Developing the Next Generation of Leaders MSHDA Leadership Academy.

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<p>How to create a presentation</p> <p>Developing the Next Generation of Leaders</p> <p>MSHDA Leadership Academy</p> <p>Good afternoon. Are you looking for a process to identify and develop exceptional leadership talent and bench strength from inside your organization? The program I am sharing with you today is replicable, easy to manage and the cost is minimal and primarily implemented entirely in-house. The benefits to your organization and employees far outweigh the financial investment. Unlike most leadership development programs that are designed for those who are already in leadership roles, this program is designed for grooming emerging leaders who are already demonstrating a high potential for leadership that desire to develop competence that is required for positions of leadership. Everything I am covering today is outlined in a 3-page handout you can take with you that also includes my contact information if you would like more information. Why did MSHDA embark on this Leadership Development journey?</p> <p>1Building Leaders from WithinAddress succession planningDevelop internal talentHarness institutional knowledgeEnhance diversity of leadership</p> <p>2MSHDA recognized the importance of identifying and developing exceptional leadership talent and building bench strength from inside our organization, which is why the Leadership Academy was developed. It was designed as an effective solution to address succession planning, talent development, to harness institutional knowledge from experienced leaders by transferring it to other employees through a mentoring partnership, and to enhance the diversity of leadership. This multifaceted development program is designed to identify and prepare high potential individuals for leadership. Before you embark on a journey to develop the next generations of leaders in your organization, you need to be aware of some assumptions about leadership development. </p> <p> 2Assumptions about DevelopmentSuccess on one rung means success on the rung above</p> <p>The talents, skills and knowledge required for a particular role are the same for leadership roles</p> <p>Talents can be taught</p> <p>Anyone can succeed as a leader</p> <p>3</p> <p>Too many times it is assumed that an individuals success on one rung of the ladder automatically makes them successful on the rung above. No distinction among skills, knowledge and talents is made when placing individuals in leadership roles which means organizations fail to consider what is trainable and what is not.</p> <p>We know that excellence in every role requires distinct talents, and that these talents, unlike skills and knowledge, are extraordinarily difficult to train. What ends up happening is that individuals end up being miscast for a leadership role because they dont possess the talents necessary for success; let alone having been prepared for these roles through training and mentoring. Does this sound familiar? Are there any miscast folks in your own organization? </p> <p>We all know that the talents needed to sell a product or deliver a service and the talents needed to manage, while not mutually exclusive, are different, let alone those necessary for leadership. Thats why prior to promoting someone into a leadership role, first look closely at the talents needed to excel in the role and if the individual possesses them. Secondly, determine if this individual is able to learn the necessary skills and knowledge to succeed in a leadership role. These determinations have to be made before you even begin to look at developing knowledge and skills; otherwise you are simply wasting your time and the organization will pay for it down the road when it becomes evident that this individual is not an effective leader. </p> <p>Lets begin to review the requirements for participation in the Leadership Academy for emerging leaders. There are specific classification and eligibility requirements that must be met in order for candidates to be considered for the program.</p> <p>3Criteria/Eligibility RequirementsClassified as an experienced level employeeNot currently classified as a managerIn good standingHas completed two (2) full years of satisfactory employmentPossesses a four (4) year degree from an accredited institution</p> <p>4Self-nominations are accepted from employees who meet this criteria. In Michigan state government we consider an individual at the P11 level and above to be experienced and already performing a full range of professional assignments in a full-functioning capacity where considerable independent judgement is required to carry out assignments that have a significant impact on services or programs. These individuals are self-directed and able to interpret and determine appropriate courses of action and they are not in a management role.