PerspectivesfromtheC-SuiteTreasuryExecutiveInstitute(TEI)

November10,2016

PatrinaM.Clark,SHRM-SCP,SPHR,HCSPresident,PivotalPracticesConsultingLLC

TALENTLEADERSHIP– CREATINGRAVINGINTERNALFANS

“Theretrulyisno“one-size-fits-all”approachtoachievingandmaintainingcompetitiveadvantage.However,organizationswithstrongholisticadvocacy– customeradvocates,employeeadvocates,andthird-partyadvocates– definitelyhavealeg-upontheircompetitors.

- PatrinaM.Clark

LEARNINGOBJECTIVES

SoMuchtoCover,SoLittleTime

Thesewerethecommonthemes:

• Overviewofmycareer,withparticularinsightsaboutwhyIenteredtheSESandwhatitwaslike

• Strategiesforeffectivetalentmanagementandkeepingemployeesengaged

• Suggestedresources,includingrecommendationsfornetworkingandprofessionaldevelopment

MyInsights

YourInsights

10INSIGHTSFROMAQUARTERCENTURYINPUBLICSERVICE

MyInsights

1986- 2004

Internal Revenue Service(IRS)

Be a constant learner – it will temper arrogance and help you grow.

IRS- “TheWonderYears”1986- 2004

Do excellent work – more importantly, work excellently with others.

IRS- “TheWonderYears”1986- 2004

Transition graciously and gracefully.

It is never a good idea to leave a bad impression.

IRS- “TheWonderYears”1986- 2004

2004- 2006

Department of Navy –Naval District Washington

A great boss and great colleagues can overcome a lot.

NDW– “GloryDays”2004- 2006

Positional authority rocks!

The ability to influence without authority will make you a rock star.

NDW– “GloryDays”2004- 2006

2006- 2008

Federal Election Commission(FEC)

Pace yourself – peaking too soon is awful.

FEC– “SchoolofHardKnocks”2006- 2008

Temper yourself – a spoken (written) word can never be unspoken. And, some things truly are better left unsaid (unwritten).

FEC– “SchoolofHardKnocks”2006- 2008

2008- 2011

U. S. Government Accountability Office (GAO)

If you jump out of a hot frying pan, you will land in the fire.

GAO– “LandofOz”2008- 2011

Hearts and minds are not yours to win – they are others’ to give.

GAO– “LandofOz”2008- 2011

You can fool some of the people some of the time – but, to thine own self be true all of the time.

GAO– “LandofOz”2008- 2011

AUTHENTIC LEADERSHIP

• Authenticleadersareself-awareandgenuine.

• Authenticleadersaremissiondrivenandfocusedonresults.

• Authenticleadersleadwiththeheart.

• Authenticleadersfocusonthelong-term.

TOOLSANDRESOURCESFORTALENTLEADERSHIPEXCELLENCE

YourInsights

WHY

THISMATTERS

• Formostorganizations,“peoplecosts”representasignificantpartoftheiroperatingbudgets– sometimeshigherthan90%

• TheROIonanorganization’shumancapitalinvestmentscanbeimprovedbyhavingasoundpeoplestrategythatisclearlyalignedwiththeorganization’smission,goals,andobjectives.

• Byintegratingstrategictalentmanagementpracticesintotheemployeelifecycle,anorganizationisbetter-positionedtoeffectivelyrespondtopeopleneeds.

KEYDRIVERS

OFEM

PLOYEEENGAGEM

ENTThreeFocusAreasforConsideration

WorkEnvironment

LeadershipPractices

LearningEnvironment

Engagementandinvolvementarecriticalinmanagingchangeatwork;9outof10ofthekeybarrierstosuccessofchangeprogramsarepeople-related.(PriceWaterhouseCoopers)

Higherlevelsofengagementarestronglyrelatedtohigherlevelsofinnovation.59%ofengagedemployeessaythattheirjobbringsouttheirmostcreativeideascomparedtoonly3%ofdisengagedemployees.(Gallup)

Only40%ofemployeesaresatisfiedwithrelationsbetweenmanagersandemployeesintheirorganization.(KingstonBusinessSchool)

DEFINING

INCLUSION

Inclusion istheprocessofvaluingallindividualsandleveragingtheirdiversetalent,notinspiteoftheirdifferences,butbecause ofthem.

Inclusion requiresaconsciousefforttoinvolveallhumanresourcesinthefabricandmissionoftheorganizationasacriticalvalueadd.

THE NEW IQ

Source:OPM

InclusiveFair

Open

Cooperative

Supportive

Empowering

ESPOUSED

VS.EXPERIENCED

Howdoesyourorganizationscore?

Low High

FairOpen

CooperativeSupportiveEmpowering

THESURVEY-FEEDBACK-ACTIO

NPRO

CESS

• Designedtotapintothecollectivewisdomofyouremployees

Survey

• Detailedanalysis–acrossvaryingdemographicgroupsandorganizationallevels

Feedback• Clearactions– withclearrolesandresponsibilities–beyondHR

Action

GettingtheMostOutofYourSurveyEfforts

THE FIRST 90DAYS

Excellentbooksummaryavailableathttp://www.papensouth.org/PDF/The_First_90_Days.pdf.

• PromoteYourself• ANewJobRequiresaNewApproach

• AccelerateYourLearning• MatchStrategytoSituation• SecureEarlyWins• NegotiateSuccess• AchieveAlignment• BuildYourTeam• CreateCoalitions• TestTheirJudgment

WHAT GOT YOU HEREWON’T GET YOU THERE

Excellentbooksummaryavailableathttp://www.jfdperfsolutions.com/modules/news/personal_improvement-book_summary~3A_~26quot~3Bwhat_got_you_here_won~26~23039~3Bt_get_you_there~26quot~3B_by_marshall_goldsmith_~28part_1~29.html

• SectionOne:TheProblemwithSuccess

• SectionTwo:The20HabitsThatHoldYouBackfromtheTop

• SectionThree:HowWeCanChangefortheBetter

• SectionFour:PullingOutAlltheStops

THE 27CHALLENGES MANAGERS FACE

Excellentbooksummaryavailableathttps://trainingmag.com/introducing-27-challenges-managers-face

• LeadershipTransitions• EmployeeSelf-Management,WorkHabits

• PerformanceManagement• EmployeeAttitudes• ManagingSuperstarEmployees• ManagingDespiteFactorsBeyondyourControl

• TheNeedforaFreshStarttoanOldRelationship– Renewal

TIMEFORQUESTIONS

SUMMARY

KeyTake-Aways

• Itmatterswhatyouremployeesaresayingaboutyou– and,theyaretalking– knowwhatthey’resaying

• Engagementdrivesbetterperformancewhichdrivesbetterperformanceresults

• Youremployeesareawealthofinformationaboutwhatyou’redoingwellandwheretherearesomeopportunitiesforimprovement

• Askyouremployeestherightquestionstotapintothisknowledgerepository– andhaveplanstoactonwhattheytellyou

PivotalPracticesConsultingLLC“performanceimprovementexperts”

www.pivotalpractices.cominfo@pivotalpractices.com (email)301.220.3179(metroDCarea)