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Table of Contents. Successful Leadership at the DOE About this Guide__________________________________________________________________________________ 3 DOE Managerial Talent Strategy______ ________________________________________________________________ 4

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Table of contents

Table of Contents

  • Successful Leadership at the DOE

  • About this Guide__________________________________________________________________________________ 3

  • DOE Managerial Talent Strategy______________________________________________________________________ 4

  • Competencies – An Overview________________________________________________________________________ 5

  • Background - DOE Managerial Competencies___________________________________________________________ 6

  • Competency Level Definitions________________________________________________________________________ 7

  • Determining Which Competencies to Develop____________________________________________________________ 8

  • Managerial Competency Descriptions and Development Activities

  • DOE Managerial Competencies – The Foundation for Developing Talent 9

  • Client Partnership and Insight________________________________________________________________________ 10

  • Accountability / Drive for Results_____________________________________________________________________ 14

  • Operational Excellence_____________________________________________________________________________ 18

  • Strategic & Analytical Thinking_______________________________________________________________________ 22

  • Influences through Effective Communication____________________________________________________________ 26

  • Personal Leadership & Effectiveness__________________________________________________________________ 30

  • Champions Change & Innovation / Adaptability_________________________________________ _________________ 34

  • Additional Development Resources

  • Making the Most of Your Development Plan _____________________________________________________________ 38

  • Sample Development Goals and Action Plans___________________________________________________________ 39

  • Additional Resources_______________________________________________________________________________ 40

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About this guide

About This Guide

  • TheDOE Learning and Development Guide is designed to help you understand the Department of Education standards and expectations of leadership for managers. The DOE Managerial Competencies are the foundation for developing managerial talent across the DOE. These competencies set a benchmark for the traits and behaviors our managers need to possess to be successful leaders at the DOE. In addition, the competencies help identify individual strengths and areas to pinpoint for further improvement as the basis for a personal development plan.

  • You can use this guide as you:

  • Prioritize which competencies to work on – in your current role, as well as in preparation

  • for your next career challenge

  • Create your own development plan

  • Provide developmental feedback with your direct reports

  • The overall intent of this guide is to:

  • Introduce the DOE Managerial Competency Model, how to assess behaviors using the model,

    and determine which competencies to develop.

  • Describe each of the DOE Managerial Competencies in detail, with recommended activities,

    readings and other resources to create a personal growth and development plan.

  • Highlight additional resources, tools and information, including sample development goals

    and plans.

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Doe managerial talent strategy

Performance

Management

Managerial Talent Development

Recruitment & Staffing

DOE Managerial Talent Strategy

Competencies align the key components of how we develop managerial talent:

  • Attract and retain the right skilled talent

  • Develop leadership capabilities for managers

  • Target training & development efforts

  • Basis for feedback and coaching

DOE

Managerial

Competencies

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Competencies an overview

Skill

Knowledge

Traits

Motivation

Competencies – An Overview

A competency is any characteristic of a person that differentiates outstanding performance. These

characteristics include skills, knowledge, traits and factors which motivate you to do your best, such

as striving to achieve doing the best work. Focusing on skills, knowledge, traits and motivation help you

develop specific competencies over time.

What I Can Do

e.g. communicate

effectively, manage operations

Skills and

knowledge

are easier

to see and

observe

What I Know

e.g. advanced

project management techniques,

IT systems and tools

Who I Am

e.g. proactive, organized, collaborative, trustworthy

Traits and

motivation

impact

leadership

more

over

time

What Influences My Behavior

e.g. personal

achievement or a desire to help others

Competencies

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Background doe managerial competencies

Background – DOE Managerial Competencies

  • The seven DOE Managerial Competencies are:

  • Customer partnership & insight

  • Accountability / drive for results

  • Operational excellence

  • Strategic & analytical thinking

  • Influences through effective communication

  • Personal leadership & effectiveness

  • Champions change & innovation / adaptability

  • These seven competencies define the standards and expectations of leadership for managers at the

  • DOE. Specifically, they were developed based on themes from development tools already in use across

  • the organization, and were validated by internal groups of DOE senior managers.

