TEAM SPAWAR GREATEST STRENGTH? “EMPLOYEES”

1. 3rd Annual Team SPAWAR MESA Training Academy“Leadership and Career Development”Leadership/Workforce Development: A Global Literacy PerspectiveDr. Douglas FennerDirector, Organizational Development and Training ManagementMarch 19, 2010

2. TEAM SPAWAR GREATEST STRENGTH? “EMPLOYEES”

3. International Companies: 1,000 CEOs International Customers (in six or more countries) • Europe: 83% • Australia/New Zealand: 75% • Asia: 68% • Latin America: 62% • North America: 57% International Suppliers • Europe: 76% • Australia/New Zealand: 75% • Asia: 69% • Latin America: 55% • North America: 50% International Employees • Europe: 67% • Australia/New Zealand: 64% • Asia: 56% • Latin America: 43% • North America: 33% Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

4. Becoming a Globally Literate Leader • You must accept the challenge and plot your own plan for literacy • It takes continual, daily practice and dialogue with others who are fluent in the same language • You must understand the outside world: customers, markets, technologies, competitors and national cultures • Tomorrow’s business challenges will be less technical than they are cultural, because culture must be managed just like any other business phenomenon • You must learn to read culture and become culturally wise; like looking below the surface of an iceberg to see the deposits of experiences and history Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

5. What leadership qualities and business practices are fundamental to my own national culture? • How can I create business cultures that mobilize diverse people in a multicultural world? • How do businesses in different countries operate in culturally unique ways? • What are the lessons and innovations to be learned around the world? • You must understand the external business environment and all its ramifications • Understanding culture at many different levels (i.e., national perspective, the business environment, and the eye of the leader) • Understand the culture has two levels of analysis (i.e., what is universal to all people, businesses and countries, and what is unique to each

6. Cultures of Twenty-first-Century Business • World Culture • Technology • Change • Globalization • Knowledge • National Culture • History • Geography • Religion • Politics • Economics • Psychology

7. Cultures of Twenty-first-Century Business (Cont’d) • Business Culture • Purpose: Where are we going? • Plan: How do we get there? • Networks: How do we work together? • Tools: What resources do we need? • Results: How do we measure success? • Leadership Culture • Personal Literacy: Understanding and valuing yourself. • Social Literacy: About challenging and engaging others. • Cultural Literacy: Knowing about and leveraging cultural differences. • Business Literacy: About focusing and mobilizing your organization and yourself. Source: Global Literacies: Lessons on Business Leadership and National Cultures, Authors: Robert Rosen, Patricia Digh, Marshall Singer & Carl Phillips

8. Mission Develop a diversified cadre of futuristic and global literacy leaders to propel Team SPAWAR into the 21st Century.

9. Team SPAWAR Executive Leadership Development Academy

10. Team SPAWAR Executive Leadership Development Academy: A Global Perspective 20-25 Employees All Hands/New Hires Team skills Communications Skills, 7-Habits, HPO Introduction Local Command Provide Executive Leadership Training, W/Global Perspective GS-14/15 ECQs, Leadership Surveys, HPO 10-16 Employees Strategic Enterprise Existing Supervisors, GS-12/13 Leadership Training 7-Habits for Managers High-Performance Organization Training Tactical Emerging Non-Supervisors Basic Leadership Skills Training Self Awareness, Team Management, HPO, 7-Habits Local Command Provide Local Personal

11. Federal Training Laws & Regulations • The Government Employees Training Act (GETA) of 1958 • Title 5 CFR Part 410, Training • Federal Agencies Impacting the HRD Programs • Title 5 U.S.C. Chapter 41, Training • Title 5 CFR 412, Executive, Management and Supervisory Development • Executive Order No. 11348: Providing for the Further Training of Government Employees, April 20, 1967 • Executive Order 13111: Using Technology to Improve Training Opportunities for Federal Employees, January 12, 1999 • Office of Federal Procurement Policy – Policy Letter No. 05-01: Developing and Managing the Acquisition Workforce • Office of Management and Budget Circular A-11 • SECNAV INSTRUCTION 12273.1A, Civilian Human Capital Management Assessment Program • SECNAV INSTRUCTION 12410, Civilian Employee Training & Career Development

12. Problem Statement By 2015, the average age of SPAWAR HQ workforce (Grade Level 3) will be ~ 56 years young! Maturing Workforce?

