at&l top priorities & leadership frank j. anderson, jr. president march 5, 2007
TRANSCRIPT
AT&L Top Priorities& Leadership
Frank J. Anderson, Jr.
President
March 5, 2007
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The Federal Environment
Employees Question Federal Leaders Abilities to Meet Responsibilities – Climate Surveys
Agencies Do a Poor Job Managing First-line Supervisors
Agency Performance appraisal Systems Are Not Effective
Incentive Systems Do Not Recognize Performance Succession Programs and Leadership Development
Programs Not Utilized
* Final Report and Recommendations – the 21st Century Federal Manager, National Academy of Public Administration, February 2004
Gallup Survey…29% of workforce engaged
55% not engaged
16% actively disengaged
Gallup Survey…29% of workforce engaged
55% not engaged
16% actively disengaged
USD (AT&L) OrganizationUSD (AT&L) Organization
$270B annual spendOversees 135k people
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•Human Capital•Competitive sourcing•Financial management•Expanded e-Government•Budget & Performance Integration
•Transform our Military Forces• Implement QDR
•Changing long standing business processes within the Dept to take advantage of IT
•Foster a culture of innovation•Divest & invest for the longer term
•Continuous Transformation
•Capabilities-based Approach
•Focused Logistics•Joint Systems•Network Centric Operations
• “Big A” Acquisition•Governance•Risk-based Source Selection & Time Certain Acquisition Programs
•Defense Human Capital Strategy• Competencies &
Performance Criteria
Mar 2005
Feb 2006 2004
National Security Strategy
National Defense Strategy
National Military StrategyQuadrennial Defense Review
Hon. James I. Finley DUSD (A&T)
Hon. John J. Young, Jr. Director, Defense Research & Engineering
Hon. Jack BellDUSD (L&MR)
Hon. Ken KriegUSD (AT&L)
1. High Performing, Agile, & Ethical Workforce2. Strategic & Tactical Acquisition Excellence3. Focused Technology to Meet Warfighting Needs4. Cost-effective Joint-Logistics Support for the Warfighter5. Reliable & Cost-effective Industrial Capabilities Sufficient to
Meet Strategic Objectives6. Improved Governance & Decision Processes7. Capable, Efficient & Cost-Effective Installations
The President’s
Management Agenda
Align with Senior Leadership
AT&L Goals
“The department must have a vision that conveys to the public a commitment to attract & develop the best mix of people, both military & civilian. This vision must be supported by an effective human capital strategy that is actively measured against well defined goals.”Robert Gates -
SECDEF
DoD Alignment
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AT&L Top Priorities Are Our Strategic Goals Implementation
Ken Krieg, USD (AT&L)
1. A High Performance, Agile, and Ethical Workforce
2. Strategic and Tactical Acquisition Excellence
3. Focused Technology to Meet Warfighting Needs
4. Cost-Effective Joint Logistics Support for the Warfighter
5. Reliable and Cost-Effective Industrial Capabilities Sufficient to Meet Strategic Capabilities
6. Improved Governance and Decision Processes
7. Capable, Efficient and Cost-Effective Installations
AT&L’s top priorities are our Seven Strategic Goals that are aimed at achieving and sustaining:
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AT&L Goal 1AT&L Goal 1 DAU Goal 1DAU Goal 11.1.51.1.5
AT&L HCSP AT&L HCSP Goal 4Goal 4 DoD HCSP DoD HCSP
Goal 2Goal 2
Provide learning assets at the point of need to support Mission responsive humanCapital development
Mission - Ready Workforce
High Performing, Agile & Ethical Workforce
Provide a fully integrated powerful learning environment that engages the learner at the point of need
Fully Engaged, Proactively Supporting,Solutions Oriented
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VisionaryInspiring
organizational and individual growth
ContributorApplying personal capabilities to achieve results
TacticianAssuring business
results are achieved
FacilitatorWorking with
others to achieve results
• A leader doesn’t choose roles based on his or her personal style; rather, the four are complementary components of every leadership position.
• While emphasis on each role may change with jobs, all four roles are always present.
Integrated Leadership
Source: Kaplan-Leiserson. “Integrated Leadership.” Training and Development July 2005: 12
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Tactical and Strategic are InseparableTactical and Strategic are Inseparable
DAU…• Slow to update courses• Slow to adopt e-learning• Not attuned to stakeholder priorities
StrategicStrategicVision and PlanVision and Plan
Learning and Learning and Business ModelBusiness Modelthat Links Datathat Links Data
LeadershipLeadershipDecision MakingDecision Making
CalibrationCalibration
Tactical
Strategic
Courses
ClassroomTesting
Delivery
Scheduling
Facilities
Content
On-lineFeedback
Curriculum
Learning Architecture
Alignment to Business Goals
Enterprise
Branding
Corporate University
Talent Management
Strategic Partnerships
Learning Organizations
Performance Results and OutcomesPerformance Results and Outcomes
Multi-year Trends
Stakeholders
Students
Faculty
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Point of View
Leadership Always Makes a Difference…
Leaders have a Strong Desire to Lead
Leadership is Fundamentally About Service
Military Officers: LEADERSHIP then technical
Federal Civilians: Technical … then Leadership?
Leadership and Management Are Not the Same
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There Is a Price of Poor Leadership
Job Performance Suffers
Employees Leave --- Unhappy Work Environment
Problems Increase Requiring 3rd Party Intervention
Less then Optimal Outcomes
Transformation Initiatives Fail
Others?
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The Senior Leader’s Vision/Ownership
Leadership Development Construct
Senior Leadership
Associate / Deputy
Middle ManagersIDP
IDP
IDP
• 360o Assessment (On-going)• Off-site Leadership• Performance Mgt
•NSPS• Reading Program
• Conference Participation & Courses
• Targeted Seminars• Harvard Business School
and 9th House Modules
• 360o Assessment (On-going)• NSPS• Leadership Courses• Leadership Assessments• Off-site Leadership• Reading Program
• Professional and Technical Conference Participation & Courses
• Harvard Business School and 9th House Modules
Prof
essi
onal
and
Tec
hnic
al In
itiat
ives Leadership and C
ultural Initiatives
• Professional and Technical Conference Participation & Courses
• Harvard Business School and 9th House Modules
• 360o Assessment (On-going)• Off-site Leadership• Performance Mgt –NSPS• Leadership Assessments• Job shadowing• Reading Program
Program Coordinator: Chris Hardy
Program Coordinator: Jill Garzone
Program Coordinator: Judy Fleming
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Leadership is not just about job title or position. It’s about alignment, action, initiative, & results.
We must all design personal strategies to lead no matter where you are in your organization.
Organizations must encourage people to proactively lead at all levels --- empowerment.
Parting Shot…
Leading From Where You Are