  • These seven competencies support the DOE Strategic Priorities set by the Chancellor each school

  • year. Regardless of organizational or functional role, they can be meaningfully applied to determine and

  • help pinpoint an individual’s leadership strengths, as well as areas for further improvement. Each

  • competency area is supported by a set of themes, a brief description or definition, and four levels

  • which define the expected standards of behavior associated with each competency.

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Competency level definitions

Competency Level Definitions

  • In the DOE Managerial Competency Model, there are four levels which define the standards of behaviors for each individual competency.

  • Level 1 - Requires Development

  • This level of behaviors is not yet sufficient to meet the DOE’s standards of leadership for managers or have the necessary impact on others and the organization. Development is required to raise this manager’s competency to a higher level of proficiency.

  • Level 2 - Proficient

  • This level of behaviorsshows this manager is both capable and effective, with room to grow and develop.

  • Level 3 - Highly Proficient

  • This level of behaviors is recognized as a “high standard for DOE managerial effectiveness” and demonstrates clear and consistent expertise and application of knowledge, skills and behaviors.

  • Level 4 – Role Model

  • This level of behaviors is the highest standard. The manager who consistently demonstrates these behaviors is a role model and can coach others on how to improve, grow and develop a particular competency.

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Determining which competencies to develop

Determining Which Competencies to Develop

  • The DOE’s Managerial Competencies 360 Degree Feedback Survey is a tool that allows you to obtain input and feedback from your immediate manager, peers, and others with whom you regularly interact on the effectiveness of your leadership compared to the Managerial Competencies. The summary feedback you receive can help you determine which of the DOE Managerial Competencies should be your personal priorities for development. See the Additional Resources in this Guide for further information.

  • Alternatively, you can prioritize which competencies to focus on based on relative ability and importance. The steps and illustration below are tools to help you choose which competencies to develop.

Focus Area – Competency Example:

“Ability to collaborate effectively across DOE divisions.”

Step 1:

Meet with your manager to determine how to gather input about your leadership effectiveness. Use feedback from tools, like the 360 degree feedback survey, to identify your overall strengths and areas for development.

High

  • Step 2:

  • Based on your current job role, determine:

  • What are your key challenges now?

  • What accomplishments/results are important to achieve?

  • Which of the DOE Managerial Competencies will contribute

    to achieving these accomplishments?

Importance

Step 3:

Prioritize those competencies that fall into the “Focus Area” –

those competencies that fall into the lower ability levels but are most important to the job.

Low

High

Ability

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Doe managerial competencies

DOE Managerial Competencies

Customer Partnership

& Insight

Accountability /

Drive for Results

Partnership development and influence

Anticipates customer needs

Provides alternative customer recommendations

Leads with a customer mindset

Personal ownership and responsibility

Manages performance

Personal productivity and achieving results through others

Operational

Excellence

Champions Change &

Innovation / Adaptability

Leverages technology and data

Cost-effective management

Project leadership and management

Executes plans & strategies with efficiency & effectiveness

Embraces Change

Risk Taking

Idea Creation

Developing Managerial

Talent

Personal Leadership

& Effectiveness

Strategic & Analytical

Thinking

Integrity and leads authentically

Conflict resolution

Team leadership and teamwork

Shares knowledge and invests in the success of others to build organizational capability

Influences through

Effective Communication

Acts with a ‘big picture’ mind-set

Data analysis and problem solving

Analytical thinking to achieve fact-based decisions

Listens actively

Manages diverse audiences and expectations

Clarity, timeliness & persuasiveness

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Customer partnership and insight themes and description

Customer Partnership and InsightThemes and Description

  • Themes

  • Partnership development and influence

  • Anticipating customer needs

  • Providing alternative customer recommendations

  • Leading with a customer mindset

Description

Outstanding DOE managers establish strong and long-lasting relationships with

the customers they serve (both internal as well as external customers). They develop

true partnerships with their customers, understanding their needs and requirements,

and work collaboratively with them to solve their problems. They consistently anticipate

customer needs and have a customer mindset when working with others across the DOE.

