This is the online home of the catalogue of Federal Government Leadership Development Programs (FedLDP). Here you will find a searchable electronic library of programs offered by Federal departments and agencies to foster the development of leadership skills in their employees. Information on programs can be found by searching the catalog by agency, pay level, key words, and/or audience scope. Even more information can be accessed by using the URL, email, and/or phone number listed next to each program under Get More Info.

Bookmark this site as a one-stop reference for finding programs which will meet the career development needs of Federal employees. Employees can independently look for programs that suit their developmental needs, while learning and development professionals can use the site to provide guidance for employees and benchmark their training programs.

Start your search by selecting 'Search the Catalogue' tab above.

Identify available leadership development programs for which you are eligible by using any of the following search options: Selecting an agency from the drop-down list; Filling in a Pay Level (e.g., GS-12, Pay Band K, FS-03); Typing in keywords; and/or Restricting your search based on the targeted audience scope. You can use any search criteria independently or in combination with other search criteria. *

* Federal departments and agencies that wish to update the information on their leadership development programs or add new ones to the site should send their requests to HRDLeadership@opm.gov.

Department of Agriculture/Animal and Plant Health Inspection Service (USDA/APHIS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-14		Advanced Leadership Development Program (ALDP)	APHIS's Advanced Leadership Development Program (ALDP) is a vital component of the organization’s succession planning strategy and is designed to develop current supervisors and managers so that they can ultimately be more effective in meeting the leadership challenges in advanced supervisor and manager level positions. This blended learning program is open to full-time GS 12-14 APHIS supervisory and managerial employees who have been employed with the agency for a minimum of 1 year. The ALDP develops the following competencies: creativity and innovation, developing others, financial management, human capital management, leveraging diversity, partnering, political savvy, strategic thinking, technology management, and vision. Selection for the ALDP is competitive. The program includes: active participation of APHIS senior leaders and executives, team and individual learning activities, a capstone action learning project, required reading, a program evaluation, and a certificate.	Coursework Team Projects	Craig Montgomery 240-529-0247
GS 12-14		Leadership Development for Project/Program Managers (LDPM)	The Leadership Development for Project/Program Managers (LDPM) blended learning program focuses on leadership development for GS 12-14 employees who manage projects or programs and lead teams over which they do not have supervisory authority. Participants are selected on a competitive basis. In LDPM, APHIS: Prepares: Participants to lead from their positions, regardless of supervisory status; Equips participants to confidently and efficiently lead national projects and programs; Helps participants effectively communicate with internal and external stakeholders, leaders, and colleagues orally and in writing; and Provides the tools for participants to move into supervisory and manager positions. LDPM addresses political savvy, influencing/negotiating, team building, oral communication, decisiveness, written communication and technical credibility. The program features: required core courses, required reading, a flexible elective curriculum designed to address learners’ individual needs, a program evaluation, and a certificate. Supervisory approval is required to participate.	Coursework	Pandy.S.Tomko-Green 301-851-2879 Todd A. Sazdoff 612-336-3304

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Department of Agriculture/Food Nutrition and Consumer Services (USDA/FNCS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-13		Leadership Institute	Over the course of 9 months, participants in Leadership Institute attend four, week long, in-person Core Seminars in Alexandria, VA. The Leadership Institute is comprised of three components: training, developmental assignments, and leading teams. The first component is webinar and classroom based training. The second component is developmental assignments which are self directed. Each participant will identify activities, including, but not limited to a 30 day rotation and identifying a mentor. The final component is leading teams, where the participants will work on a Team Project and will use some of the skills and tools from the Lean Six Sigma training.	360° Feedback Assessment Coursework Individual Development Plan Mentoring Residential Coursework	Amy N. Heitmeyer 703-605-0801
GS 14-SES		Federal Executive Institute	The Federal Executive Institute (FEI) uses the U.S. Constitution as the principal guide in helping you to understand the diverse goals of the government and the citizens you serve. FEI fosters executives who excel in a 21st-century world while remaining connected to the Constitutional principles forged in the 18th century	Coursework Individual Needs Assessment(s)	Amy N. Heitmeyer 703-605-0801
GS 14-15		Managerial Excellence Program	The MEP was established to help meet needs of managers for professional development, and to create optimum opportunity to achieve priority organizational results. To accomplish that, MEP has used the Harvard Kennedy School, Brookings Executive Education, Partnership for Public Service, Thayer Leadership Group, and the Center for Creative Leadership to provide transformative educational experiences for FNCS participants. Individual recommendations for coursework for managers are based on a tailored application process designed to identify an individual’s perception of a current need that benefits not only the individual, but a specific organizational need. This requires supervisory approval. • Individuals apply for consideration based on certain requirements. (At FNCS this is the Managerial Excellence Program.) • Recommendations of premier training opportunities are made for each applicant based on identified need. • Executive committee determines opportunities that will be granted, including their option of changing the recommendation based on their insight for other growth opportunities for specific needs. (At FNCS, a rare exception, but a few changes were made either for scheduling purposes or for accelerating the movement of the individual development process.)	Coaching Coursework Individual Needs Assessment(s)	Amy N. Heitmeyer 703-605-0801
GS 5-11		Aspiring Leaders Program	The Aspiring Leaders Program is a six month program and will prepare employees at the GS 5-11 levels with Leadership Development skills for future challenges. The Program is designed for classroom and virtual learning. It includes developmental work assignments, capstone projects, and self-study assignments to be completed inside and outside the classroom. These avenues will allow participant(s) to meet specific individual & team development skills while acquiring leadership developmental skills for the 21st Century. Participants will learn to strengthen their leadership abilities and interpersonal skills through teambuilding and team performance, conflict management, cultural awareness, problem solving, communications, and other transformations which will stimulate commitment to personal and professional development. Program Benefits: 1) Extend and develop skills to address new responsibilities, issues, and unfamiliar circumstances within new environments; 2) Learn to independently pursue additional formal education or training to successfully perform their roles better through career coaching and networking; 3) Objective assessment of strengths and developmental needs; 4) Opportunity to learn how to leverage strengths and manage developmental needs; and 5) Create personalized Leadership Development Plans.	Coaching Individual Development Plan Mentoring Residential Coursework Team Projects	Pam Newton 703-605-2318

