Leadership Development Seminars and ecq-based Readings


Course Descriptions by ECQ ECQ 1: Leading Change



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Course Descriptions by ECQ

ECQ 1: Leading Change


This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing environment.

American University


The common ingredients in each of American University’s programs offer students the opportunity to acquire contemporary public management knowledge, values and skills; develop the personal leadership capacity needed to implement what they learn in their organizations; and transform themselves from good managers to extraordinary leaders. We achieve the goal in each of the four programs described below:

  • Key Executive Leadership MPA Program

  • Key Executive Leadership Certificate Program

  • Council of the Inspectors General and American University's New Leadership Development Program

  • Council of the Inspectors General and American University's Experienced Leadership Development Program


Key Executive Leadership MPA Program


http://www.american.edu/spa/key/mpa.cfm

The Key Executive Leadership MPA Program is a Masters in Public Administration graduate degree program designed for mid-career professionals at the GS-13 level (or NGO equivalent) and above. Good managers are challenged to become extraordinary leaders as they acquire the competencies of the ECQs required by OPM for Senior Executive Service consideration. Participants maintain employment while attending courses on selected weekends (Friday and Saturday or Friday, Saturday and Sunday) for 22-24 months which allows them to immediately test and apply on Monday what they learned in the classroom.

For more than 35 years, the Key Executive Leadership MPA Program has transformed good leaders into extraordinary leaders. The Key MPA Program largely serves leaders employed by the Federal Government, though a significant number of state, local, nonprofit and private leaders also graduate from the program.

The Key Program has a clear methodology for achieving the goals:



  1. Cohort: Students are placed in a cohort where all participants start their program together, take all of their classes together and graduate together. The trusting environment that is created at the Orientation session and builds throughout the program, enables knowledge transfer, honed teaching skills, honest feedback, the ability and confidence to recreate the same environment with those led, and a career-long support group.

  2. Professors: The substantive material of the program is focused on the federal sector, and we use professors who are practitioner/scholars to teach the courses. The professors all have experience with the Federal Government and have the skills to work with adult learners. As a result, they are able to stimulate relevant discussions that challenge students to think about the concepts they read and learn in the classroom, and challenge them to apply what they learn in their workplace.

  3. Reading: Reading is necessary to expand a range of choices for action. Therefore, students are given much to read and are expected to become familiar with the material.

  4. Action Learning: In lieu of a Master’s Thesis, students identify a difficult, long-standing unresolved problem in their workplace; sign a contract with their supervisor to work on the issue; recruit five-to-seven persons to work with them on the issue; teach their colleagues the action learning process; apply the process to the issue and create recommendations for resolution; present the recommendations to the agency; write a paper identifying what they learned about the process, what they learned about themselves and the persons on the action learning team, what public administration concepts they applied to their work, and what they learned about leading change; and present their paper to their colleagues in the cohort and the professors in the program.

Examples of action learning projects are posted on the Key MPA web site: http://www.american.edu/spa/key/action_learning.cfm

  1. International Leadership: The program offers students an opportunity to take a course in Brussels, Belgium that focuses on a comparison of the political structure and governance between the United States and the European Union. Members of the European Parliament, Ministers, and NATO representatives work with students in the program as they learn and understand the similarities and differences.

American University’s Master of Public Administration degree is the sixth-ranked MPA program in the country, and the Key Executive Masters Degree in Public Administration is the only Public Administration Masters Degree accreditated by the National Association of Schools of Public Administration and Affairs.



Courses: For course descriptions, click here.

Dates: For the Spring 2013-Fall 2014 schedule, click here.

Location: American University (Washington, DC)

Cost: $1,675 per credit

Apply: To apply, click here. Applications are due November 15, 2012.

For more information on this program, please contact: 202-885-3217


Table of Contents

Key Executive Leadership Certificate Program


http://www.american.edu/spa/key/certificate_key.cfm

The Key Executive Leadership Certificate Program is the gold standard for certificate program leadership development for federal managers. The eight-course program is offered beginning in the fall and spring. It is designed for mid-career professionals at the GS-13 level (or NGO equivalent) and above who are interested in acquiring the Executive Core Qualifications required by OPM for the Senior Executive Service over a period of eight months. The courses are scheduled on Fridays and Saturdays to accommodate busy, working professionals. It also allows them to immediately test and apply on Monday what they learned in the classroom. The curriculum of the Key Executive Leadership Certificate Program is based on the curriculum and methodology of the Key Executive MPA Program: Key Certificate students learn the skills and advance their knowledge in the five areas identified in the OPM Executive Core Competencies as critical to success in the Senior Executive Service. With the certificate program, Key students are well on the road to leadership and advancement in the Federal Government.

The Key Executive Leadership Program is based on the Key philosophy:  In order to develop the skills necessary to succeed in the rapidly changing government environment, the Key program is conducted in a safe and respectful environment where students practice leadership and management skills, increase leadership capacity through feedback, and learn about issues through their own work projects.

