Transcript Slide 1

OEHE Public Health
Leadership Development
June 21, 2011
Presentation Roadmap
Describing the Organizational System
Why Leadership Development?
The Design Approach and Principles
The Leadership Development Program…so far
Piloting Efforts
Key Learnings for the Design
The Road Ahead – Challenges and Opportunities
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The Organizational System - OEHE
Office of Environmental Health and Engineering, Indian
Health Service
Provides health care facilities, technical support, and
financial assistance to American Indian/Alaska Native
communities in support of IHS Mission – “to raise the
physical, mental, social, and spiritual health of American
Indians and Alaska Natives to the highest level.”
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The Organizational System - OEHE
Five Divisions:
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Division of Environmental Health Services
Division of Engineering Services
Division of Facilities Operations
Division of Facilities Planning and Construction
Division of Sanitation Facilities Construction
12 Area Offices serving over 560 Federally
recognized American Indian/Alaska Native Tribes
1200 employees
Staff scattered throughout 35 states
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Why Leadership Development?
Community-based partnering requires leadership
competencies.
Competencies in change management are critical for the
organization.
Expanding roles in the health care delivery process will
require capable and competent OEHE leaders
throughout the organization.
Leadership impacts employee satisfaction, customer
service, project performance, and getting things done.
In other words, successful completion of the IHS mission
depends on it!
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The Design Methodology
Top-level support for the initiative (two high-level
project sponsors)
An internal team of upper- and mid-level leaders
representing three of five OEHE Divisions
An “outer ring” of engaged OEHE senior-level
leadership
An external support consultant (Federal
Occupational Health)
A series of stakeholder engagement presentations
A project management approach
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A Project Management Approach
Project sponsorship at a high level
A Project Charter
A Project Vision Statement
Critical to quality elements
Structured teleconferences with agendas and
facilitation
Three-day face-to-face workshop to accelerate the
design
Regular communiqués to project sponsors and outer
ring members
Iterative development (piloting that feeds the design)
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Critical to Quality Elements
Leadership development should align with and
support OEHE mission and strategies
All levels of the organization should be able to
participate in leadership development
The leadership competency model should be lean
and universal
Leadership competencies need to be “owned” by all
OEHE Divisions
The leadership development program should clearly
and directly address succession
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Critical to Quality Elements, cont’d
There must be an emphasis on experiential learning
( “pinnacle moments”)
The Program must be sustainable – a distributed
network of champions and supporters throughout
HQ and the 12 Areas
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Benchmarking
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DHHS (HHS Competency Framework)
Other Federal Agencies (e.g., USDA, NASA, GSA)
Private-sector Organizations (Microsoft, GE, Boeing)
EPAC/EHOPAC experiences of team members
American Public Health Association (APHA)
Center for Creative Leadership (CCL)
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Vision Statement
Our vision is to create a cadre of
public health leaders ready to
assume formal and informal
leadership roles within our agency.
These leaders will have been
nurtured within our ranks and
empowered with the skills,
knowledge, and values needed to
initiate and sustain the
collaborative efforts necessary to
tackle the public health problems of
today and tomorrow.
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A Basic Framework
Values
Effective
OEHE
Leadership
Competencies
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The OEHE Leadership Competency Model
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OEHE Leadership Development Processes
ASSESSMENT
FEEDBACK
PLANNING
LEARNING
AND
PRACTICE
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Assessment – Where Am I Now?
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Leadership Competency Assessment (based on the
OEHE Competency Model)
360 Assessments (administered by CCL)
Yearly COERs or PMAP Processes
External Assessments
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Myers Briggs (MBTI)
StrengthsFinder
DiSC Profiles
Emotional Intelligence Assessments
Planning – Where Do I Want to Go?
Objectives
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Goals
Specific
Actions
Planning Example
Objective:
Develop the Skills
and Confidence to
Facilitate a One-Day
Large Group
Planning Session
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Goals:
1. Understand Large
Group Dynamics
2. Learn Facilitation
Skills
Actions:
1. Read Large Group
Interventions by
July 30
2. Attend the ICA
Participative
Strategic Planning
Course by October 1
3. Find 3 Facilitation
Opportunities,
Conduct these
Facilitations, and
Seek Feedback by
December 31
Learning and Practice – How Do I Get
There?
Education
• HHSU On-line Courses
• External Courses and Programs (Federal Executive Institute)
• IHS Executive Leadership Program
Mentoring
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Supervisor
Peer-to-Peer
OEHE Mentor Network?
PHS EPAC Mentoring Program
Action
Learning
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Program Strategic Initiative Teams
Collaborative Teams with Other Public Health Agencies
Leading a Community Health Project
Rewriting Guidance Document or SOPs
Volunteering
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• Facilitating an Area- or National-level Workshop
• Serving on a Non-Profit Board
• External Public Health Opportunities (Engineers w/out Borders)
Feedback – How Do I Know If I’m
Successful?
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Informal and immediate feedback from your
supervisor, a peer, or a direct report (issue: training
introverts to provide feedback)
Performance Review Processes (e.g., your COER
review)
Re-doing the LCA on a yearly or six-month basis
The 360 Survey
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Will occur every three years for all GS-12 and above
Administered by the Center for Creative Leadership
Will include an orientation, an outbriefing, and
development support
Piloting Efforts
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Billings Area OEHE (13 participants)
HQ/Senior-Level SFC Program 360s (8 participants)
Nashville Area OEHE (8 participants)
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Key Learnings
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A wide range of engagement
Supervisor support and engagement is critical
Leadership development can be a very personal
journey and each journey is unique
Continuity is more important than flash
Leadership learning cohorts are effective
A focus on leadership can initiate positive as well as
difficult conversations
Progress may be subtle but nonetheless powerful
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A Question of Balance…Take I
Developing
Others
Outside
Interests
Education
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Growth
as a
Leader
Technical
Acumen
Challenging
Experiences
A Question of Balance…Take II
Spiritual
Mental
Emotional
Loehr, J. (2001). The Making of
A Corporate Athlete
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Physical
The start to an equation?
LD = IE + S + PM+ SS + PS
where
LD =
IE =
S =
PM =
SS =
PS =
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Leadership Development
Individual Engagement
Structure
Pinnacle Moments
Supervisor Support
Peer Support
The Road Ahead…Challenges and
Opportunities
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Engaging all five Divisions
Deepening the “coaching culture” within the system
Engaging senior-level staff in supporting the program
(walking the walk)
Building the leadership learning network within the
organization
Measuring results – does this focus make a tangible
difference in public health outcomes?
Public Health versus Traditional Leadership
Public Health Leadership
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Collaboration
Trans-organization
competencies
Multi-cultural awareness
Team-building, team
leading, and team
following
Facilitating dialogue
Service orientation
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Traditional Leadership
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Strategic thinking
Strategy implementation
Innovation
Developing others
Leading teams
Collaboration
Business acumen
In Closing….
Knowing is not enough, we must apply.
Willing is not enough, we must do.
-Goethe
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Presenter Information
Rob Ziegler
Federal Occupational Health Contractor
([email protected])
206.328.6697
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