</p> <p>Being in good standing means, not under any corrective action, which includes counseling, a Performance Improvement Plan, or any discipline (unsatisfactory probationary rating, written reprimand, suspension, interim rating, etc.). </p> <p>Regarding a college degree, two associate degrees are acceptable in lieu of a bachelors degree. An applicant has met the criteria and eligibility requirements. Now what? What documentation is necessary to apply for the academy?</p> <p>There are six distinct phases of the Leadership Academy.4Application DocumentationSelf-Nomination formLeadership Skills Self-AssessmentTwo Leadership Skills Assessments to be completed by immediate supervisor and a former supervisor or peerDetailed Experience ProfileMentee ApplicationCollege transcript(s) from accredited institution(s)</p> <p>5The following documentation is required to be submitted timely and completely within a three-week open enrollment period. After the enrollment period has closed and the applicants who can be considered for the academy are identified, Peer Assessments are sent out to their peers by the LA Coordinator. The assessments are completed anonymously and returned to the LA Coordinator. The feedback provided in these assessments is utilized, along with the assessments submitted by each applicant in their packet, to determine acceptance into the Leadership Academy. Now well look at the six distinct phases of the Leadership Academy.5Leadership Academy PhasesPhase 1ApplicationMeet criteria and eligibility requirements to apply.Phase 2SelectionFive member committee of senior level leaders and the LA Coordinator selects candidates.Phase 3Orientation/EnrollmentMentoring partnerships are introduced, expectations are reviewed and Mentoring Guidelines and tools distributed.Phase 4Learning andDevelopmentVarious sources and methods to develop skills and knowledge through a specified learning strategy.Phase 5GraduationFormal presentation of diplomas and LA graduates present action learning project deliverables.Phase 6EvaluationMentors/mentees complete evaluations about the program and partnership to improve effectiveness.6The application period begins the first work day each November and is open for a three week period. The academy runs for approximately 12 months beginning in January of the following year and ending in December of that year. MSHDA prefers to enroll a small group of candidates in each year-long cohort in order to provide a more personalized, hands-on approach to learning. It also provides the opportunity for the candidates to work together on an agency-approved project that will improve a work process, program, service, product, or technology. READ THE SLIDE. </p> <p>Lets take a look at the learning strategy utilized to develop emerging leaders. 6Learning &amp; Development StrategySpecified CurriculumMentoring Partnership with a Senior Level LeaderAction Learning ProjectOther Learning and Development Opportunities</p> <p>7The L &amp; D Strategy is made up of four components. A curriculum that includes classroom training, on-line e-learning courses, a monthly group learning forum, self-study and other assigned reading. Together the mentor and mentee develop a targeted plan based on information received from the leadership skill assessments and from a discussion of areas of growth desired by the mentee. </p> <p>The mentoring partnership requirement is for minimally six months, however, to date, all arrangements have lasted for an entire calendar year.</p> <p>An action learning project is a group project approved by senior leadership that will benefit the organization or some part of the organizations programs, products or services offered to customers, work processes, technology, etc. The LA candidates work on this project together and provide a written report and present on the learning and deliverables during the graduation ceremony. </p> <p>Other learning opportunities include, attending senior manager attending meetings, meetings, work lunches, events, and conferences with the mentor, a one-on-one meeting with the Executive Director or Chief Operating Officer, MSHDA board meetings, and monthly network lunch to share insights, ideas, learning, etc. One of the most significant and treasured elements of the LA involves the mentoring partnership.</p> <p>7Mentoring PartnershipTransferring institutional knowledge, lessons learned, etc. </p> <p>Supplementing employees professional development</p> <p>Increasing employees skills and abilities and enhancing personal and professional growth</p> <p>8The value of combining training with mentoring from experienced senior level leaders creates a powerful synergy to reinforce, direct and develop emerging leaders. The LA candidates are matched with a mentor based on the preferences outlined in their Mentee Application as much as possible, and consideration of the strengths and development needs of the mentee to find the best fit. In order to avoid as much as possible any perceptions of nepotism, the candidates are matched up with a senior leader outside of the division/department they work in. It also provides the candidate the opportunity to work closely with a leader they likely would not have otherwise in their