By Drue Lynch

Submitted in Fulfillment of the requirements for:

LEAD 520

Wes Sullivan

October 30, 2012

Abstract/Justification Leadership Style Organization Structure Performance Evaluation

Measurement/Feedback process Team/group/individual performance

development Group/Team decision making Internal/external communication process Conflict resolution process Change management process References

For the LEAD 520 course, we were tasked with developing a personalized leadership development plan for an organization. To accomplish this, I will utilize a structure I recently worked in with myself representing the Flight Chief. In this structure, I had 14 members under my span of control. Moreover, in this plan I will highlight my vision to improve my employee’s development; which is my primary goal as a leader.

While serving in the military for 13 years I have developed a leadership style comprised of the following leadership characteristics; which, I find paramount and essential to achieve mission objectives. S - Selflessness L - Loyalty I – Integrity C – Commitment E – Energy D - Decisiveness

Leaders must be selflessness in nature and place the good of their people and the mission ahead of their own personal desires.

This is not to be misunderstood as a leader neglecting their own professional development/enhancement. Obviously, this must be accomplished, but the leader must get to know their employees and ensure they are properly trained and mentored

The leader must be loyal to their employees and look out for their wellbeing. Through loyalty, the leader will develop the foundational relationship skills needed so that the employee will reciprocate the same amount of loyalty towards the leader. Additionally, the leader must be loyal to those over him/her.

Leaders must possess and exhibit integrity in every action. Leaders must be honest with themselves and also their employees when providing critical feedback to the employee on their current state of development

The leader must maintain high levels of commitment to their leaders, but also with their employees. One of the leaders greatest goals within an organization should be to improve their employees development and stay committed to the employees goals. “The primary goal of a leader is develop more leaders” (Gen Creech). This cannot be accomplished without commitment.

Leaders must exhibit energy when leading their employees in the following areas: Completing the mission Enhancing their job performance Seeking extra curricular education Facilitating mission objectives Motivating the employee

Leaders must be decisive in nature. They should be able to make quick decisions when required and not be afraid to fail or second guess themselves. Also, they must take swift action to keep employees on track and ensure they are maintaining the defined standards the leader set forth during the feedback process. If employees struggle to maintained the pre-defined standards the leader must take swift action to provide the employee with the training and skills required.

The organization described in this assignment is one I worked at previously and was in charge of. I was ultimately responsible for all 14 employees; however, I delegated responsibilities to further enhance my senior supervisors (sup) or raters leadership abilities. I had three senior sup’s report directly to me. The Deploy Ops and Training sups each had 4 employees underneath them. Lastly, the equipment sup had three employees under them.

Evaluating employee performance is one of the greatest responsibilities of the leader. However, to effectively analyze this process we must start with the feedback system; which, when done correctly allows for better evaluations.

The feedback system model is based off a 360 degree system with some enhancements from the United States Air Force Feedback system (Air Force Instruction, 2011).

Employee feedback will meet the guidelines below: “Performance feedback is a private, formal

communication a rater uses to tell a ratee what is expected regarding duty performance and how well the ratee is meeting those expectations. Raters document performance feedback on the PFW and use the PFW format as a guide for conducting feedback sessions where they discuss objectives, standards, behavior, and performance with the ratee. Providing this information helps an individual contribute to positive communication, improve performance, and grow professionally.

Feedback is mandatory for all members of the Medical Readiness organization. If an individual requests a feedback session, the rater will provide one within 30 days of receipt of the request, provided 60 days have passed since the last feedback session.

Responsibilities. The ratee will:

Know when feedback sessions are due. Request a feedback session, if needed. Notify the rater and, if necessary, the rater’s

rater, when required or requested feedback did not take place.

The rater will: Prepare for, schedule, and conduct feedback sessions. Stay aware of standards and expectations and

consider them when providing feedback to personnel. Provide realistic feedback to help the ratee improve

performance. Realistic feedback includes discussion with the ratee, and written comments

Feedback is mandatory for all Medical Readiness Organizational members. If an individual requests a feedback session, the rater will provide one within 30 days of receipt of the request, provided 60 days have passed since the last feedback session.