They deliver what the customer expects in terms of value-added services, programs

and support.  

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Customer partnership and insight

Customer Partnership and Insight

  • Themes:

  • Partnership development and influence

  • Anticipating customer needs

  • Providing alternative customer recommendations

  • Leading with a customer mindset

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Customer partnership insight

Customer Partnership & Insight

  • Sample Development Activities:

  • Write down who your internal and external customers are, and recognize the frequency and importance of the relationship with each customer. Ask your staff to do the same.

  • Attend customer staff meetings or host customer focus groups to learn about what’s working well and what could be improved – from the customer’s point of view.

  • When spending time with customers, make a point of actively listening to what they are saying, and summarizing it back to them in you own words to ensure that you have heard them accurately, and to convey that they know that you have heard them.

  • Set a challenge for your direct reports to identify 2 new ways to partner and team with customer groups you support – then present them to the customer groups as a new way of working together.

  • Check to see what the most important criteria that customers expect from your group. Process accuracy? Speed and response time? Or providing creative and strategic ideas? Be aware of, and focus on customers’ priorities.

  • If/Where possible, shadow your customer on site for half a day, and observe their action and behavior to gain customer perspective and mindset.

  • Stop and think about your client interactions over the last 30 days – write down all the characteristics and habits you possess that support your client. Write down all the characteristics and habits you possess that inhibit your interactions. Leverage the best and develop a plan to manage the areas that you believe need improvement.

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Customer partnership insight1

Customer Partnership & Insight

  • Suggested Readings:

    “The Trusted Advisor,” by David Maister, Charles H. Green and Robert M. Carleton, 2001.

    “Loyalty Rules!: How Today’s Leaders Build Lasting Relationships” by Frederick F. Reichheld, 2003.

    “Flawless Consulting: A Guide to Getting Your Expertise Used” by Peter Block, 1999.

    “Meeting Customer Needs (Third Edition)” by Ian Smith, 2003.

    Chapter 19 ‘Focus on Customers’ of the “Successful Manager’s Handbook” (pg 403 - 434) by Personnel Decisions International, 2004.

  • Recommended City Training Center (CTC) DCAS Courses:

    “Delivering Quality In-Person Customer Service” (1 day)

    “Developing Dynamic Listening Skills” (1 day)

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Accountability drive for results themes and description

Accountability / Drive for Results Themes and Description

  • Themes

  • Personal ownership and responsibility

  • Manages performance

  • Personal productivity and achieving results through others

Description

Outstanding DOE managers take personal ownership for their work and results,

and see projects and initiatives they are accountable for from initial concept to full

implementation. Achieving needed results is a personal priority of outstanding DOE

Managers. They set high standards for their own performance and clear expectations for

others to understand the importance of achieving needed goals. They make the necessary

trade-off decisions in terms of time, resources and budget to ensure others are aligned

and set up to achieve their goals successfully.

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Accountability drive for results

Accountability / Drive for Results

  • Themes:

  • Personal ownership and responsibility

  • Manages performance

  • Personal productivity and achieving results through others

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Accountability drive for results1

Accountability / Drive for Results

  • Sample Development Activities:

  • Make a list of your work, and define which activities you should be doing as a manager and what should be done as an individual contributor.

  • List all your stakeholders (people who needs to be involved in the decision or who will be affected by it), and draw a map. Identify which stakeholders you need to strengthen relationships with, then develop a plan to do so over time.

  • Interview a DOE colleague who has just successfully implemented a major new initiative – apply the lessons learned to a current challenging goal you must implement.

  • Plan a Goal-Setting Kickoff Meeting for your team. Create a clear agenda, time schedule and desired outcome in order to manage the meeting effectively. Be bold and set standards that you and your colleagues find challenging (yet realistically achievable).

  • Discuss your expectations for your team members and encourage them to set their individual performance goals. Give them consistent and constructive feedback on their progress and support them with clarity and confidence in times of their hardship but be tough with them when necessary.

  • Identify someone in the organization you view as being highly accountable. Observe what they do and what they say in meetings. Identify one key behavior that you want to emulate. Study the individual and practice incorporating some of their successful habits into your style. Then seek feedback from others on your effectiveness.