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Department of Agriculture/National Resources Conservation Service (USDA/NRCS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 1-15		Emerging Leaders Development Program (ELDP)	The vision of the Emerging Leaders Development Program (ELDP) is to grow the leadership talent of the future for NRCS by cultivating high potential supervisors who aspire to leadership roles beyond their current geographical areas and beyond the supervisory level. The ELDP is designed to prepare supervisors to take on larger leadership roles within NRCS over time. The ELDP is one component of NRCS’ long-term leadership succession plan, to ensure we have a robust cadre of professionals ready to lead the agency into the future. ELDP is a national training program designed to achieve NRCS’ organizational outcomes outlined in NRCS’ 2011 Human Capital Strategic Plan.	Coaching Coursework Orientation	Adrelino Alix 817-509-3263 Vladmir Jean-Charles 202-205-4211

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Department of Agriculture/US Forest Service (USDA/USFS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 13-14		Senior Leader Program	The Senior Leader Program (SLP) is an 11 month blended learning leadership development opportunity, for selected GS 13-14, in support of a national leadership succession plan. The program is designed for future leaders of the USDA Forest Service to prepare our successors, to nurture their talent and to develop their leadership competencies of Strategic Thinking, Vision Setting, External Awareness, Political Savvy, and Leveraging Diversity. The purpose is to instill and build upon the leaders’ personal commitment to continue improving safety outcomes; support a national cultural transformation of diversity and inclusion; prepare our leadership successors and nurture their talent and knowledge; provide opportunities to identify best practices for leadership; build leaders’ self –awareness, collaboration, and continual learning. The program, based on the “Leaders Growing Leaders” framework, includes considerable opportunity to meet and interact with leaders at the highest level of the Forest Service and USDA in formal and informal settings. It offers a rich diversity of learning experiences in residential, dialogue, distance learning, coaching, assessments (360, Myers-Briggs Type II Indicator, EQ Map, Thomas Kilman), stretch assignments, shadowing and interviewing, reading assignments, action learning, and group and self-directed activities in order to develop leaders for the future. Curriculum is based on organizational learning, systems thinking and appreciative inquiry models.	360° Feedback Assessment Coaching Developmental Assignment(s) Distance Learning Individual Development Plan Interviews Residential Coursework Self-development Activities Shadowing Assignment(s)	Lisa Finley
GS 11-12		Middle Leaders Program	The intent of the Middle Leader Program is to develop the leadership competencies of GS 9-12 using residential sessions, distance learning tools, social networking, and experiential activities to ensure leadership competency gap closure for future leadership needs. Other features include assessments (MBTI-II, Emotional Intelligence, 360 feedback), learning plans, and readings. The program develops leadership and foundational knowledge and skills in the following competencies: Creativity & Innovation, Partnering, Political Savvy, Technology Management and Foundational Competencies of Conflict Management, Interpersonal Skills, Leveraging Diversity, and Performance Management. The goals are to: Encourage life-long learning in leaders who are engaged in their own growth and development; Encourage self-management and personal discovery; Support the development U.S. Forest Service Leadership Competencies; Offer coaching and career stretching experiences; Provide opportunities to apply skills in context (to “lead where they are”); and Support Forest Service succession planning efforts by developing a pool of leaders ready for increasing responsibility.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Individual Development Plan	Dana Schrock
GS 7-11		New Leader Program	The intent of the New Leader Program is to develop the leadership competencies of current supervisors and future leaders of the Forest Service through residential sessions, mentoring, readings, distance learning, leadership dialog and experiential activities. Other features include assessments (MBTI-II, Emotional Intelligence, Thomas Kilmann) and dialog sesssions/panels. The New Leader Program is designed to develop the following competencies: Accountability, Conflict Management, Developing Others, Human Capital Management, Performance Management, Leveraging Diversity, and Financial Management. The Forest Service has developed and implemented the New Leader Program as part of an overall effort to prepare for the projected loss of supervisory talent by building the skills and knowledge of present and future supervisors and leaders. This course focuses on the interpersonal skills which allow employees to positively impact their workplace; whether they are now serving the agency as a supervisor/team leader or a highly motivated employee who wants to explore the world of leadership development.	Discussions Distance Learning Residential Coursework Shadowing Assignment(s)	Edith Romero Bruner
GS 6-15		Leadership Skills for Supervisors	Leadership Skills for Supervisors is a blended 3 day classroom course for supervisors and managers. A Pre-course Web-Based Training (WBT) and Post-course WBT round out the curriculum. There are no prerequisites for the Pre-course; however, the Pre-course will serve as the prerequisite for attending the Instructor-Led Training (ILT) portion of the course. The learners will be encouraged to complete The First Year: What Supervisors and Managers Need to Know WBT prior to attending the ILT portion of the course. Target Audience: The primary target audience are new supervisors who have served in supervisory positions for less than one year. The program can also serve as a Refresher course for experienced supervisors. Competencies include: Developing Others, Accountability, Conflict Management, Leveraging Diversity, Communication Skills, and Interpersonal Skills. Pre-course Web-Based Training (WBT) focuses on onboarding, mentoring, performance coaching, and managing virtual teams. A post-test is incorporated and required to evaluate successful completion. The pre-course WBT is a prerequisite to attend the three-day Instructor-led course. ILT (Instructor Led Training) Classroom portion: This is a three-day (24 contact hours) Instructor Led Training (ILT) session. This course is designed to impart the essential leadership competencies as required by the Office of Personnel Management (OPM). Course is designed to provide participants with tools in the subject areas of Leadership Self-Awareness, Communication Skills, Emotional Intelligence, Diversity and Inclusion, Managing Problems and Conflict, and Creating a High-Performing Climate. Participants will complete self-assessments during this three-day training session to serve as a useful guide to assist individuals in identifying improvement areas. Post-course Description: The final session of the three-component blended course. This session is comprised of two modules. The first presents a series of scenarios designed for the purpose of permitting the participants to demonstrate application of practical leadership skills. The second module is a Companion Guide designed to use as a refresher of key course instructional material. The pre-course WBT, the three-day ILT are prerequisites to this session.	Coursework Distance Learning Lectures Self-development Activities	Debbie Essex

