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Council of the Inspectors General
The Leadership Development Program will now be offered in two separate elements:
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.
Schedule of Classes | Program Cost | Location | |
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Schedule of Classes
The first sessions will be held as follows. (More dates will be posted on this web page soon.)
OIG/New Leaders 1: OIG/New Leaders 2: OIG/New Leaders 3: OIG/Experienced Leaders 1: OIG/Experienced Leaders 2:
Program Cost
New Leaders: Experienced Leaders: All classes will be held at the Department of the Interior Office of Inspector General Herndon Leadership Training Center, 381 Elden Street, Suite 1100, Herndon, VA 20170. For information on hotels in the area, please contact Cathy Lemley at 703-487-3665 or Robert Ponce at 703-487-3666 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. The FIRO B instrument is administered and processed by looking at three levels: the individual, the team, and the agency. 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) Experienced Leaders: Week 1 (5 day OR 8 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 best to 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)
Registration Contact Sophie Idilbi, Academic Advisor, at 202-885-6256 or
si8400a@american.edu to register for the Program.
Or you may fax the Registration Form to 202-885-1337 Continuing Professional Education (CPE) Credits Updated information will be added in the near future. |
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