Dr. Owen C. Gadeken Professor of Engineering Management owen.gadeken@dau.mil

1. Innovative Leadership Development for the Acquisition Workforce Dr. Owen C. Gadeken Professor of Engineering Management owen.gadeken@dau.mil Defense Acquisition University (DAU) Fort Belvoir, Virginia 22060

2. YOUR ACQUISITION CAREER Balance of Expertise Leadership Managerial Functional Time

3. Leadership Exercise* Student Importance RatingsGroups Communication 224 Vision/Strategy 203 Delegation/Empowerment 151 Integrity 128 People Skills 111 Competence/Expertise 95 Team Building 88 360 Feedback** Category Ranking High Low Low High High High Medium The Ideal Program Manager(Defense AT&L Magazine, May-June 2004) *1,966 students in 326 student groups **7,796 APMC students

4. Career Development Leadership Key Attributes Behaviors Management Skills Content Knowledge Top PMs Acquisition Managers Acquisition Professionals

5. DAU Leadership Development:Innovative Classroom Approaches PMT-352B Program Management Office Course • Computer-Driven Scripted Scenario with Role Assignments PMT-401 Program Managers Course • Real World Case Studies (“Harvard on the Potomac”) • Looking Glass Leadership Simulation

6. PMT 352 leverages E-learning technologies in both distance learning and classroom environments

7. Joint Reconnaissance & Autonomous Targeting System (JRATS) Joint Command and Control System (JCCS) Mobile JCCS Controller (MJC) Firebird UAV Unmanned Ground Vehicles (UGVs)

8. Preparing students for the workplace using action learning and critical thinking PMT 352B Approach to Learning • Hands-on learning: Student teams perform as IPT’s to produce products for the PM • Each student provided with a notebook computer & LAN connection • Scenario-based training simulates real activities in a PMO • Realistic PMO/IPT exercises represent different phases of an evolutionary program strategy • Rotating leadership responsibility • Program success based on team results

10. PMT 352 Innovations - MindRover MindRover Design Tradeoff Simulation Program

11. Preparing students for the workplace using action learning and critical thinking PMT 401 Approach to Learning • Case-Based Curriculum • Based on Real-World DoD Programs • Form Successful Cross-Functional Teams • Apply Critical and Creative Thinking • Solve Complex Problems & Dilemmas • Apply Best Business Practices to Achieve “Win-Win” Outcomes with Industry Partners

12. Learning Individual Preparation 60 minutes Small Group 30 minutes Classroom Discussion 80 minutes PMT-401: Three Stage Learning Process

13. Case Studies (Over 100 Used) Kiowa Warrior Bradley Upgrade DDX Norwegian Frigate GE Valley Forge Trident II AMRAAM DDG-51 Columbian Blackhawk UUV F-22 Media Gladiator PMO Baghdad SADARM Toyota AAV Lean/ Cellular Mfg USS Eisenhower F-117 RAM JSTARS SATCOM Global Air Traffic F/A-18 Rapid Fielding V-22 OPS Readiness ICBM Prime Integration B-2 Radar THAAD JSF

14. PMT-401: Looking Glass, Inc.A Leadership Simulation • Developed by the Center for Creative Leadership (CCL) in Greensboro NC • Most Popular Behavioral Simulation in the World • Simple but realistic context (glass manufacturing) • Provides neutral “playing field” • Focus on developing leadership & management skills Looking Glass is an elaborate team exercise, and not a computer simulation.

15. What Is A Leadership Simulation? • A few hours in the life of a company • Based on real events • Intensified reality: there’s time pressure • No interventions • No tricks • No winners or losers • It’s YOUR company • Run it as you wish!

16. How Is LGI Organized & Run? • 3 Divisions • Commercial, Industrial, & Advanced Products • 8 U.S. Plants • 3 International Joint Ventures • 4,500 Employees • $600M Annual Sales • 4.3B sq. ft. of Glass Each Year • Corporate HQ at “Fort Belvoir VA”

17. Looking Glass, Inc. President And CEO Vice-President Advanced Products Vice-President Commercial Glass Vice-President Industrial Glass Director Sales and Mktg. Director Manufacturing Director Product Dev. Director Sales and Mktg. Director Manufacturing Director Product Dev. Director Sales and Mktg. Director Manufacturing Director Product Dev. Plant Manager Capacitors Plant Manager LCD Glass Plant Manager Optical Fibers Plant Manager Lighting Products Plant Manager Flat Glass Plant Manager Auto Glass Plant Manager Specialty Glass Plant Manager Glass Piping Advanced Products Division Industrial Glass Division Commercial Glass Division @2000Center for Creative Leadership.