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Department of Agriculture/USDA Virtual University (USDA/USDAVU)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-12		Aspiring Leaders Program	The USDA Aspiring Leader Program is designed to assist employees in the GS levels 9 through 12 in identifying and strengthening foundational leadership skill. The program provides a basic knowledge and understanding of core leadership skills and competencies including: Accountability, Conflict Management, Customer Service, Decisiveness, Influencing/Negotiating, and Team Building. The program is part of an overall effort to build a diverse and high performing workforce and prepare talented individuals to assume more responsibility and a leadership role at USDA. The curriculum is comprised of a robust list of self-paced, e-learning courses that can be completed in eight (8) to ten (10) hours. The program provides a competency self-assessment and a program evaluation. The program requires AgLearn Registration (supervisor approval required).	Distance Learning	Roderick Mance 202-260-8351
GS 13-15		Leadership Essentials Certification Program	The USDA Leadership Essentials Certification Program is designed for those who are currently in roles that require advanced leadership skills. The program is not a replacement for any agency leadership programs and is not intended to be used in place of agency programs. The program provides a high level exploration of managerial leadership skills and competencies including: Developing Others, Financial Management, Human Capital Management, Influencing/Negotiating, Leveraging Diversity, and Team Building. The LECP provides a blended learning experience and uses a combination of online AgLearn courses, a competency self-assessment, Books 24x7, mentoring, program evaluation, and other experiences to enhance understanding of leadership competencies and broaden knowledge. The curriculum is comprised of a robust list of self-paced, e-learning courses that can be completed in twelve (12) to eighteen (18) hours. AgLearn Registration is required (supervisor approval required) and paticipants recieve a certifiate upon conclusion.	Coursework Distance Learning Mentoring	Roderick Mance 202-260-8351
All Levels		SES Candidate Development Program	A program a minimum of 12 months during which the candidate is provided with opportunities to build competence in the OPM Executive Core Qualifications. Participation in this program is based on a competitive selection process. Individuals with at least 1 year of leadership experience in a position at the GS-14/15 level or equivalent is preferred. Successful completion of the program provides eligibility for appointment to the USDA SES without competition.	Coaching Coursework Developmental Assignment(s) Distance Learning Individual Development Plan Individual Needs Assessment(s) Interviews Mentoring Team Projects	Wanda Bryant 202-260-8361
All Levels		AGLEARN	USDA's on-line learning system offering professional development courses designed by SkillSoft and a large variety of courses developed by USDA agencies.	Distance Learning	AgLearn