The Key Executive Leadership Certificate Program:

Focuses on the student by challenging good managers to become extraordinary leaders. Leaders at the senior level need leadership skills to deliver more effective and efficient programs and services to the public. The program:


  1. Meets real standards. Those who complete the certificate program are well positioned to meet OPM’s Executive Core Qualifications.

  2. Offers leading faculty. The faculty members have been selected for their prominent reputations in public administration, executive education, and adult learning. As a result, they are able to stimulate relevant discussions that challenge students to think about the concepts they read and learn in the classroom, and challenge them to apply what they learn in their workplaces.

  3. Is based on the cohort approach to learning. Classes are taken as a cohort, an integrated community of learners who take courses together in a supportive environment. A cohort enables knowledge transfer, honed teaching skills, honest feedback, the ability and confidence to recreate the same environment with those led, and a career-long support group.

  4. Reading: Reading is necessary to expand a range of choices for action. Therefore, students are given reading material and are expected to read it before coming to class.

  5. Includes executive coaching. In addition to the eight-course program, students are provided two “360-degree evaluations” contributed to by colleagues, supervisors, and customers at the beginning and end of the program to measure progress in the Emotional Intelligence (EI) competencies of self-awareness, self-management, social awareness, and relationship management. This instrument is the only assessment tool that has been validated for measuring EI in federal managers.

Coaching jump starts the application of principles students learn in class to the workplace. With coaching, students choose to change their behavior more quickly, and are supported in their efforts. Coaching leads to enhanced leadership capacity and more organizational productivity. We use the Hay Group 360-degree instrument because the data is analyzed using the elements of emotional intelligence.

Students who choose to write an 8-10 page paper at the end of each of the eight classes receive 12 hours of credit toward the 42-credit Masters Degree in Public Administration Program at American University.



Courses: For course descriptions, click here.

Dates: For the Spring 2013-Fall 2013 schedule, click here.

Location: American University (Washington, DC)

More Information: For a listing of the Key Executive Leadership Certificate Program Information Sessions, click here.

Cost: The price, which covers eight courses, six coaching sessions, and all course materials, is available on MOBIS:

Number of Applicants

GSA Price with IFF

1-2

$17,604.03

3-4

$16,137.02

5+

$15,403.52


Apply: To apply for Spring 2013-Fall 2013 program, click here.
Table of Contents

Council of the Inspectors General and American University's Leadership Development Program


http://www.ignet.gov/pande/pd/ldrdev.html

The Leadership Development Program will now be offered in two separate elements:



  • New Leaders (GS-13 or GS-14 who have not had formal leadership development opportunities) and

  • Experienced Leaders (long time GS-14 or GS-15 leaders who may or may not have had formal leadership development opportunities)

Each element is scheduled for two weeks with a break between the first and second week to enable participants to apply what they have learned and then reconvene to discuss their experiences.

For New Leaders

Week 1 (5-day session):

Leadership Development: Transforming from Managing to Leading

Participants explore various roles, responsibilities, and choices in creating high performing organizations. A basic assumption is that leadership is a journey of continuously struggling to know oneself, understand one's relationship with others, and take responsibility for making conscious choices through reading, dialogue, and reflection. Participants focus on their personal approaches to leadership, develop an awareness of the advantages and disadvantages that accompany them, identify personal values and understand how those values drive both a leader's and follower's behavior, learn about the role of individual vision and mission in leading others, and understand the different skills required as one is promoted to levels of increasing responsibility. (Three Days)



Leader as Team Builder and Facilitator

Participants are challenged to provide a context for exploring the role of the leader as a team builder, including providing experiential learning activities to build the cohort team and to utilize tools that can be applied in the workplace. A self-introductory exercise is used to launch the course by exploring the theme of "intentional leadership" and using oneself as an instrument of change. Participants describe the culture in which the OIG operates and its attitude toward teams. Participants review class norms and how they have been utilized in the cohort. Group activities focus on the dimensions of inclusion, control, and openness to relationships. Participants are challenged to critically review their leadership/management style to see whether they are receiving the results they want with their direct reports, peers, bosses, and key stakeholders. If not, participants are challenged to identify behaviors they might choose to change to be more effective with those they lead.

In addition, participants examine the actions needed to create a high performing team. They are guided as to the behaviors they should engage in when facilitating a team through the stages of group development, including forming, storming, norming, and performing. Participants also discuss the importance of developing a team charter, which includes the need for addressing goals, roles, norms, and relationships. (Two Days)

Week 2 (5-day session):

Leading Organizational Change for Results

The goal of this organizational change management course is to integrate into participants' experience useful concepts and practical tools so that participants are more able to lead a successful change effort for results. It addresses leading change such as reorganizing functions and roles as well as the psychological aspects of transitioning through change. Participants will learn how to assess change readiness and apply models for examining a structured change process and its implementation, taking into account the human dimensions of transition. Participants will examine the role of perceptions, assumptions, resistance, beliefs and values crucial to change initiatives. (Two Days)