  • Make attendance at meetings and conference calls even more valuable and effective by summarizing the next actions that have been agreed to. Ensure everyone is clear about next steps and assign owners to be accountable for each required action.

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Accountability drive for results2

Accountability / Drive for Results

  • Suggested Readings:

    “The Wisdom of Teams: Creating the High Performance Organization,” by Jon Katzenbach and Douglas K. Smith, 2003.

    “Trust Effect: Creating the High Trust, High Performance Organization” by Larry Reynolds, 1997.

    “Why Smart Executives Fail: And What You Can Learn from Their Mistakes” by Sydney Finkelstein, 2003.

    “Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality, and Employee Satisfaction” by William Byham and Jeff Cox, 1997.

    “High Performance with High Integrity” by Ben Heineman, 2008.

    Chapter 20: ‘Manage Execution’ of the “Successful Manager’s Handbook” (pg 435 – 469) by Personnel Decisions International, 2004.

    “The Speed of Trust: The One Thing That Changes Everything” by Steven M.R. Covey, 2006.

  • Recommended City Training Center (CTC) DCAS Courses:

    “Leading for Results” (1 day)

    “Performance Management” (2 days)

    “Back to Basics: Essential Skills for Supervisors” (4 days)

    “Fundamentals of Supervision” (3 days)

    “Supervising Challenging Employees” (2 days)

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Operational excellence themes and description

Operational Excellence Themes and Description

  • Themes

  • Leverages technology and data

  • Cost-effective management

  • Project leadership and management

  • Executes plans and strategies with efficiency and effectiveness

Description

Outstanding DOE managers execute and implement strategies, policies and plans

with excellence and completeness. They expertly recommend and use technology

to achieve needed levels of productivity that will benefit the organization, based on

data and business requirements. They are expert project leaders and project managers,

resulting in leading others to achieve what is required in the most cost-effective manner

possible. They translate strategic plans into practical actions so that others can own and

expedite needed actions. They use and prioritize information and feedback to put in place

corrective actions along the way that result in tangible gains in productivity and customer

satisfaction.

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Table of contents

  • Themes:

  • Leverages technology and data

  • Cost effective management

  • Project leadership and management

  • Executes plans and strategies with efficiency and effectiveness

Operational Excellence

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Operational excellence

Operational Excellence

  • Sample Development Activities:

  • Identify areas of operation that is hindering your team efficiency and think of ways to standardize using technology, or grasp the trend using available data.

  • Lead a cross-DOE team that results in improving the effectiveness and efficiency of an organizational/functional process, policy or system.

  • Conduct a cost/benefit impact analysis for a process that needs improvement – propose recommended options and a decision based on facts, data and key findings.

  • Use a project management tool such as Microsoft Project 2003, Excel or simply a sheet of paper to outline roles and timelines in order to manage the project effectively.

  • Draw a flow chart of your team’s work and project processes, and identify problem areas and bottlenecks. Observe if there’s any duplication of effort, and determine if any steps can be eliminated or combined to save time and cost.

  • Create your team’s detail fiscal year calendar based on your department’s goals and mission, and proactively follow through with your plans.

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Operational excellence1

Operational Excellence

Suggested Readings:

“The One-Page Project Manager: Communicate and Manage Any Project with a Single Piece of Paper” by Clark A. Campbell, 2006.

“The Skilled Facilitator” by Roger Schwarz, 2002.

“Business Process Management: A Practical Guideline to Successful Implementations (Second Edition)” by John Jeston and Johan Nelis, 2008.

“Designing Solutions for Your Business Problems: A Structured Process for Managers and Consultants” by Betty Vandenbosch, 2004.