18. The Feedback Process • The point of Looking Glass is to learn something about yourself & the team • Debriefs provide Feedback • Why give feedback? “(my experience) has made me a real zealot about (giving) feedback . I do it myself. I demand that people who work for me do it.” (Terry Little, MDA) “I give people direct feedback, honest feedback, and I feel that in our system we don’t do that a lot.” (Judy Stokely, Air Force )

19. Experiential Learning Cycle Experience Running the Looking Glass Company • Apply • How can I put • what I’ve learned • to work? • What do I need • to do differently? • Analyze • What happened? • What worked? Why? • What didn’t? Why? • Generalize • How does this relate? • What else works this way? • What else could work this way?

20. “DAU is one institution that touches nearly every memberof the workforce throughout all stages of their professional careers. This is where we revitalize our workforce, while ensuring it has the training it needs to make smart business decisions and deliver for the warfighter.”Mike Wynne (Acting USD/AT&L)

22. “If you think education is expensive,try ignorance!”

23. “This job is hard, but if you’re stupid it’s really hard!!John Wayne(This quote may also apply to acquisition.)

24. “The best way to predict the future is to create it.”Peter Drucker

25. PM Thinking Skills “Figuring out what is going on in a complex world is the heart of leadership. Otherwise leaders are defeated by events they do not understand.” ADM Carlisle Trost Former CNO “We were heading to a point where, although it was years away from happening, things would start to diverge. But action needed to be taken right then and there so that...we would have enough canisters to go around and support the missile base. That was the driving factor in what I was doing.” Navy Program Manager

26. Assessing and DevelopingProject Manager Competencies • 1. Personal Reflection (On-The-Job Feedback) • - Personal reflection on what worked and what didn’t • - Correlated with candid feedback from others involved • 2. 360 Degree Feedback Instruments • - Composite of self, supervisor, peer, and subordinate ratings • - Norm data provided for benchmark • 3. Training and Development - Experiential Exercises • - Case studies • - Computer simulations • - Behavioral (role-playing) simulations • - Experiential (outdoor) exercises

27. Leadership Maturity Spiritual Intellectual Moral Emotional Source: Lisa Marshall, The Smart Work Company, 2004

28. Managers Leaders Managers versus Leaders Establish Think Build Provide Work Clear Objectives Critically & Systematically Internal Teams (IPTs/PMO) Decisions & Implementation Within the System to Get Results Compelling Vision Creatively & Unconventionally External Teams (Stakeholders) Coaching & Empowerment On the System to Improve It Successful PMs must be both Managers and Leaders!

29. Keys to Project Leadership • Choose your Role • Own your program • Set clear & compelling Goals and act on them • Think Ahead & Reflect Back on your project • Develop and Empower your staff • Thrive on Relationships and Influence • Be Open and Honest with others

30. What is a Leader? • Someone who you will choose to follow to a place you would not go by yourself Source: Joel Barker, Paradigm Mastery Series

31. Breadth of Responsibility High Leaders Breadth of Responsibility Followers Low Source: Joel Barker, Paradigm Mastery Series For the Present For the Future Time Point: The leader’s job is to find the future.

32. “Neglect the future and no one will thank youfor taking care of the present” Joel Barker

33. Mindshift Mindshift Mindshift Do Different Think Different Think About Thinking Different Results The MindShift Model Skill of Inquiry “Reflective Thinking”

34. Leading Change: Five Mental Habits • Risk Taking - the willingness to push oneself out of comfort zones and test new behaviors • Self-Reflection - the honest assessment of successes and more importantly failures • Opinion Polling - the aggressive collection of information and ideas from others rather than assuming to know it all • Careful Listening - the capacity to gather honest feedback and to consider another person’s viewpoint • Openness to New Ideas - the ability to keep open-minded which allows one to learn new information “In essence, the transformation of an entire organization depends on many smaller transformations in the skills of individuals” John Kotter: Leading Change (Audio Tape; 1996)

35. RESEARCH APPROACHStudy Top Performing Program Managers Interviews (80 to date) • Focused on 3-5 critical incidents (stories) chosen by PM • In-depth reconstruction of actual events • Systematic coding of all transcripts for key behaviors Surveys (350 to date) • Behaviors grouped into competency themes • Large group of PMs rank order competencies • Extra “dummy” competencies added as distracters

36. Managers Leaders Managers versus Leaders Establish Think Build Provide Work Clear Objectives Critically & Systematically Internal Teams (IPTs/PMO) Decisions & Implementation Within the System to Get Results Compelling Vision Creatively & Unconventionally External Teams (Stakeholders) Coaching & Empowerment On the System to Improve It Successful PMs must be both Managers and Leaders!