AT&L Top Priorities& Leadership

Frank J. Anderson, Jr.

President

March 5, 2007

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The Federal Environment

Employees Question Federal Leaders Abilities to Meet Responsibilities – Climate Surveys

Agencies Do a Poor Job Managing First-line Supervisors

Agency Performance appraisal Systems Are Not Effective

Incentive Systems Do Not Recognize Performance Succession Programs and Leadership Development

Programs Not Utilized

* Final Report and Recommendations – the 21st Century Federal Manager, National Academy of Public Administration, February 2004

Gallup Survey…29% of workforce engaged

55% not engaged

16% actively disengaged

Gallup Survey…29% of workforce engaged

55% not engaged

16% actively disengaged

USD (AT&L) OrganizationUSD (AT&L) Organization

$270B annual spendOversees 135k people

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•Human Capital•Competitive sourcing•Financial management•Expanded e-Government•Budget & Performance Integration

•Transform our Military Forces• Implement QDR

•Changing long standing business processes within the Dept to take advantage of IT

•Foster a culture of innovation•Divest & invest for the longer term

•Continuous Transformation

•Capabilities-based Approach

•Focused Logistics•Joint Systems•Network Centric Operations

• “Big A” Acquisition•Governance•Risk-based Source Selection & Time Certain Acquisition Programs

•Defense Human Capital Strategy• Competencies &

Performance Criteria

Mar 2005

Feb 2006 2004

National Security Strategy

National Defense Strategy

National Military StrategyQuadrennial Defense Review

Hon. James I. Finley DUSD (A&T)

Hon. John J. Young, Jr. Director, Defense Research & Engineering

Hon. Jack BellDUSD (L&MR)

Hon. Ken KriegUSD (AT&L)

1. High Performing, Agile, & Ethical Workforce2. Strategic & Tactical Acquisition Excellence3. Focused Technology to Meet Warfighting Needs4. Cost-effective Joint-Logistics Support for the Warfighter5. Reliable & Cost-effective Industrial Capabilities Sufficient to

Meet Strategic Objectives6. Improved Governance & Decision Processes7. Capable, Efficient & Cost-Effective Installations

The President’s

Management Agenda

Align with Senior Leadership

AT&L Goals

“The department must have a vision that conveys to the public a commitment to attract & develop the best mix of people, both military & civilian. This vision must be supported by an effective human capital strategy that is actively measured against well defined goals.”Robert Gates -

SECDEF

DoD Alignment

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AT&L Top Priorities Are Our Strategic Goals Implementation

Ken Krieg, USD (AT&L)

1. A High Performance, Agile, and Ethical Workforce

2. Strategic and Tactical Acquisition Excellence

3. Focused Technology to Meet Warfighting Needs

4. Cost-Effective Joint Logistics Support for the Warfighter

5. Reliable and Cost-Effective Industrial Capabilities Sufficient to Meet Strategic Capabilities

6. Improved Governance and Decision Processes

7. Capable, Efficient and Cost-Effective Installations

AT&L’s top priorities are our Seven Strategic Goals that are aimed at achieving and sustaining:

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AT&L Goal 1AT&L Goal 1 DAU Goal 1DAU Goal 11.1.51.1.5

AT&L HCSP AT&L HCSP Goal 4Goal 4 DoD HCSP DoD HCSP

Goal 2Goal 2

Provide learning assets at the point of need to support Mission responsive humanCapital development

Mission - Ready Workforce

High Performing, Agile & Ethical Workforce

Provide a fully integrated powerful learning environment that engages the learner at the point of need

Fully Engaged, Proactively Supporting,Solutions Oriented

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VisionaryInspiring

organizational and individual growth

ContributorApplying personal capabilities to achieve results

TacticianAssuring business

results are achieved

FacilitatorWorking with

others to achieve results

• A leader doesn’t choose roles based on his or her personal style; rather, the four are complementary components of every leadership position.

• While emphasis on each role may change with jobs, all four roles are always present.

Integrated Leadership

Source: Kaplan-Leiserson. “Integrated Leadership.” Training and Development July 2005: 12

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Tactical and Strategic are InseparableTactical and Strategic are Inseparable

DAU…• Slow to update courses• Slow to adopt e-learning• Not attuned to stakeholder priorities

StrategicStrategicVision and PlanVision and Plan

Learning and Learning and Business ModelBusiness Modelthat Links Datathat Links Data

LeadershipLeadershipDecision MakingDecision Making

CalibrationCalibration

Tactical

Strategic

Courses

ClassroomTesting

Delivery

Scheduling

Facilities

Content

On-lineFeedback

Curriculum

Learning Architecture

Alignment to Business Goals

Enterprise

Branding

Corporate University

Talent Management

Strategic Partnerships

Learning Organizations

Performance Results and OutcomesPerformance Results and Outcomes

Multi-year Trends

Stakeholders

Students

Faculty

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Point of View

Leadership Always Makes a Difference…

Leaders have a Strong Desire to Lead

Leadership is Fundamentally About Service

Military Officers: LEADERSHIP then technical

Federal Civilians: Technical … then Leadership?

Leadership and Management Are Not the Same

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There Is a Price of Poor Leadership

Job Performance Suffers

Employees Leave --- Unhappy Work Environment

Problems Increase Requiring 3rd Party Intervention

Less then Optimal Outcomes

Transformation Initiatives Fail

Others?

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The Senior Leader’s Vision/Ownership

Leadership Development Construct

Senior Leadership

Associate / Deputy

Middle ManagersIDP

IDP

IDP

• 360o Assessment (On-going)• Off-site Leadership• Performance Mgt

•NSPS• Reading Program

• Conference Participation & Courses

• Targeted Seminars• Harvard Business School

and 9th House Modules

• 360o Assessment (On-going)• NSPS• Leadership Courses• Leadership Assessments• Off-site Leadership• Reading Program

• Professional and Technical Conference Participation & Courses

• Harvard Business School and 9th House Modules

Prof

essi

onal

and

Tec

hnic

al In

itiat

ives Leadership and C

ultural Initiatives

• Professional and Technical Conference Participation & Courses

• Harvard Business School and 9th House Modules

• 360o Assessment (On-going)• Off-site Leadership• Performance Mgt –NSPS• Leadership Assessments• Job shadowing• Reading Program

Program Coordinator: Chris Hardy

Program Coordinator: Jill Garzone

Program Coordinator: Judy Fleming

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Leadership is not just about job title or position. It’s about alignment, action, initiative, & results.

We must all design personal strategies to lead no matter where you are in your organization.

Organizations must encourage people to proactively lead at all levels --- empowerment.

Parting Shot…

Leading From Where You Are