  • Recommended City Training Center (CTC) DCAS Courses:

  • “Essentials for Successful Project Management” (1 day)

    “Time and Task Management Using Microsoft Outlook 2003” (1 day)

    “Setting Up Projects for Success Using Microsoft Project 2003” (1 day)

    “The Project Management Practical” (Meets once a week for 8 weeks between January and March)

    Various e-Learning courses on specific computer and software applications, including MS Office Suite

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Strategic analytical thinking themes and description

Strategic & Analytical Thinking Themes and Description

  • Themes

  • Acts with a “big picture” mindset

  • Data analysis and problem solving

  • Analytical thinking to achieve fact-based decisions

Description

Outstanding DOE managers approach solving organizational issues and challenges

with an analytical mindset. They use the most compelling and relevant data, facts and

information to determine the root cause issues of problems. They integrate data and

consider different points of view to develop a vision or strategy in simple terms that others

can easily understand. Decisions are recommended and implemented based upon

lessons learned and relevant best practices. Outstanding DOE managers lead and act

with a “big picture” mindset.

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Table of contents

  • Themes:

  • Acts with a “big picture” mindset

  • Data analysis and problem solving

  • Analytical thinking to achieve fact-based decisions

Strategic & Analytical Thinking

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Strategic analytical thinking

Strategic / Analytical Thinking

  • Sample Development Activities:

  • Conceptual thinking development exercises: 1) Pick a common item and identify 20 different uses for it (e.g., a fork, a drinking glass, a computer terminal, a shoe, etc.). 2) Consider any two unrelated items and create a list of reasons they are similar (e.g., a pen and a coffee cup, a telephone and an orange).

  • What is the problem or issue? Describe it in one clear sentence, stating it in terms of an outcome rather than a solution. For example, “Within six months, our internal customers will provide us with the feedback that they are 80+ % satisfied with the support and user services we provide.”

  • Identify root causes by using a “five whys” approach. Uncover layers of cause and effect by asking why the issue occurred, why that condition existed, why that was so, and so forth.

  • Work with your team to identify all the stakeholders potentially involved in an issue, gather information from the different stakeholders, and then define problems from the perspective of each stakeholder. Understand the interrelationships and recognize the broad implications of the issue that may lead to solutions and actions.

  • Talk to people in different groups/division who will give you divergent opinions about an issue. List all the ideas for alternatives you have generated or received including rationale, and debate the merits of each possibility with your team.

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Strategic analytical thinking1

Strategic / Analytical Thinking

  • Suggested Readings:

    “Asking the Right Questions: A Guide to Critical Thinking (8th Edition)” by Neil Browne and Stuart Keeley, 2006

    “The Power of the 2 x 2 Matrix: Using 2 x 2 Thinking to Solve Business Problems and Make Better Decisions” by Alex Lowy and Phil Hood, 2004

    “Ahead of the curve: A Guide to Applied Strategic Thinking” by Steven Stowell, 2005

    “Strategic Thinking: A Four Piece Puzzle” by Bill Birnbaum, 2004

    “Why Didn’t I Think of That? Think the Unthinkable and Achieve Creative Greatness” by Charles McCoy, 2002

    Recommended City Training Center (CTC) DCAS Courses:

    “Critical Thinking for Effective Decision Making” (2 days)

    “Creating and Delivering Powerful Presentations” (2 days)

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Influences through effective communication themes and description

Influences through Effective Communication Themes and Description

  • Themes

  • Active listening

  • Manages diverse audiences and expectations

  • Clarity, timeliness and persuasiveness in oral and written communications

Description

Outstanding DOE managers are clear, timely and persuasive in their written and

oral communications. They understand what and how to communicate to specific

audiences based on knowing and anticipating the information needs of their customers

(both internal and external). They are expert active listeners, and listen to seek

understanding and engage others in dialogue and debate. They effectively build on

ideas and information that have been shared, and enable others to see different insights 

that lead to a new level of understanding. They communicate persuasively, resulting in

managing audience needs and expectations.

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Table of contents

  • Themes:

  • Active listening

  • Manages diverse audiences and expectations

  • Clarity, timeliness and persuasiveness of oral

  • and written communications

Influences through Effective Communication

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Influences through effective communication

Influences through Effective Communication

  • Sample Development Activities:

  • When listening, demonstrate genuine interest and empathy, pay attention to nonverbal behavior, and identify the person’s main message. Also develop an understanding of how important the topic is to the person, and why.

