United States Environmental Protection Agency

1
United States Environmental Protection Agency

• Pre-Supervisory Development Programs

2

• Our Nations future and the future success of our
  individual organizations depends on the leaders
  we develop today.
• Top talent looks for organizations that will
  provide them with the best leadership development
  programsflexible and dynamic careers,
  challenging work, and opportunities to innovate,
  create and work towards outcomes that will meet
  the organizations mission.
• Why Our Organizations Need Effective Leadership
  Development
• Leadership development is getting a lot of
  attention these days! The Baby Boomers are
  retiring and we need to build a new cadre of
  leaders to take on the responsibility of moving
  our organizations forward.
• Competition for talent is fierce even in todays
  economic situation. Organizations who display
  leadership savvy and offer development
  opportunities to their employees have the edge
  over all competitors who are recruiting for the
  same talent, and it sets the foundation to expect
  sustainable success.

3
What

• The Environmental Protection Agency is no
  different than any other large organization when
  it comes to needing strong capable leaders to
  move the primary goals and objectives forward.
• Filling positions and preparing individuals to
  take on the challenges of leading people is not
  always easy.
• Ensuring employees focus on building capacity and
  strengthening the core competencies necessary to
  lead.

4
Why

• Finding the right person for the right job at the
  right time becomes one of the primary challenges
  of both the senior leadership team and the
  training and development community.
• Identifying gaps in skill and experience to
  improve employee readiness to take on
  challenges associated with formal leadership
  roles.
• Partnering with the Agency Strategic Workforce
  Planning, and Executive Development teams helps
  us focus our direction and selection of
  development activities

5
How

• Stepping Up To Supervision
• Review of Agency Leadership Model
• Discuss and review various leadership roles
  available in federal service
• Review core competency model
• Engage in a full 360? skills assessment
• Discover the power and importance of emotional
  intelligence
• Build developmental action plan
• Discuss options for mentoring and other
  development activities
• Program aligns with EPAs Successful Leaders
  Program

6
How

• Leadership and Professional Development Rotation
  Program
• Allows high potential non-supervisory GS13-15
  engage in a 120 day development rotation
  assignment
• Experience first hand supervisory tasks and
  assignments
• Shadow senior executive
• Mentor assigned throughout to guide and provide
  feedback

7
How

• Situational Leadership
• Blended learning approach using on-line learning
  component and classroom instruction sessions
• Three (3) one-on-one executive coaching sessions
  following each workshop
• Performance management assessment available for
  Team Leaders

8
How

• Career Path Planning
• Discuss career fit
• Identify core values
• Review results of Interests assessment
• Mentoring and Feedback
• Identifying your personal network
• Visioning for the future
• Development/Action planning

9
How

• Coaching, Mentoring and On-Line Learning
• Employees also have access to a variety of
  learning activities
• One-on-One Coaching services (internal and
  external sources)
• Formal and informal mentoring opportunities
• Access to on-line development programs through
  two different vendors

10
When

• Stepping Up To Supervision
• Offered at Headquarters 2xs annually
• Offered in Regions and Laboratories as requested
• Leadership and Professional Development Rotation
  Program
• Annual engagement up to 24 participants per
  year
• Career Path Planning
• Offered at Headquarters 2xs annually
• Offered in Regions and Laboratories as requested
• Situational Leadership
• Offered at Headquarters 2xs annually
• Offered in Regions and Laboratories as requested
• Other Learning Activities
• Identified through individual development plans
  and outcome of assessments

11
Soyou want to be a supervisor.

• Based on research, feedback and testimonies, the
  most difficult professional transition for
  employees is the step up to supervisor. Are you
  ready to step up?
• Prior to any promotion, employees are usually
  looked upon as the technical expert, a dynamic
  individual contributor. Suddenly, with the stroke
  of a pen and a few words of congratulations, the
  new supervisor is expected to make a fundamental
  shift in their outlook and begin to accomplish
  great amount of work done through the cooperation
  of others. Instead of having a work schedule set
  by someone else, the new supervisor must set
  schedules for others, delegate work assignments,
  provide effective feedback and so much more.
• Do you have the skills to make that happen? Will
  you be able to find job satisfaction as you guide
  and direct the work of others? These are just a
  few of the questions that an individual should be
  exploring as they outline their career path,
  either as a technical expert who shares valuable
  information to others, or as a formal leader,
  supervisor or manager in any organization.
• Stepping Up To Supervision is designed to help
  employees identify the core skills/competencies
  necessary to become a confident, prepared,
  knowledgeable leader at the EPA. Are you ready to
  "Cross the Bridge" from being the technical
  expert to formally leading a team of
  professionals?

12
Stepping Up to Supervision

• You will engage in activities relating to
• Receiving feedback from your supervisor,
  colleagues, peers and customers through a formal
  360 assessment process
• Meet a current supervisor and hear about their
  role, best practices, lessons learned and
  practical advise on next steps to success
• Actively participate in group discussions and
  exercises that help to stimulate new ideas and
  share experiences to help outline your
  development activities
• Begin to create an action plan using the feedback
  from your 360 assessment to focus on core skills
  that will help you to meet your professional goal
  

13
Finding the right 360 Assessment tool for your
organziation

• 360 instruments that will give you the most
  reliable results for you and your organization
  (measures your identified competencies)
• Reporting options that allow you to view reliable
  results easily and clearly at an individual
  level, as well as at a group or organization
  level
• Data presentation shown in multiple formats
• Embedded development tools
• Group/Organization benchmarking
• Flexible coaching options that complement the 360
  process. (internal and or external)
• One-on-One Coaching
• Group Facilitation
• Development tools that aid your participants
  through the 360 process and the development that
  follows
• Development Tips
• Behavioral Examples
• Action Planning Forms/Tools

14

• Questions
• Ridings.Sharon_at_epa.gov