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Department of Commerce (DOC)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 13-14		Executive Leadership Development Program	An 18-month program designed for employees who plan to become leaders in upper management positions. The demanding curriculum must be completed while balancing current job assignments. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a position at the GS-13/14 level or equivalent.	Coursework Developmental Assignment(s) Individual Development Plan Individual Needs Assessment(s) Mentoring On-the-job Training Team Projects Speaker Series	Julia Law 202-482-8095
GS14-15 & equivalent		Senior Executive Service Candidate Development Program (SESCDP)	It is an 18-month, OPM approved leadership development program, designed to develop candidate's ECQ. It provides graduates the opportunity to be QRB certified at the end of the program which may allow graduates to receive an initial career appointment without further competition to any SES position for which he/she meets the professional and technical qualifications.	360° Feedback Assessment Developmental Assignment(s) Individual Development Plan Interagency Rotational Assignment(s) Mentoring	Peggy Leung 202-482-1847

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Department of Commerce/National Oceanic and Atmospheric Administration (DOC/NOAA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 13-15		NOAA Leadership Training Program (NLTP)	A program for new managers and supervisors to satisfy the training requirements for their probationary year. However many of the sessions are appropriate for, and available to, incumbent managers seeking to fulfill their 'refresher training' requirements.	Residential Coursework	Marc Young 301-713-6362
GS 13-15		NOAA Leadership Competencies Development Program	An 18-month program designed for NOAA employees who have high potential for assuming greater leadership responsibilities. It promotes cross-line, multidisciplinary experiences that broaden participants’ understanding of NOAA’s strategic vision, mission and goals, as well as its business processes. Participation in this program is based on a competitive selection process limited to individuals with at least 1 year in a NOAA position at the GS 13-15 levels or equivalent.	Developmental Assignment(s) Individual Development Plan Individual Needs Assessment(s) Mentoring Networking Residential Coursework	Tracy Levstik 303-497-4231

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Department of Defense (DOD)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 13-15; SES; O4 and above		Master of Science Degree in Government Information Leadership	This Master’s Degree is a selective and competitive program that addresses the educational needs of government leaders who seek to lead complex and diverse 21st Century organizations. The 36-credit curriculum offers a combination of management and leadership intensive courses in a collaborative and interactive environment. Participants from across federal, state, and local government, the private sector, and international organizations create a learning community where partnerships, information sharing, and networking are key. Students must choose one of five concentrations that mirror the NDU iCollege’s certificate programs.	Coursework Discussions Distance Learning Lectures Networking	Master of Science Degree in Government Information Leadership
GS 13-15: SES: O4 and above		CIO Leadership Development Program (CIO LDP)	The CIO LDP is a multi-week resident program for rising senior-level managers and leaders responsible for promoting and attaining national and international security goals through the strategic use of information and information technology. The CIO LDP (formerly the AMP) is administered in a multi-week intensive, and highly interactive, student-centered educational experience emphasizing leadership skills and abilities. CIO LDP students form a learning community that fosters multiple perspectives on a wide range of issues.	Benchmarking Site Visits Coursework Discussions Lectures Networking	CIO Leadership Development Program (CIOLDP)
GS 13-15; SES; O4 and above		Chief Information Officer (CIO) Certificate	Students choose 6 courses (in residence or on-line) from many to complete the certificate, which is organized around the Federal CIO Council competencies and sponsored by the DOD CIO. Teaches managers to lead across boundaries and link decisions regarding people, processes, and technology. Learn to leverage the information component of national power. Can also be completed as part of the multi-week CIO Leadership Development Program.	Coursework Discussions Distance Learning Lectures Networking	Chief Information Officer (CIO) Certificate
GS 13-15; SES; O4 and above		Cyber Security (Cyber-S) and Chief Information Security Officer Certificates	A series of nested graduate certificate programs (3, 4, or 6 courses) (in residence or on-line) that prepares leaders to protect information, systems, and critical infrastructures. The CNSS 4011/4012/4015/4016 Certificates will be phased out in mid 2016; however the Chief Information Security Officer (CISO) Certificate will remain. Students get hands-on experience in our Cyber Labs during this program.	Coursework Discussions Distance Learning Lectures Networking	Cyber Security (Cyber-S) and Chief Information Security Officer Certificates
GS 13-15; SES; O4 and above		Cyber Leadership (Cyber-L) Certificate	The NDU iCollege Cyber Leadership (Cyber-L) program focuses on developing the skills and desired leadership attributes necessary to be an effective strategic leader in the cyberspace domain. The 6-course program achieves this through a rigorous curriculum that enhances the understanding of all aspects of cyberspace and how to best integrate cyberspace with the other elements of national power to achieve the nation’s strategic objective.	Coursework Discussions Distance Learning Lectures Networking	Cyber Leadership (Cyber-L) Certificate
GS 13-15; SES; O4 and above		Enterprise Architecture (EA) Certificates	Two levels of EA certificates (4 or 8 courses in residence or on-line) prepare system architects with leadership, policy, & tech competencies required for EA responsibilities identified by the OPM 2210 job family standard, Federal CIO Council, and DOD EA Competency Framework. The EA program will be undergoing changes in 2016-17. Students should check the website for updates.	Coursework Discussions Lectures Networking	Enterprise Architecture (EA) Certificates
GS 13-15; SES; O4 and above		Information Technology Program Management (IT-PM) Certificate	A 6-course certificate program (in residence or on-line) that teaches managers to lead complex IT and software acquisition projects by applying leadership skills, IT-PM concepts, methods, and best practices. Aligned with competencies established by OPM Guide for Project Managers. Will aid graduates in attaining PMP Certification.	Coursework Discussions Distance Learning Lectures Networking	Information Technology Program Management (IT-PM) Certicate
GS 14-15; SES; O5 and above		Chief Financial Officer (CFO) Leadership Certificate	CFO Council and DOD Comptroller launched the CFO Academy at the NDU iCollege in 2008. The 6-course graduate certificate (in residence or on-line) serves the government financial mgmt community and focuses on current & future challenges facing government financial personnel, teaches best practices, and discusses strategies of CFOs as top leaders in government. This program requires a higher entry level (GS14) than the other iCollege programs.	Coursework Discussions Distance Learning Lectures Networking	Chief Financial Officer (CFO) Leadership Certificate

