OEHE Public Health Leadership Development

1. OEHE Public HealthLeadership Development June 21, 2011

2. 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

3. 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.”

4. 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

5. 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!

6. 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

7. 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)

8. 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

9. 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

10. 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)

11. 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.

12. A Basic Framework

13. The OEHE Leadership Competency Model

14. OEHE Leadership Development Processes

15. 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

16. Planning – Where Do I Want to Go?

17. Planning Example

18. Learning and Practice – How Do I Get There?

19. 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

20. Piloting Efforts • Billings Area OEHE (13 participants) • HQ/Senior-Level SFC Program 360s (8 participants) • Nashville Area OEHE (8 participants)

21. 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

22. A Question of Balance…Take I

23. A Question of Balance…Take II Loehr, J. (2001). The Making of A Corporate Athlete

24. The start to an equation? LD = IE + S + PM+ SS + PS where LD = Leadership Development IE = Individual Engagement S = Structure PM = Pinnacle Moments SS = Supervisor Support PS = Peer Support

25. 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?

26. 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

27. In Closing…. Knowing is not enough, we must apply. Willing is not enough, we must do. -Goethe

28. Presenter Information Rob Ziegler Federal Occupational Health Contractor (ziegler@ihi-env.com) 206.328.6697