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Leading Self. Leading The Coast Guard. Leading Performance & Change. Leading Others. Coast Guard Leader. Mid-Grade Officer Leadership Gap Analysis (MOLGA). Leadership Advisory Council Out-brief. MOLGA’s ORIGIN.

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Leading

Self

Leading

The

Coast Guard

Leading

Performance

& Change

Leading

Others

Coast Guard

Leader

Mid-Grade Officer Leadership Gap Analysis (MOLGA)

Leadership Advisory Council

Out-brief


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MOLGA’s ORIGIN

  • The Leadership Advisory Council (LAC)posed the question: – In today’s dynamic Coast Guard, does the transition to O-4 need to be facilitated or is the current experiential model enough?

  • As a result, the Office of Leadership and Development (CG-133) requested an analysis of the leadership skill set of mid-grade officers (O-3s & O-4s).


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Organizational

Mission, Strategy, and

Goals

Desired Workforce

Performance

Lack of:

  • Consequences, Incentives, or Rewards

  • Data, Information, and Feedback

  • Environmental Support, Resources, and Tools

  • Individual Capacity

  • Motives and Expectations

  • Skills and Knowledge

Appraisal Systems, Career Development, Coaching, Culture Change, Compensation, Documentation, Environment, Engineering, Health/Wellness, Information Systems, Job Aids, Job/Work Design, Leadership, Organizational Design, Electronic Performance Support, Re-engineering, Staffing, Supervision, Team Building, Training, Education, and others.

Gap

Work, Organizational, and

Competitive

Environment

Actual

State of

Workforce

Performance

Implementation & Change

Evaluation

MOLGA ALIGNMENT

Intervention Selection and Design

Performance Analysis

Cause Analysis

NEEDS ASSESSMENT MODEL


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Project Parameters

  • Time - 8 months (Phase I & II)

  • Funding - $27,0000

  • Team - Two primary analysts

  • Rank - Led by O-4

  • Access – Provided by CG-133

  • Scope – Reaching out to the entire CG


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“The very concept of leadership is elusive and tricky. It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

From The Contrarian’s Guide to Leadership by Steven B. Sample (currently on the COMDT’s reading list)


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MOLGA ALIGNMENT It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

How Do You Assess Leadership?

  • Officer Evaluation Reports (OERs)?

  • Benchmark Other Services?

  • Use the 28 Leadership Competencies

    (Leadership Development Framework COMDTINST M5351.3)

    Brilliant!


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28 Leadership Competencies It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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MOLGA’s Objective It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

  • Determine if performance gaps exist between the actual state of Mid grade officer leadership and the optimal state (28 leadership competencies).

PERFORMANCE GAP = Actual vs Optimal


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Gap Analysis Plan It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

Extant

Data Review

& Research

Recommended

Gap

Survey Data

Interview Data


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RESULTS It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Interview Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

The Coast Guard's Leadership development system provides Mid-grade officers the support they need to succeed n=31


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Interview Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

Based on my experience, there are current leadership gaps in the Mid-grade officer (O-3 & O-4) ranks n=31


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Interview Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Survey Demographics It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Defining The Gap It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

For the on-line survey a Gap was defined as:

A gap is defined as a cumulative negative response (strongly disagree or disagree) greater than 30% in the survey responses provided by the O-3s, O-4s, and O-5s.


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O-5 Survey Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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O-5 Survey Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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O-5 Survey Data Highlights It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Mid-Grade Officers Highlights (w/Relative Ranking) It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Data Highlights (Survey Comments) It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

1894 survey responses recorded 1008 (O-3, O-4 & O-5) comments. 788 were pertinent to Leadership and classified by similar themes.


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Findings It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

Significant leadership gaps identified by this study are within the competencies of:

  • Strategic Thinking

  • Political Savvy

  • Human Resource Management

  • Vision Development & Implementation


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Findings It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Cause Analysis Phase It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Organizational It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

Mission, Strategy, and

Goals

Desired Workforce

Performance

Lack of:

  • Consequences, Incentives, or Rewards

  • Data, Information, and Feedback

  • Environmental Support, Resources, and Tools

  • Individual Capacity

  • Motives and Expectations

  • Skills and Knowledge

Appraisal Systems, Career Development, Coaching, Culture Change, Compensation, Documentation, Environment, Engineering, Health/Wellness, Information Systems, Job Aids, Job/Work Design, Leadership, Organizational Design, Electronic Performance Support, Re-engineering, Staffing, Supervision, Team Building, Training, Education, and others.

Gap

Work, Organizational, and

Competitive

Environment

Actual

State of

Workforce

Performance

Implementation & Change

Evaluation

MOLGA ALIGNMENT

Intervention Selection and Design

Performance Analysis

Cause Analysis

NEEDS ASSESSMENT MODEL


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SURVEY EXAMPLE – Barriers It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”(Mid-Grade Officers)

When a 1, 2 or 3 response is marked…


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SURVEY EXAMPLE – Barriers It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”(O-5s)

When a 1, 2 or 3 response is marked…


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Leadership and Management School It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”(LAMS)

Unit Leadership Development Program (ULDP)

Leadership Development Framework

Unit Level Training

Individual Development Program (IDP)

Structured OJT

Civilian Supervisor Training

Skillsoft

Commandant Reading List

Mentoring Program

Positive Forces


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Restraining Forces It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

  • No formal leadership training for Officers beyond LAMS

  • No unified leadership development process/continuum

  • High OPTEMPO- Do More with less

  • Not many are aware of 28 leadership competencies

  • Confusion about applicability of 28 leadership competencies

  • No accountability for the required routine use of the ULDP

  • Valuable online training (Skillsoft) for each leadership competency is not taken advantage of due to infrequent/ no use of the ULDP and advertising

  • No way of accessing personal leadership ability (360 survey)

  • No alignment between OER and 28 leadership competencies


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Data Highlights (Survey Comments) It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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SURVEY EXAMPLE – Barrier Results It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”(Mid-Grade Officers)


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SURVEY EXAMPLE – Barrier Results It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”(O-5s)


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Identified Root Causes It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Intervention Selection Phase* It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”


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Recommendations It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

  • Develop a formal leadership development process that is unified and distinguishable.

  • *Implement the interventions for each gap found in the Unit Leadership Development Program (ULDP).

  • Continue to use creative ways to inform the Coast Guard about the Leadership Development Framework and its applicability.

    *Alternative Solution


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Recommendations It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

  • Officers that receive assignments that require the management of civilians should attend the Supervisor of Civilian Personnel Training.

  • Continue to evaluate the Coast Guard’s Leadership Development Process


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Mid-grade Officer Leadership Gap Analysis (MOLGA) It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.”

LCDR Quincy Davis - Quincy.L.Davis@uscg.mil

PTC Analysis Branch Chief