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Department of Defense/Army Corps of Engineers/Career Management Program (DOD/ACE/CP-18)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-13		US Army Corps of Engineers Leadership & Development Program	A program consisting of 3 years of coursework and mentoring in addition to a 6-month developmental assignment, all of which is designed to expand the participant’s understanding of the Army engineer community, and prepare him/her to assume positions of leadership.	Coursework Developmental Assignment(s) Mentoring	Edmond Guuvreau

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Department of Defense/Army/Acquisition Support Center/Contracting Career Program Office (DOD/Army/ASC/CP-14)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 14-15		Contracting Career Program Office Senior Leader Development	An 18-month program, during which participants receive extensive training based on Army core leadership competencies, through coursework, mentoring, team projects, and developmental assignments. Participation in this program is based on a competitive selection process open only to individuals within ASC/CP-14 who have breadth & depth of experience and have exhibited senior leader potential.	Coaching Coursework Developmental Assignment(s) Individual Development Plan Individual Needs Assessment(s) Interagency Rotational Assignment(s) Mentoring On-the-job Training Team Projects	USAASC 575-678-2247/DSN 258-2247

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Department of Defense/Defense Commissary Agency (DOD/DeCA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 4-15		DeCA Civilian Academic Degree Program	A program that provides funding so that DeCA employees can obtain college degrees to support the agency’s organizational mission.	Coaching Coursework Mentoring	Sharon Wilson 804-734-8000, ext 48526
GS 5-15		DeCA On-The-Job Developmental Assignments	These 6-8 week work assignments prepare DeCA employees to take on greater responsibilities.	Coaching Coursework Mentoring	Sharon Wilson 804-734-8000, ext 48526
GS 12-14		DeCA Corporate Successor Development Program	A 2-4 year program to develop employees’ leadership/managerial skills necessary to fill upper-level positions within DeCA.	Coursework Rotational Assignment(s) Seminars Team Projects	Sharon Wilson 804-734-8000, ext 48526

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Department of Defense/Defense Contract Audit Agency (DOD/DCAA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Levels		DCAA Academic Degree and Tuition Assistance Program	Provides job-related training and education opportunities to DCAA employees.	Coursework	Dr. James Greig 901-325-6120

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Department of Defense/Defense Contract Management Agency (DOD/DCMA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-13		DCMA Tier II Leadership Development Program	A program providing management with a vehicle for developing non-supervisory employees with leadership competencies key to DCMA's ability to meet its customers’ needs. It is a locally based program that provides individuals in DCMA with leadership-growth opportunities over a period of approximately three years.	Coaching Coursework Individual Needs Assessment(s) Mentoring
GS 11-15		DPAP Acquisition Exchange Program	Rotational assignments between 3 to 12 months in the Washington DC area. Experience projects and hands-on experience in the development and implementation of DOD-wide acquisition policy issues	Coursework Developmental Assignment(s)	Jocelyn Conway
GS 13		DCMA Mid-Management Development Program	A 4-day program devoted to the development of leadership competencies based on Kouzes & Posner’s Leadership Challenge principles.	360° Feedback Assessment Coursework Developmental Assignment(s)	Wanda Marsha
GS 12-14		Executive Leadership Development Program	Multiple segments over 10 months. Expereience learning and training experiences that blend experiential and academic learning with hands-on exercises focused on the warfighter.	Coursework Developmental Assignment(s)	Customer Service 888-676-9632
GS 13-14		Naval War College- Intermediate and Senior Level	10 month residential program. Includes required classes, electives, faculty and guest lectures, readings, and research.	Lectures Residential Coursework	US Naval War College 401-841-7568 or DSN 841-7568
GS 14-15		Air War College, US Air Force	10 month program leading to a Master's of Strategic Studies. Includes a core curriculum with four major areas: leadership and ethics, international security studies, national and military strategy, and joint warfighting.	Coursework	Director of Student Operations 334-953-5458
GS 14-15		The Dwight D. Eisenhower School	10 months leading to a Master’s degree in National Resource Strategy. Includes courses in national security studies, strategic leadership, economics, military strategy, logistics, acquisition, and regional security studies.	Coursework	University Registrar Eisenhower Administration 202-685-4333 Dean of Students 202-685-4277
GS 7-13		DCMA Aspiring Leader Development Program	A program providing management with a vehicle for developing non-supervisory employees with leadership competencies key to DCMA's ability to meet its customer's needs. It is a locally based program that provides individuals in DCMA with leadership-growth opportunities over a period of 3 years.	Coaching Coursework Individual Needs Assessment(s) Mentoring	Ervin Page

