1. Global Leadership Development
Larry Holman
San Jose State University
Business 262B
Global Leadership Development: U.S.
Navy Leadership Development
Continuum
2. Opportunity Statement
• Current state:
– We have strong leaders in key positions throughout the organization
both in the U.S. and globally with some bench strength identified
however there is insufficient leadership development programs that
focus on techniques for building & maintaining effective relationships,
developing trust, and communicating effectively.
– Personnel shortages has resulted in talent gaps and stakeholders
competing against each other for talent.
– Various levels of leadership capability and skills are not being
leveraged to their fullest talent.
3. Opportunity Statement (Con’t)
• Causes for the current state:
– Previous organizational training programs used on older leaders
focused on unilateral or authoritarian leadership techniques. Individual
skill gaps exist and individual development planning have not been
able to close all gaps.
– There is lack of complete understanding of required core global
leadership principles & competencies.
– The joint service and multi-national organizations requires new skills
and communication techniques.
– Sequestration and downsizing current force has resulted in personnel
shortages.
4. Opportunity Statement (Con’t)
• Desired Future state:
– Broader and deeper understanding of situational leadership and cross-
generational team building.
– Bench strength for all key leadership positions with more flexibility to
capitalize on new business opportunities.
– Shared stakeholder analysis with transparent performance and
personnel gaps clearly identified.
– Faster and better business results.
– Training in how leadership can be a more collaborative (empowering
employees, monitoring and overseeing their progress, making course
corrections as needed).
5. Opportunity Statement (Con’t)
• Existing Boundaries:
– Operational Tempo and finite financial resources prevent building a
separate course for classroom training.
– New course must be supplemental training that will be integrated into
existing leadership courses to maximum program participants and will
not interfere with deployments and other mission requirements
6. Opportunity Statement (Con’t)
•
Proposed solution:
– Design & implement supplemental leadership training taught by a
combination existing of Navy War College and SEA faculty and Aegis
Performance Group facilitators
– Training will include coaching, mentoring, cross generational team
building, effective communication and individual development
– Implement major command, CO, XO, CMC/COB, SEA curriculums to
develop talent in the leadership pipeline which includes trust building,
relationship building, and effective communication content from the
leadership program as well as core requirements
7. Leadership Development Strategy
• “Train the top first” – ensure the command Senior Leadership Team or
TRIAD (CO, XO, CMC) has a common baseline of leadership principles and
skill sets
• TRIAD will serve as role models, coaches, and mentors for all management
• The Leadership program will consist of groups of those selected for
command, XO, CMC/COB, and SEA successors:
– Group and individual development and practice
– Leadership feedback, coaching, mentoring, and individual development plans
– Business projects derived from known fleet issues as the vehicle for practicing leadership skills and obtaining feedback
– Internal faculty from Navy War College and Senior Enlisted Academy to teach core principles & processes
– External faculty/experts from Aegis Performance Group to bring in relevant case studies, learning about generic topics, and
application exercises
• Establish a required curriculum for directors and managers to provide
development opportunities within the leadership pipeline.
• Use existing leadership course curriculums to supplement these curriculums.
• Work with Placement Officers and Detailers to ensure each member has the required
training and skills for their role and level
8. Leadership Program - Impact Map
Program Objectives Knowledge & Skills On the job behaviors Business Outcomes
Develops increased breadth
and depth of leadership at all
levels
Develops SWOT analysis for
organization and
stakeholders
Continues to build effective
communication strategies
Improves personnel
placement policies
Enables learning to occur
across the enterprise, within
departments, and at the
individual level
Understands stakeholder
personnel and mission
requirements
Understands company
vision & strategy
Understands effective
communication principles
Better understanding how
the company works
Strategic planning skills
Cross-functional
collaboration skills
Executive level
communication &
presentation skills
Business acumen skills
Problem solving & Project
management skills
Role model for core values
Exhibits critical leadership
skills
Inspires & motivates
others
Increased
transparency
Simplifies and breaks
down barriers
Collaborates cross
functions
Thinks & acts more
strategically
Multi-cultural
awareness
Socio-affective
communication
Global perspective
Sets vision and aligns
group
Increased breadth & depth
of leadership
Common methods of
leadership are established &
practiced
Working relationships
across the stakeholder teams
are improved
------------------------------------
Executives have experience
in broad areas of business
with specializations
Stakeholder trust increases
Speed & effectiveness of
execution improves
Critical cross functional
problems are solved faster
Faster more effective
business results
11. Sponsors & resources
Target audience and selection criteria: Members selected for major
command, PCO, PXO, CMC/COB, and SEA
Program executive sponsor: Commander Navy Education and
Training
Involvement of other executives: Chief Naval Operations, Dept. of
Navy HR, Commander Navy Personnel Command, MCPON
Resources and faculty required: Placement Officers, Detailers,
Navy War College Faculty, SEA Faculty
Assessment tools: MTBI, GCI
12. Sponsors & resources (con’t)
Session content and topics: Course development required for
stakeholder analysis, building emotional intelligence,
intergenerational communication, theoretical model of socio-affective
competence. Developed course will be included in each of the
existing command courses, CMC/COB courses and SEA curriculum
Implementation plan: Establish a contract with former U.S. Navy
Captain Mike Abrashoff of Aegis Performance Group, a leadership
consulting firm, to evaluate current command courses being taught
and compare to current business needs and develop the
supplemental training. Expected completion of the evaluation January
2017. Required supplemental courses will begin fall 2017
13. Sponsors & resources (con’t)
Location: Newport RI
Duration: additional five days added to existing courses
Evaluation scheme, individual components and overall: Begin
issuing surveys to individual attendees after program completion as
well as conduct yearly stakeholder engagement surveys to see if
communication improved between organizations and did all
stakeholders believe talent was being distributed fairly based on
business needs
14. Supplemental training program design
Engaging the
stakeholders
Setting leadership
expectations
Skill building
and practice
Making a difference
In the business
Setting the
stage
Preparing the
Leadership
Team to
engage
participants
Setting the
stage
Preparing the
Leadership
Team to
engage
participants
Leadership
Fundamental
philosophies,
principles &
practices
Leadership
Fundamental
philosophies,
principles &
practices
Skill
building
Core
leadership
skills
Skill
building
Core
leadership
skills
Skill
Building
Intergenerational
Communication
and team building
Skill
Building
Intergenerational
Communication
and team building
Skill
Building
Stakeholder
collaboration
Skills and
SWOT Analysis
Skill
Building
Stakeholder
collaboration
Skills and
SWOT Analysis
Outcomes
Demonstrating
leadership skills,
project results
and certification
Outcomes
Demonstrating
leadership skills,
project results
and certification
Application
Business
simulation and
application of
leadership skills
Application
Business
simulation and
application of
leadership skills
Projects as a vehicle for learning & practicing leadership
Individual development and personalized leadership feedback
Leadership
vision
Leadership
vision
Individual & Team leadership - Organizational leadership – Stakeholder collaboration- Business Outcomes
SLT GROUP 1
1 2 3 4 5 6
15. Summary
• Integrated program design with existing courses reduces the need
of separate courses required for the Senior Leadership Team
resulting in a cost saving and also creates multiple layers of
feedback/feedforward and reinforcing experiences to create an
optimum learning environment given the resource and time
constraints.
16. References
• Navy War College. 2015
• Aegis Performance Group. 2016
• Susan A. Murphy PHD and et al. Leading
Multigenerational workforce 2007.
• Personal Interview. February 18, 2016
