oehe public health leadership development june 21, 2011
TRANSCRIPT
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:
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 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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Assessment – Where Am I Now? Leadership Competency Assessment (based on the
OEHE Competency Model) 360 Assessments (administered by CCL) Yearly COERs or PMAP Processes External Assessments
Myers Briggs (MBTI) StrengthsFinder DiSC Profiles Emotional Intelligence Assessments
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Feedback – How Do I Know If I’m Successful? 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
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
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Piloting Efforts Billings Area OEHE (13 participants) HQ/Senior-Level SFC Program 360s (8 participants) Nashville Area OEHE (8 participants)
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Key Learnings 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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The start to an equation?
LD = IE + S + PM+ SS + PSwhere
LD = Leadership Development
IE = Individual Engagement
S= Structure
PM = Pinnacle Moments
SS = Supervisor Support
PS = Peer Support
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The Road Ahead…Challenges and Opportunities
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 Traditional Leadership
Collaboration Trans-organization
competencies Multi-cultural awareness Team-building, team
leading, and team following
Facilitating dialogue Service orientation
Strategic thinking Strategy implementation Innovation Developing others Leading teams Collaboration Business acumen
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Presenter Information
Rob Ziegler
Federal Occupational Health Contractor
206.328.6697
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