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Department of Defense/Defense Finance and Accounting Services (DOD/DFAS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-11		DFAS Leaders in Motion	This program provides newly hired professionals with technical skills as well as incorporating leadership, intrapersonal, and interpersonal skills, networking, diversity and team building.	Conferences Coursework Rotational Assignment(s)	Carolyn Wisdom 317-212-2340
All Levels		DFAS Leadership Development Program	A comprehensive development program that addresses leadership development at each level according to the OPM leadership competencies. Includes coursework, online classes, and brown bag sessions.	Coursework Distance Learning	Tammy Jelenek-Jones 317-212-7825
All Levels		DFAS Tuition Assistance Program	The Tuition Assistance Program is geared towards encouraging and assisting employees with increasing their knowledge, skills, and abilities in order to improve individual and organizational performance and assist in achieving the agency’s mission and performance goals.	Coursework	Tiffany Ellis 317-212-7650
GS-5 and Below		DFAS Competitive Civilian Academic Degree Program	The objective of the DFAS Competitive Civilian Academic Degree Program (CCADP) is to enhance the professionalism of the DFAS workforce by increasing the number of employees who have attained an undergraduate or graduate degree.	Coursework	Tiffany Ellis 317-212-7650
All Levels		DFAS Certifications and Licenses Program	DFAS supports and promotes the need for highly skilled and qualified professionals. DFAS will pay or reimburse expenses related to obtaining or maintaining professional licenses or certifications for employees who meet the designated eligibility requirements.	Coursework	Tiffany Ellis 317-212-7650

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Department of Defense/Defense Information Systems Agency (DOD/DISA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-12		DISA Emerging Leaders Program	A 1-year competency-based leadership development program designed to develop DISA first-line supervisors by enhancing their leadership and management capacities.	Coaching Coursework	Mr. Gerald Boller 301-225-1398
GS 12-14		DISA Mid-Level Development Program	A 2-year competency-based leadership development program designed to bridge the developmental gap between the Emerging Leaders Program and the Executive Leadership development Program.	Coaching Coursework	Mr. Gerald Boller 301-225-1398
GS 14-15		DISA Executive Leadership Development Program	A 3-year competency-based leadership development program that prepares DISA senior employees for potential positions in the Senior Executive Service.	Coaching Coursework Rotational Assignment(s)	Mr. Gerald Boller 301-225-1398

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Department of Defense/Defense Intelligence Agency (DOD/DIA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-12		DIA Searchlight	A pre-supervisory program for those who are not in a leadership position and want to learn more about supervising. For individual contributors.	Coursework Distance Learning Individual Needs Assessment(s)	Mr. Rick Flory 202-231-4747
GS 13-15		DIA Keystone	A leadership program for those who are not currently supervisors, but desire to develop their leadership skills. For individual contributors. Training includes classroom training, soft skill development, role play, and experiential learning.	Coursework	Mr. Rick Flory 202-231-4747
GS 14-15		DIA Frontline	A mandatory program for agency supervisors. Attendees learn about agency-directed requirements and leadership skills. Training includes classroom training, online courses, mentoring, and conflict assignments.	Coursework Distance Learning Mentoring	Mr. Mike Gonzales 202-231-4652
GS 14-15		DIA Cornerstone	A mandatory program for agency personnel in managerial positions (supervisor of supervisors). Training includes classroom training, mentoring, senior leader participation, and leadership assessments.	Coursework Individual Needs Assessment(s) Mentoring	Mr. Cynthia Covington 202-231-6931
GS 15		DIA Gemstone	A competitive selective program for individuals selected by the agency to develop senior manager or SES-level skills. A mandatory program for agency personnel in managerial positions (supervisor of supervisors). Training includes leadership assessments, evaluations, mentoring, senior leader invovlement, coaching, experienctial exercises, and a capstone project.	Coaching Coursework Individual Needs Assessment(s) Mentoring	Mr. Pat Dowden 202-231-0171

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Department of Defense/Defense Logistics Agency (DOD/DLA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 13-15		DLA Enterprise Leader Development Program	A multi-level leadership development program that provides training and other activities based on an individual’s level of responsibility. The five levels of leadership addressed by the program are: 1. Lead Self 2. Lead Teams and Projects 3. New DLA Supervisors 4. Experienced DLA Leaders 5. Senior DLA Leaders The program uses an enterprise-wide approach to expand the DLA employee’s capacity to be effective in the various roles of a leader. Depending on the level of the employee, the program can take from a few days to 2 years to complete.	Coaching Coursework Distance Learning Individual Development Plan Individual Needs Assessment(s) Mentoring Rotational Assignment(s) Self-development Activities	ELDP
GS 13-15; SES		DLA Executive Development Program	A program providing an enterprise-wide approach to identifying future leaders in DLA and preparing them for greater responsibility and authority. Courses range in length from a few days to 10 months. Participation in this program is based on a competitive selection process.	Coursework Developmental Assignment(s)	EDP Manager (703) 767-8108, DSN 427-8108