Ethics for Public Managers

This module explores ethical philosophy and its implications for decisions and action. It includes concepts of the public trust, conflicting interests, ends and means, deception, personal integrity, work place civility, and the need for government to keep its promises. (One Day)



Manager as Coach for Improving Performance

This course will teach participants the essentials of coaching to close employees' performance gaps, teach skills, impart knowledge, motivate, and inculcate desirable work behaviors. Participants will learn how to create a high performance culture, identify opportunities to enhance the skills and careers of people who want to step up to new challenges to take active responsibility for their own behavior and development, apply emotional intelligence theory to improve employee performance, develop effective performance goals, listen at deep levels, ask powerful questions, give and receive feedback; use appreciative inquiry, guide coaching conversations to performance-related issues, co-create individual development plans, and distinguish between coaching opportunities and performance situations that are better resolved through other means. Participants will self-diagnose their strengths and areas to develop as a coach and determine resources for developing coaching skills. (Two Days)



Dates:

OIG/New Leaders 17:
Week 1: January 14-18, 2013
Week 2: February 25-March 1, 2013

OIG/New Leaders 18:
Week 1: April 8-12, 2013
Week 2: May 20-24, 2013

OIG/New Leaders 19:
Week 1: June 3-7, 2013
Week 2: July 8-12, 2013

OIG/New Leaders 20:
Week 1: August 5- 9, 2013

Week 2: September 9-13, 2013



OIG/New Leaders 21:
Week 1: October 7-11, 2013
Week 2: November 18-22, 2013

OIG/New Leaders 22:

Week 1: January 13-17, 2014

Week 2: February 10-14, 2014

Location: Watkins Building, American University (Washington, DC)

Cost: $3,000

To apply for this program, click here.



For Experienced Leaders

Week 1 (5-day OR 7-day session--see note at (*) below):

Leadership Development: Transforming from Managing to Leading

This course will focus on managing conflict for positive results, lively, interesting meetings, extracting ideas from all team members, solving real problems quickly, minimizing politics, and putting critical topics on the table for discussion. The module also focuses on the need for systems analysis and systems thinking-seeing interrelationships and patterns of change in complex situations as critical elements to becoming extraordinary leaders. (One Day)



(*) Note: Individuals who have not taken the New Leader Program will be scheduled to take the New Leader version of this course immediately preceding the Experienced Leader Program. (Three Days)

Leading Organizational Change for Results

The goal of this course is to strengthen personal mastery and systems thinking in order to move beyond resistance when leading change efforts. It emphasizes leadership competencies such as understanding behavior styles and systems thinking as they relate to leading organizational change efforts and building organizational capacity to deal with ongoing change. The course will build on material covered in the course for OIG New Leaders regarding change readiness and leading organizational change efforts, increase personal mastery through understanding of self and others' behavior styles as they relate to change, and increase ability to move beyond resistance by exploring barriers to change from within oneself, from others, and from the organizational environment. (Two Days)


Executive Communication

This course examines basic principles for successful strategic workplace communications. Participants learn how to create personal messages, memoranda, and policy documents and how to present effective briefings that are heard and acted upon. (One Day)



Political Process

This course examines the relationship of the legislative process, congressional oversight, and EOP/OMB review and approval to the administration of government policy. Participants study how to best respond to pressure groups, clientele groups, and the general public. They also address their relationship to political executives, and the political basis of government organization. In addition, the module reviews how the Inspector General community fits into the political process from the perspective of its obligations to Congress and agencies, and from the perspective of attempting to influence its budget and operations. (One Day)



Week 2 (5 day session):

Leader as Team Builder and Facilitator

Participants will facilitate the cohort through a real time team building exercise. Each facilitation team will address the essential elements of building a team charter including defining the purpose, clarifying the roles, addressing the norms/procedures and improving relationships. After each facilitation team finishes, they will receive feedback from the group. The course will conclude with a review of each individual's learning goals and an action plan to apply the tools and skills they have learned back in the workplace and throughout the OIG community. (Two Days)



Budget Creation and Execution

This course explores the use of the executive budget as a device for management planning and control. The participants develop their skills in understanding different budgetary systems, the elements of budget review and execution, and various strategies and tactics employed by participants in the budgetary process. (One Day)



Network Management

Participants examine their own networks, understand the power of social networks to assist in the implementation of public policy, and learn how to create and nurture networks across their own organizations, stakeholder organizations, and multi-governmental entities to share information, make better decisions, and more promptly implement programmatic changes. (Two Days)



Dates:

OIG/ Experienced Leaders 12:

Week 1: January 25- February 1, 2013

Week 2: March 11-15, 2013
OIG/Experienced Leaders 13:

Week1: May 10-17, 2013

Week 2: June 17-21, 2013
OIG/Experienced Leaders 14:
Week 1: July 26- August 2, 2013
Week 2: September 23- 27, 2013
OIG/Experienced Leaders 15:

Week 1: July 26- August 2, 2013

Week 2: September 23- 27, 2013
Location: Watkins Building, American University (Washington, DC)

Cost: $3,000
To register for this program, click here
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