# Progress Report From 

# Leadership Development and
SES Retention and Attrition

Subteam

NACEPT Meeting November 14, 2011

# Charge:



# S trategies to attract and retain superior executive 

# leadership talent

# Specific Questions

• How can EPA best position its Senior Executive 

# Service (SES) members to lead and support a highly technical and evolving workforce?

• What might a “typical” developmental path look 

# like in an organization that focuses on the leadership capabilities and culture required to
achieve One EPA?

• What measures could the agency put in place that would best exemplify progress in achieving
“One EPA” and measure the associated leadership capabilities and culture?

# Subteam Review of Current

Practices

The Subteam reviewed the following EPA documents:

• Strategy for Executive Development

• OMB

- OPM Memo to SES, February 2011

• Executive Leadership Development Strategy Powerpoint, June 2011

• Human Capital Management Report, FY2010

• Strategic Workforce Plan, FY2006

• Plan for Strategic Leadership Succession, 2006/2007

• SES Retirement Projections 2012

- 2027

• Performance Plan and Appraisal for Senior Executives and supporting Evaluation Guidelines and Managing Senior Executive Performance documents

• Best Practices for Leadership Development from EPA Regional Offices, September 2011

- compiled by Stan Meiburg

# Subteam Review of Current

Practices

The Subteam received presentations from leaders of several best practices including:

• ORD’s Senior Leadership Development Program

– Chris Zarba & Dave O’Connor

• SES 2001 Rotation

- Linda Fisher

The Subteam reviewed leadership materials from other organizations:

• Center for Creative Leadership (CCL)

- Boundary Spanning Leadership, 2011

• CCL

- Creating Tomorrow's Government Leaders, Nov 2010

• 2011/2012 Trends in Executive Development: A Benchmark Report, Executive Development Associates

The Subteam pummeled Claire Milam with numerous questions and she was extremely informative, immediately responsive, thorough and patient.

# Topic Organization

• Optimizing existing training and development

• Additional options for Leadership Development



# • Organizational Transformation & transition

# Draft Subteam “Gap” Analysis

• Overall EPA is doing well

• Aligned with EPA Strategic Plan

• Impressive planning by EDSD and ERD

• “Leadership Journey” focuses on individual and organizational success

• Internal and external SES pipeline appears adequate

• Includes SES assessments, mobility, and continuous learning

• Numerous training opportunities (see next slide)

• Potential Areas for improvement/Potential NACEPT recommendations

• Fully engage existing SES in succession planning and mentoring of leadership candidates

• Fund the formal Candidate Development Program

• Assess and Leverage region leadership best practices

• Institutionalize career path that includes exposure to multiple parts of the organization

• Focus core competency training on strategic thinking

• Align One EPA Leadership Principles with core competencies

• Intentional Organizational Transformation Planning neededTeam Building

Customer Service Technical Credibility Accountability

Decisiveness Influencing/ Negotiating Technology Management Financial Management Creativity & Innovation Partnering Political Savvy

Integrity/Honesty Resilience Flexibility Core Leadership Interpersonal Skills Oral Communication Problem Solving Competencies Continual Learning Written Communication Team Leader Project Manager

Managing Projects Supervisor

Managing People Manager

Managing Programs

Human Capital

Management

Leveraging Diversity

Conflict Management

Public Service Motivation

Developing Others

• 360 Assessments

• Coaching

• Online and Classroom Courses and offerings

• Leadership Rotation Pgm (EDSD) • 360 Assessments

• Coaching

• Individual Counseling

• Successful Leader’s Pgm

• Stepping Up to Supervision

• Online and Classroom courses and offerings (EDSD) • 360 Assessments

• Coaching

• Individual Counseling

• Online and Classroom Courses and offerings (EDSD)

• Online and Classroom courses and offerings

• Environm’l Careers Pgm

• Presidential Mgmt Fellows (EDSD) 

### EPA’s Leadership Journey: 

### Current Offerings For Career and Organizational Success External Awareness

Vision Strategic Thinking Entrepreneurship EPA Leadership Principles Executive

Leading Organizations

• Aspiring SES Curriculum

• SES CDP

• Developmental Activities

for current SES

• Executive Coaching

• SES Mobility (ERD and EDSD) EPA Offerings

EDSD = Employee Development and Services Division

ERD = Executive Resources Division

Monday, November 21, 2011 8

# Organizational Transformation

Recommendations

1. Annual Organization Assessments

– Leaders identify which Mission Critical Skills and Competencies needed in the

next 3

- 5 years



### 2. Enhance Career Management Planning to Encourage Mobility

– Leadership candidate individuals should gain cross

- functional, cross

- program and cross

- geography experiences, particularly in mid career.



### 3. Ensure Effective Sucession Planning for Departments

– annually identify candidates for leadership succession as well as high talent individuals, evaluating candidates strengths, readiness and skills gap



### 4. Strengthen Basic and Inclusive Leadership Skills in Leadership
Candidates

– Enhance individual leadership development focusing on inclusive leadership , collaboration, participative management, trust building