Feedback sessions will be conducted face-to-face. The rater should receive a computer-generated

performance feedback notice 30 days after supervision begins and again halfway between the time supervision began and the projected performance evaluation. This notice serves to remind raters that a feedback session is due.

Since the ratee shares the responsibility to ensure feedback sessions occur, a feedback notice is also sent to the ratee.

The feedback system will breakdown the following areas for the ratee: Key Duties, Tasks, and Responsibilities Strengths, Suggested Goals, Professional

Development, Additional Comments, etc. Performance Feedback, covers those qualities

and skills required of all personnel. These qualities and skills are the same as those listed on the performance report. The feedback will use a behavior scale within each. The rater places a mark on the continuous scale, from "Needs Significant Improvement" to "Needs Little or No Improvement," for each behavior that applies

Evaluator Requirements. The official in the rating chain designated by

management to provide periodic performance feedback and initiate performance reports (usually the ratee’s immediate supervisor).

The rater must be serving in a grade equal to or higher than the ratee

Responsibilities The Rater:

Ensures the ratee is aware of who is in his or her rating chain

Assesses and documents what the ratee did, how well he or she did it, and the ratee’s potential based on that performance. The rater differentiates through an evaluation of Impact on Unit Mission success

Gets meaningful information from the ratee and as many sources as possible” (Air Force Instruction, 2011).

All performance development will adhere to the following Flight standards: Team/group goals (personally and professionally)

will be established monthly by group/team Status of team/group goals will be analyzed

every Monday at 0800 for status checks/updates Individual performance development/criteria:

Leadership opportunities Community involvement Professional Enhancement Personalized study at school Rewards/Recognition system

Group and Team Decisions will adhere to the following: Members of the group will have a brainstorm

session when a problem exists. Brainstorming sessions will be conducted on Fridays if needed from 1500-1600

Problems will be solved at lowest level. Department Supervisors will brief Flight Chief on proposed issues when required or if flight level decisions are required (depends on severity)

An 8 step problem solving approach will be utilized for more detailed organizational problems

All communication within organization will utilize the following: Communication will flow up chain when

problems exist. Supervisors will notify Flight Chief if required or problem is severe.

Lateral, open ended, free-flowing communication will be encouraged and supported.

Opinions will be supported and discussed during flight meetings.

Members complaints will be addressed in a professional and respectful matter.

All flight members will be trained in effective conflict resolution tactics. The following conflict resolution measures will be adhered to by all flight members: Forcing: Decision made by leadership. No

bargaining. Very time sensitive/important matter. Avoiding: Conflict matter is trivial. No gain from

having it. Accommodate: The matter is more important to

the other person. Allow them to have what they want.

Compromise: Matter important to both sides. Win-Win situation for both parties.

Collaborate: All parties get everything they want. Can be time sensitive and long in duration

Effective change management factors will be utilized to administer organizational change. All flight members will be trained on the importance of the following principles: Change Sponsor: Member who determines the

need for change. Most likely myself as the Flight Chief.

Change Agent: Ensure the change I need happens efficiently. Most likely my supervisors or low level employees.

Change Target: Feel the largest impact from the change. The worker who practices change daily. Most likely the low level employee or our customers.

Change Management levels of change: Unfreezing: Developing the felt need for the

change Changing: The change actually occurs Re-freezing: Solidify the new practice.

Prevent the employees from reverting back to old processes

Air Force Intruction. (2011, October 11). AIR FORCE INSTRUCTION 36-2406. OFFICER AND ENLISTED EVALUATION SYSTEMS. Retrieved October 26, 2012.

Creech, G. (n.d.). Organizational and Leadership Principles for Senior Leaders. Retrieved October 27, 2012, from http://www.au.af.mil/au/awc/awcgate/au-24/creech.pdf