforce (Grade Level 3) will be ~ 56 years young!

Maturing Workforce?

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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?

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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 21st 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

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DRAFT POA&M: Team SPAWAR Executive Leadership Development Academy

OCT JAN APR

1st QTR FY10 2nd QTR FY10 3rd QTR FY10

Communicate

Kickoff of 1st 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

IMPLEMENTImplement

Environmental Analysis

Oct – Dec 09

March 2010

Environmental Analysis

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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

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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)

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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

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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)

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Mental Spiritual

Health

BALANCE

Educational

Roadmap to a Balance Life TMRoadmap to a Balance Life TM

Family