regular job responsibilities. Its also a great opportunity to learn about other fields in the organization. The benefits of the mentoring relationship includes: READ THE SLIDE. Lets look at the curriculum for the Leadership Academy. </p> <p>8Leadership Academy CurriculumState of Michigan Civil Service CoursesLearning Method1Communicating for Leadership SuccessClassroom2Seven Habits of Highly Effective PeopleClassroom3Leadership Foundations for Emerging LeadersClassroom4Delegating for ResultsClassroom5Motivating OthersClassroom6Resolving ConflictClassroom9The curriculum is delivered through various sources. The first being training offered through the State of Michigan Civil Service Commission to State employees. The State of Michigan has a contract for training with Development Dimensions International (DDI) through whom the training manuals and materials for the workshops are purchased and the training is delivered through state employees who have completed a DDI certification as a trained facilitator. These are the selected courses the candidates complete offered through this resource. The candidates select the date, time and location for these courses that works with their work schedule. All course work is completed by the end of the calendar year in order for a candidate to graduate from the academy. </p> <p>9Leadership Academy CurriculumOn-line CoursesLearning Method1Business Etiquette and ProfessionalismE-learning2Business Writing BasicsE-learning3Executive-to-Employee Communication StrategiesE-learning4Critical ThinkingE-learning5Developing a Strategic PlanE-learning6Dealing with Office PoliticsE-learning7Managing ChangeE-learning10The State of Michigan also has a contract with, an on-line vendor for the e-learning courses identified here. Employees are able to complete these courses at their own workstation or at home on their own equipment as they are available through the internet 24/7. </p> <p>10Leadership Academy CurriculumHuman Resources CoursesLearning Method1Workplace Diversity and Cultural CompetenceClassroom2Speed of TrustClassroom3Rewriting the Rules of ManagementClassroom11The workshops identified here are offered in-house by the agency trainer in Human Resources. These sessions are offered 2 to 3 times per year to accommodate the candidates and agency leaders as these trainings are targeted for management and agency leadership. </p> <p>11Leadership Academy CurriculumOther Resources/ToolsLearning Method1Emotional Intelligence Took KitSelf-Study2Intercultural Communication ManualSelf-Study3Leadership Development JourneyGroup Learning Forum4List of the best books on LeadershipReading12Finally, several tools and other resources are available to complete self-study and assigned readings. The LA candidates attend a monthly group learning forum facilitated by the LA Coordinator and come prepared to discuss what they read. Handouts are distributed to accompany the learning that allows the candidates to apply what they learned. The schedule and reading assignment along with the manual is distributed on the first day of the academy during orientation. The mentors and mentees also incorporate what the mentees are learning in these various forums to further enforce the learning. This is a good time to review the outcomes to date of the Leadership Academy.</p> <p>12OutcomesAn outcome of the Leadership Academy is the accelerated development of the graduates and their increased opportunity for promotion. Results of the program have demonstrated a decided advantage for some of the Leadership Academy participants in each cohort. </p> <p>13To date MSHDA has graduated two cohorts, and is nearing the end of the third cohort. LA graduates receive an extra point advantage on internal job interviews. It has shown to be fruitful, as three of the seven candidates in the first graduating class (2013) received promotions within three months of graduation. Two were actually appointed to senior level positions, and a third candidate was promoted to a mid-level manager. Three of the remaining four graduates participated on an agency wide project and received project pay while involved on the assignment. </p> <p>The graduates from the 2014 (second) cohort produced promotions for four of the five candidates in under six months. The initial cohort included five candidates. After completing six months of the academy, one of the candidates left the agency for the private sector that netted him a substantial promotion that almost doubled his income. He attributed his preparedness for his new role to his participation in the leadership academy and guidance from his mentor. Three other graduates were promoted at least one level from senior level analysts to junior level specialists. </p> <p>Outcomes of the Action Learning Project also delivered results. The 2013 cohort, the first class, was not assigned an action learning project as there was a change in leadership and a reorganization. The 2014 cohort was tasked with creating a visual diagram that represent...</p>


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