OEHE Public HealthLeadership 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:

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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A Basic Framework

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The OEHE Leadership Competency Model

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OEHE Leadership Development Processes

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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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Planning – Where Do I Want to Go?

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Planning Example

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Learning and Practice – How Do I Get There?

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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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A Question of Balance…Take I

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A Question of Balance…Take II

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Loehr, J. (2001). The Making ofA Corporate Athlete

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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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

(ziegler@ihi-env.com)

206.328.6697

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