Leadership Development Plans

“Meaningful” Leadership Development Plans

(Lessons Learned - from one organization’s continuous improvement journey)

Norm Alberg & Tom Pearce

June 2015

Agenda Welcome & Opening Small Group Discussion

RALS; Continuous Improvement Journey

Organizational Context for Development

Lessons Learned

Small Group Discussion #2

Closing Thoughts

IntroductionsNorm Alberg, King County, Records and Licensing Services, Division Director

Tom Pearce, Integris Performance AdvisorsCertified MasterMcKinney, Texas

“Leadership is about making

others better as a result of your presence and

making sure that impact lasts in

your absence.”

Sheryl Sandberg, COO, Facebook

Introductions

• Name• Organization• Title• A Project of Impact on Which You Are Working

Introductions

IntroductionsKing County, Records and Licensing Services

IntroductionsExecutive Dow Constantine, four priorities :1. Building equity and opportunity

2. Confronting climate change

3. Regional transit

4. Best-run government To be the nation's best-run government. Visible leadership and support of Lean/Continuous Improvement

County Administrative Officer, Caroline Whalen Leadership & support for RALS to become a model organization of

continuous improvement

IntroductionsNorm’s Bent

9

Leadership is doing the right thing; management is doing things right.

Warren G. Bennis

Overview

“The work of government is nobleThe people of government are amazing

The systems of government are a mess.”

Ken Miller, Extreme Government Makeover

Overview

Overview

Operational excellence cannot be a program, another new set of tools, or a new management fad.

Operational excellence is the consequence of an enterprise-wide practice of ideal behaviors, based on correct principles.

THE SHINGO PRIZE for OPERATIONAL EXCELLENCE Model & Application Guidelines

Overview

Overview

Overview

Overview

Overview

Overview

Overview

OverviewCI – Lessons Learned

+ Leadership Focus; TLC; LPI 360; Change Management Trainings+ CI Roadmap – Shingo organizing construct

(Operational Excellence)+ Alignment – Clarity Map+ Employee Advisory Committee

- Starting on Process Improvements & Tools vs. Culture/Leadership

- CI False Starts; Maintaining Momentum- Insufficient change management appreciation- Customer Feedback work – insufficient progress

Overview

Table Exercise

Tips

Pitfalls

Leadership Development

LeadershipWell focused via Clarity Map, Roadmap, TLC, LPI 360 survey

Senior Management Team = Leadership

Supervisor Development one of four key Division Objectives“RALS Supervisors are competent, confident and compassionate leaders who guide their team members in achieving measurable results with advocacy and accountability”

Leadership DevelopmentLeadership

Great organizations = Employee Engagement = Service Excellence = dependent on having Great Supervisors

What is a great supervisor?

Leadership Development Supervision = really hard job

Leadership and daily operational challenges

TLC – 5 Behaviors

RALS 4 Objectives

9 Performance Appraisal categories

3 Performance Objectives

22 Lominger factors

??

Leadership Development

Leadership Development

Leadership Development

RALS “Leadership/Managerial “5 Bucket” Framework Leadership Continuous Improvement Communications Performance Management Operations

Leadership Development

Leadership Development

Leadership Development

Leadership Development2013 Conducted LPI 360 survey for Senior Management Team Conducted LPI “self-assessment” for Supervisors Set stage for common language, construct, expectations

2014November – Leadership Development Workshops Provide context; set stage for 360-survey Build anticipation for using the info constructively/beneficially Walk though the Development Planning process Refresh on TLC

December Conduct 360 survey Assign Supervisor lead “Teaching Pods”

Leadership Development2015

January 360 survey reports out to individuals

2nd Leadership Development Workshops Goal = complete a final draft of individual dev. plans Teaching Pods presentations 360 survey insights/analyses

March March – finalized IDP’s

Leadership Development

Leadership DevelopmentPre-meaningful development plans

Level 0 = e.g. = do something – eventually

Level 1 = e.g. = read a book, take a class, take defensive driving

Level 2 = e.g. = maintain my certification by taking CEU’s

Meaningful Leadership development plans:Level 3 = e.g. = Leadership development plan (5 TLC “Practices”) encapsulates one or two key development areas, with specific (SMART) goals and supporting action plans; incudes a strength to maintain and share

Leadership Development

Leadership Development

Leadership Development

Leadership DevelopmentRALS Summary

Model the Way

Inspire a Shared Vision

Challenge the process

Enable Others to Act

Encourage the Heart

Area to Strengthen

2 4 3 8 1

Area to Leverage

2 2 2 5 7

Total 4 6 5 13 8

Leadership Development - ConclusionLessons Learned

+ TLC – LPI 360 powerful feedback+ 5 bucket organizing construct+ Two successive Development Workshops – linked to 360 survey

providing additional support - clarity+ Development Template – Simple and SMART+ Keep simple, format, do not over-commit 1 or 2 items max

(working on one meaningful area will cascade into multiple areas)+ Teaching Pods

- Initiated with taking too much on; 3 dev areas, plus strengths- Not all ready – Maslow Hierarchy- Maintaining Momentum- Not holding to reasonable schedule

Leadership Development - Conclusion

Plans are nothing - Planning is everything

Dwight D Eisenhower

Leadership Development - Conclusion

Q & A