  • Identify people who are considered skilled listeners and watch them in action. Take note of how they convey affinity and rapport. What are their nonverbal actions? What questions do they ask?

  • Role-play situations with your colleagues in which audience members get lost, restless, or otherwise disengaged. Give each other specific feedback on what works well and what is ineffective.

  • Before a presentation or team discussion, think of as many potential questions as possible, especially difficult or hostile ones. Prepare strong answers that relate to your key messages. You still might be surprised by a question, but preparation will take away much of the “what if” anxiety.

  • Always think of, and define the purpose of your communication before outlining them. Asking clarifying questions to be clear on the main thoughts and ideas.

  • To grab the audience’s attention, try one of these ideas: 1) use a dramatic statement, 2) ask a question that requires a response from the audience, 3) refer to a recent or well-known event, 4) tell a story from your own experience, or 5) Cite a quotation from an authoritative source.

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Influences through effective communication1

Influences through Effective Communication

  • Suggested Readings:

    “Guide to Interpersonal Communication” by Joann Baney, 2003.

    “Listening Effectively: Achieving High Standards in Communications” by John Kline, 2002

    “The Leader’s Voice: How Communication Can Inspire Action and Get Results!” by Boyd Clarke and Ron Crossland, 2002.

    “The Voice of Authority: 10 Communication Strategies that the Leaders Need to Know” by Dianna Booher, 2007.

    “Working the Room: How to Move People to Action through Audience-Centered Speaking” by Nick Morgan, 2003.

    “Say It in Six: How to Say Exactly What You Mean in Six Minutes of Less” by Ron Hoff, 1996.

    “The Business Writer’s Handbook (8th Edition)” by Gerald Alred, Charles Brusaw & Walter Oliu, 2006.

  • “Difficult Conversations: How to Discuss What Matters Most” By Douglas Stone, Bruce Patton, Sheila Heen, 1999.

  • Recommended City Training Center (CTC) DCAS Courses:

    “Developing Dynamic Listening Skills” (1 day)

    “Influencing without Authority” (1 day)

    “Business Writing: Clarity Through Critical Thinking” (1 day)

    “Communicating for Results” (2 days)

    “Customer-Focused Writing for Clear and Effective Communication (.5 day)

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Personal leadership effectiveness themes and description

Personal Leadership & Effectiveness Themes and Description

  • Themes

  • Integrity and leading authentically

  • Conflict resolution

  • Team leadership and teamwork

  • Knowledge sharing and investing in the success of others to build organizational capability

Description

Outstanding DOE managers lead and act with integrity and genuineness. They take

the time to resolve conflicts constructively when they arise. They proactively reach across

DOE divisions and functions to build and nurture relationships with others that help achieve

needed outcomes and results. They are recognized as effective coaches by investing time

in helping both individuals and teams reach their full potential. The personal success of

others is a high personal priority for outstanding DOE managers.

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Table of contents

  • Themes:

  • Integrity and leading authentically

  • Conflict resolution

  • Team leadership and teamwork

  • Knowledge sharing and investing in the success of others

Personal Leadership & Effectiveness

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Personal leadership effectiveness

Personal Leadership & Effectiveness

  • Sample Development Activities:

  • Regularly review to make sure that your actions and management approach are firmly aligned with the Children First Reform Agenda and your group/division goals and values. Link your team's mission to that of the broader DOE organization – share the Chancellor’s Strategic priorities with your staff.

  • Ask yourself after every interaction with the team, “Have I left them feeling stronger and more capable than before?”

  • Focus on issues rather than people when addressing and resolving conflict. Write an agenda for meetings in which a conflict needs to be addressed. This will give everybody the same expectation for what needs to be accomplished and will help the group stay on track.

  • Promote teamwork among different groups by showing respect for other functions and professions. Watch out for “us versus them” thinking and discussions. Check yourself and be brave to caution others when they talk in those terms.

  • Invest in and encourage team participation in cross-functional/multi-cultural learning sessions to help develop and strengthen your team’s appreciation for different values and viewpoints.

  • Ask your staff to research specific issues. Have them learn enough about the issue to brief you and others on what they have learned, and have them become experts on the issue/subject.