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Department of Defense/Department of the Air Force (DOD/Air Force)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-13		Civilian Acculturation Leadership Training (CALT)	Introduces USAF civilians to the Air Force culture and prepares them for future leadership, managerial and supervisory roles. It is: • Modeled after the Officer Training School (OTS) curriculum and provides a unique in-residence experience focused on AF culture, missions, and the significant role leaders play in the Air Force’s overall success; • Parallels the leadership curriculum taught at OTS and includes team-building exercises, outdoor activities, simulation exercises, and time for personal health and wellness; • Provides an intensive leadership development experience; includes outside readings and projects. Competitive selection is via Air Force-wide call for applications; requirements include 2-5 years continuous federal service, no prior military service, and no prior Professional Military Education.	Coursework Discussions Networking Residential Coursework Team Projects	AF/A1DL 240-614-4014
GS 13-15		USAF Supervisors' Course	Provides first-level supervisors with leadership and management skills required in supervisory positions. Mandatory for all first-time supervisors within six months;Includes five key areas: Coaching, Teambuilding, Conflict Management, Developing Others, and Transition to Leadership. Uses online e-learning delivery: o Connect via Defense Connect Online and Blackboard o One full class day per week for five weeks o Interactive learning employing multiple teaching methods	Discussions Distance Learning	AF/A1DL 240-614-4014
GS 13-15		Supervisors' Resource Center	Provides resources for supervisors and leadership-related development. Topics include: Emerging Leader, Supervisory, Leadership, Self-Development, Mentoring, and Continuous Learning Also includes: online courses, video knowledge, books, exercises, simulations, leadership “challenges,” and just-in-time training. Incorporates existing online learning methods, e.g., courses (Skill Soft), leadership tools (OPAL), and self-assessments (Leadership Mirror).	Distance Learning	AF/A1DL 240-614-4014
GS 12-15		Air Force Personnel Center (AFPC) Leadership Courses	Provides a variety of learning opportunities for USAF future leaders. Includes the following: • Various leadership development courses offered by a range of vendors (e.g., Challenges for Leadership, Change Management, Leadership for Technical People) • Open enrollment programs offered by the US Office of Personnel Management (e.g., Leadership Assessment Program, Leadership Skills for Non-Supervisors, Management Development) • Custom course, titled Air Force Civilian Leadership Course, that focuses on leadership skills and is designed specifically for USAF GS-14 and 15 future leaders Competitive selection is via Air Force-wide call for nominations and functional community selection process (Strategic Leadership Education I).	360° Feedback Assessment Coursework Discussions Networking	AFPC/DPIA 210-565-3053
GS 14-15		Civilian Strategic Leaders Program (CSLP)	Provides opportunities for job assignments intended as multifaceted challenges and designed to prepare employees for increased responsibilities in functional and enterprise-wide positions. Opportunities include assignments to positions that could be filled by employees from any career field. May include experience with short-duration projects/task groups and attendance at leadership development courses. Competitive selection is via an Air Force-wide call for nominations and board selection process.	Coursework Developmental Assignment(s) Networking Team Projects
GS 15-SES		Senior Leadership Development	Provides a variety of custom or off-the-shelf learning opportunities for USAF senior leaders at the Senior Executive Service and GS-15 and equivalent levels as well as for general officers, colonels, and chief master sergeants. Courses include the following: • Custom business skills in the USAF and Federal context • Custom public policy skills and USAF role in the larger Federal enterprise • Custom personnel leadership assessment course • Off-the-shelf national and international security courses GS-15 competitive selection is via Air Force-wide call for nominations and board selection process (Strategic Leadership Education II and III).	360° Feedback Assessment Coursework Discussions Lectures Networking

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Department of Defense/Department of the Army (DOD/Army)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 5-9		Army Intern Program	A centralized, progressive, sequential, educational system that develops interns from the US Army for leadership positions.	Coursework Distance Learning On-the-job Training	Army Intern Program
GS 5-15		Civilian Education System	A centralized, progressive, sequential, educational system that consists of foundational, basic, intermediate, and advanced courses in leadership development.	Distance Learning Residential Coursework	AMSC
GS 14-15		Army War College Senior Service College	Senior Service College (SSC) prepares civilians for positions of greatest responsibility in the DOD. SSC requires an understanding of complex policy and operational challenges and increased knowledge of the national security mission. The SSCs available are the Army War College and the Army War College Distance Education Courses.	Distance Learning Residential Coursework	US Army War College 717-245-3131

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Department of Defense/Department of the Navy (DOD/Navy)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 14-15		The Dwight D. Eisenhower School	A 10-month program to prepare civilians for positions of greatest responsibility in the DOD. The program, which is part of the Senior Service College, develops an understanding of complex policy and operational challenges, and increased knowledge of the national security mission.	Residential Coursework	University Registrar Eisenhower Administration 202-685-4333 Dean of Students 202-685-4277