13. Futuristic Leadership Focus Questions: Will Team SPAWAR functions be required in 2030? What will it take to generate more value with Team SPAWAR workforce? Do we look at the command’s “people resource” as a valued strength, or as a cost? How do employees perceive their opportunities for leadership development? Is Team SPAWAR developing their employees according to DoD/DoN/OPM Training Standards? Are all elements of Team SPAWAR workforce equally valued, challenged and utilized to meet its mission and vision?

14. Benefits • Diversified cadre of well trained leaders at various levels • Support CNO and OCHR training and career development initiatives • Support Team SPAWAR Succession Planning initiative • Cope with the effects of hiring, retention and retirement efforts • Knowledge sharing via mentoring and coaching of others • Understanding global literacy as a 21st Century leader • Effective communication • Leader as a Change Agent • Better prepared to lead a diversified workforce • Better prepared to deal with conflict resolution and decision making • Become more of a situational/adaptive leader • Social, Cultural and Personal understanding of leadership • Team management • Business acumen savvy • Encourage advancement of diverse groups • Improve employee morale • Improve employees’ ability to respond to changing environmental demands

15. DRAFT POA&M: Team SPAWAR Executive Leadership Development Academy 1st QTR FY10 2nd QTR FY10 3rd QTR FY10 Activities OCT JAN APR Research various DOD/Non-DOD Leadership Development Programs Develop Purpose & Problem Statements Link Course Curriculum to Competency Aligned Organization Review Team SPAWAR Workforce Grade Level Data Develop/Finalize Student Learning Objectives Conduct Training Cost Estimate Environmental Analysis Environmental Analysis Oct – Dec 09 Interview Senior Leadership Tier 1s/2s Present DRAFT POAM to Mr. Rod Smith Develop & establish MOU w/outside partners Establish Leadership Development Advisory Committee Develop and solicit statement-of-work for outsourcing Leadership Training Courses & ECQ Writing/Editing Support COMMUNICATE Communicate Feb – Mar 5 Present POA&M to CCBU Senior Leaders Select Students for Class Enrollment TSELDA POA&M approved and published on CnE Develop Executive Leadership Survey Finalize FINALIZE March 2010 IMPLEMENT Implement Kickoff of 1st Executive Leadership Development Academy Class Apr 19 2010 1/22/2010 15

16. DRAFT POA&M: Academy Thirteen Month Timeframe Month One: Leading Change - Team SPAWAR Executive Leadership Survey, 360 degree instrument & Writing Workshop/Training (3.5 days) Month Two: Leading People - Myers-Briggs Type Indicator (MBTI®) & Writing Workshop/Training(3.5 days) Month Three:Business Acumen - Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B®) & Writing Workshop/Training (3.5 days) Month Four:Results Driven - Thomas-Kilmann Conflict Instrument Learning Type Measure and the Change Style Indicator (CSI®) & Writing Workshop/Training(3.5 days) Month Five: Building Coalitions/Communication - Campbell Leadership Index (CLI®) & Writing Workshop/Training(3.5 days) Month Six: Conduct Job Shadowing Assignment w/SES Mentor (flexible timeframe 40 hrs total) Months Seven - Twelve: Participate in Job Rotational and Coaching Assignments (6 months) Month Thirteen: Students Develop Lessons Learned, Complete Executive Coaching Assignment and Conduct Out Briefing to CCBU

17. Student Learning Objectives Leading Change Leading People Business Acumen Results Driven Building Coalitions/Communication Writing Skills Workforce Diversity/Inclusive Emotional Intelligence Executive Intelligence Executive Coaching Social Literacy(Global Perspective, engaging & challenging others) Cultural Literacy(Global Perspective, valuing & leveraging cultural difference) Personal Literacy(Global Perspective, understanding & valuing yourself) Business Literacy(Global perspective, focusing & mobilizing your organization)

18. Months Six - Twelve: Job Shadowing Assignment & Training Job Shadowing Assignment w/SES Mentor(total duration 40 hours) One Week of Group Executive Coaching Training(5 hours daily) Job Rotational Assignments(Joint Experience w/o Team SPAWAR) On-line Executive Leadership Development

19. Month Thirteen: Academy Closeout Students Develop Lessons Learned and Improvement(s) Briefing Students Brief SES Leadership Students Receive Three Executive Leadership Training Certificates: Team SPAWAR Executive Leadership Academy Certificate Executive Leadership and Management Certificate Effective Leadership Leading Teams and Organizations Executive Leadership Strategies Mentoring/Coaching Certificate Leadership survey results provided at the end of each of the five classes Continuous Learning via On-line or Classroom Courses (i.e., Strategic Management, Executive Development)

20. Roadmap to a Balance Life TM Educational Health Spiritual Mental BALANCE Family