  • Show interest in people’s career, and follow up/coach them on their development plans with formal and informal meetings throughout the year. In addition to asking staff what motivates them, observe what motivates them.

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Personal leadership effectiveness1

Personal Leadership & Effectiveness

  • Suggested Readings:

    “The True North: Discover Your Authentic Leadership” by Bill George, 2007.

    “Influence Without Authority (2nd Edition)” by Alan R. Cohen & David L. Bradford, 2005.

    “Resolving Conflicts at Work: Eight Strategies for Everyone on the Job” by Kenneth Cloke and

    Joan Goldsmith, 2005.

  • “Love ’em or Loose ‘em” by B. Kaye and S. Jordan-Evans, 2008.

    “Beyond Teams: Building the Collaborative Organization” by M. Beyerlein, C. McGee and S. Freedman, 2002.

    “Primal Leadership” by D. Coleman, R. Boyatzis and A. McKee, 2004.

  • “Working with Emotional Intelligence” By Daniel Goldman, 1998.

    Recommended City Training Center (CTC) DCAS Courses:

    “The Manager as Coach: Increasing Employee Participation” (2 days)

    “Dealing with Conflict on Work Teams” (1 day)

    “Building Positive Workplace Relationships” (2 days)

    “Team-Based Leadership” (2 days)

    “Giving Effective On-Going Feedback” (1 day)

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Champions change innovation adaptability themes and description

Champions Change & Innovation / AdaptabilityThemes and Description

  • Themes

  • Embraces change

  • Risk taking

  • Idea creation

Description

Outstanding DOE managers look for opportunities and ways to improve the way things

work. Achieving new levels of efficiency and effectiveness are high priorities for them.

They make decisions to take informed risks that support the implementation of change

and innovation. DOE managers use data and fact-driven arguments to continuously find

ways to change what needs to be changed, improve as well as lead the implementation

of new and innovative concepts and ideas across the organization.

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Table of contents

  • Themes:

  • Embraces change

  • Risk taking

  • Idea creation

Champions Change & Innovation/Adaptability

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Champions change and innovation adaptability

Champions Change and Innovation / Adaptability

  • Sample Development Activities:

  • Conduct a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of your team and your division to understand what is working well, and what needs to be changed or improved. Google SWOT for more background and access to tools to complete a SWOT Analysis.

  • Create a crisis contingency plan (e.g. team leader has changed, or budget for team/division is significantly reduced, say by 30%. What would you maintain and what would you change)? Through this exercise, you may be able to identify better allocation of your team’s resources and budget.

  • Study the innovative practices of other divisions, agencies and organizations, and think about potential internal innovations that could be applied to your team.

  • List some of the best practices and new ideas that your team has developed, and share them with your peer managers. Also, discuss them with your supervisors to see if they can be disseminated across other DOE divisions.

  • In team meetings, when discussing tough issues, force yourself (and others) to question which obstacles are really external and which are internal and should be resolved at your level.

  • Challenge the status quo and “the way it has always been done” mentality. Identify organizational barriers to innovation such as policy barriers, lack of funding, silo thinking, micromanagement and hidden agendas, and brainstorm with colleagues to create new ideas and ways to overcome the barriers.

  • Identify who your stakeholders are (who champions your efforts, who is in a position of influence across the DOE to sponsor your effort, who is effected by your effort) and think about what you might need to do or say to them to help them understand and support the changes you want to implement in the near future.

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Champions change and innovation adaptability1

Champions Change and Innovation / Adaptability

  • Suggested Readings:

    “Driving Growth through Innovation: How Leading Firms Are Transforming their Futures” by Robert B. Tucker, 2002.

    “Learned Optimism: How to Change Your Mind and Your Life” by Martin E. Seligman, 1998.

    “Creativity and Personality Type: Tools for Understanding and Inspiring the Many Voices of Creativity” by Marci Segal, 2001.

    “The Seeds of Innovation: Cultivating the Synergy That Fosters New Ideas” by Elaine Dundon, 2002.

    “One Day, All Children… : The Unlikely Triumph of Teach For America and What I learned Along the Way” by Wendy Kopp, 2001.

    Chapter 4: ‘Leverage Innovation’ of the “Successful Manager’s Handbook” (pg 77 - 96) by Personnel Decisions International, 2004.

    “Managing at The Speed of Change” by Darryl R. Conner, 1992.

    Recommended City Training Center (CTC) DCAS Courses:

    “Visual Thinking: Solve Problems, Sell Ideas, and Have Fun Doing It!” (2 days)

    “’Break-Through’ Thinking” (1 day)

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Making the most of your development plan

Making the Most of Your Development Plan

  • Achieving success in demonstrating the DOE Managerial Competencies at higher levels of proficiency is a gradual process. Therefore, improving your individual capability in any one of them requires:

  • thoughtful and focused planning over time

  • your personal commitment to work on your development activities

  • proactively asking for feedback from your manager and others on your progress

    When creating your development plan, ask yourself these questions:

  • Think about a past job or time in your career when you achieved a satisfying accomplishment.

    What was the situation and what role did you play? What skills were required to achieve success?

  • In your current job role at the DOE, what energizes you? What skills and knowledge do you find

    most satisfying?

  • Which DOE Managerial Competencies most support your personal development goals?

    When prioritizing which DOE Managerial Competencies to work on, consider the following:

  • Your strengths – which behaviors you want to continue leveraging and maintain at a high level

  • Development opportunities – if I work on being more effective in these behaviors, it will make a real

    difference and have a high impact for my performance in my current job role

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Sample development goals and action plans

Sample Development Goals and Action Plans

  • Development Goals based on

  • DOE Managerial Competencies

  • Examples:

  • Customer Partnership and Insight

  • Operational Excellence

  • Sample Action Plans

  • Attend customer staff meetings or host a customer

  • focus group to identify what’s working well and

  • what can be improved to provide better support

  • Lead a cross functional project team within DHR that

  • results in improving the efficiency of a major HR

  • process of system.

  • Identify at least one cross-DHR process improvement

  • and proactively share data, knowledge and/or

  • information that will result in team members increasing

  • their ability to provide higher levels of customer support.

  • Over the next 12 months, schedule informational

  • interviews with 3-5 new DHR colleagues to learn more

  • about their goals and operations.

  • Shadow a more senior HR leader and observe his/her

  • public speaking skills and techniques. Co-present with

  • this more senior leader and receive feedback. Use this

  • feedback to present to a large group. Ask group to

  • complete a formal workshop evaluation, including

  • questions about your effectiveness as the presenter.

  • Personal Development Goals

  • Examples:

  • Gain broader exposure to other

  • DHR functions or departments

  • Improve effectiveness and confidence in

  • speaking in front of large groups

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Additional resources

Additional Resources

  • The following list of resources and tools will help you to create your individual development plan and supporting activities.

  • Webinar – Talent Review Process (for DHR employees)

  • The link below provides you access to a 15-min webinar presentation which will give you an overview of the DHR Talent Review process and sample development goals and activities to consider using to help you create your own development plan.

  • http://www.learningtimes.net/dhrwebcasts

  • DOE Managerial Competency 360 Degree Feedback Survey

  • The DOE Managerial Competency Survey tool enables you to formally gather feedback from your manager and others as input to create your personal development plan. The survey is comprised of 70 behavior items and two open ended questions and takes approx. 20 minutes to complete. Contact Richard Brescia at [email protected] further information about the survey.

  • DOE website – Performance Management and Talent Development

  • Employee Development for New York City Department of Education’s central administrative and managerial employees includes training and professional development offerings, citywide personnel programs, and other important information.

  • http://schools.nyc.gov/Offices/DHR/CentralAdministrativeManagerialEmployees/Employee+Development.htm

  • DCAS website – City-sponsored training and development offerings

  • The Department of Citywide Administrative Services (DCAS) is the administrative arm of New York City government. DCAS offers training and development programs for all city agency employees at all levels. Their programs include:  Management Academy, Leadership Institute, Distance Learning Programs, and the Citywide Training Center. For more information, visit the DCAS Web site.

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