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Department of Defense/Missile Defense Agency (DOD/MDA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
NH-04; GS 14-15		MDA Leadership in Action: Leading in a Dynamic Environment	A 4 1/2-day course focused on developing leadership skills needed to lead successfully in a complex environment. “Leadership in Action” suggests that the leader’s role is indeed active and ever-changing in response to current needs, challenges, and opportunities.	360° Feedback Assessment Coursework	Debra Hufnagel

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Department of Defense/National Geospatial-Intelligence Agency (DOD/NGA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
Pay Bands 3-5; and GS levels 11-15; SES		NGA Leadership Training Cornerstone Program	A program consisting of a progressive series of five 1-2 week courses designed to build leadership skills at all levels of the organization. Participation in those courses directed toward NGA employees at Pay Bands 3-5, GS-levels 11-15, and above (SES, SIS, DISL) is based on a competitive selection process.	Conferences Coursework	Alan Coles 571-557-4233

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Department of Defense/National Security Agency (DOD/NSA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-13		Front-Line Leader Program (FLLP)	A mandatory leadership development program for new NSA first-line supervisors, which develops foundational supervisory and leadership skills. The program has two parts: leadership competency building and NSA-specific “rules and tools” training.	Coaching Coursework Individual Needs Assessment(s)	Associate Directorate for Corporate Leadership (ADCL) 240-295-2260
GS 14-15		Mid-Level Leadership Development Program (MLDP)	A required mid-level leadership program for NSA managers who manage other supervisors and/or technical leaders/directors & chiefs of staff/staff managers who manage strategy and priorities between levels of an organization. The program focuses on the executive core qualifications (ECQ’s) and fundamental competencies identified in the OPM leadership model. There are 3 required components of the course including conflict and change management.	Coaching Coursework Individual Needs Assessment(s)	Associate Directorate for Corporate Leadership (ADCL) 240-295-2260
GS 15		NSA Senior Leadership Candidate Development Program	A 2-3 year program offering participants an individually tailored, structured approach for preparing themselves to compete for NSA senior leadership positions. Completion of this program certifies the participants for promotion to positions in the Defense Intelligence Senior Executive Service (DISES).	Coaching Coursework Rotational Assignment(s)	Center for Leadership and Professional Development 410-854-6656
GS 15-SES		NSA Director's Leadership Program	A required senior executive leadership development program designed for recently elevated NSA senior leaders and members of the NSA DISES/DISL certified pool. It develops skills in leadership, diversity management, and business acumen.	Coaching Coursework Individual Needs Assessment(s)	Associate Directorate for Corporate Leadership (ADCL) 240-295-2260
GS 15; SES		NSA Industry Job Rotations	A program consisting of 1-year developmental assignments for selected NSA employees in NSA’s partner private industries. The assignments develop business skills and expose participants to other organizational cultures.	Rotational Assignment(s)	Center for Leadership and Professional Development 410-854-6656

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Department of Defense/Washington Headquarters Services (DOD/WHS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
SES		APEX	A 2-week program offered each September and March focusing on SES responsibilities and performance, as defined by the Executive Core Qualifications (ECQs). The program assists participants with framing their responsibilities in light of DOD and component priorities. It offers a blend of briefings and question-and-answer sessions with senior ranking DOD civilian and military leaders focusing on the current issues facing the Department.	Networking Seminars	WHS/HRD 703-604-6852
GS-13 and above and military (O-4 and above)		National Security Studies Program	Multiple courses purchased from private vendors that range from 2 days to 2 weeks in duration. The program focuses on interagency cooperation and integration in the development and execution of national strategy and post-911 conflict activities. Domestically, NSSP addresses national security considerations during natural disasters and the role of DOD in responding to illegal immigration and border security; and national healthcare cost, benefits and impacts on national security.	Coaching Coursework Networking Seminars	WHS/HRD 571-372-4014

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Department of Education (ED)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 11-13		Pathways to Leadership Program	A year-long competency based program designed for employees who aspire to move into a position of supervising, managing and leading others.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Individual Development Plan Interviews Mentoring Shadowing Assignment(s) Team Projects	Lisa Tobin 202-401-0126
GS 14-15		Excellence in Government Program (ED cohort)	A year-long program that strengthens the leadership skills of GS-14 and GS-15 Federal career employees through a proven combination of innovative coursework, best practices benchmarking, challenging action-learning projects, executive coaching, and government-wide networking.	Coursework Developmental Assignment(s) Team Projects	Ernestine.Jeff-Pannell 202-401-0126
GS 13-15		Transition to Supervision Program	A year-long program that develops new supervisors, team leaders, and managers to assist them in their transition to their new role as a Federal supervisor.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Individual Development Plan Mentoring	Ernestine.Jeff-Pannell 202-401-0126

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Department of Health and Human Services (HHS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 14-15		Supervisor 101	This 3-day course covers the basic information that every new supervisor needs to know about supervising in the Federal government context. The course covers the nuts and bolts of managing human resources, Do's and Don'ts of management, hiring, PMAP, managing performance (setting expectations, feedback, recognition, developing and coaching employees, and dealing with poor performance), leave administration, quality of work life initiatives, and labor and employee relations (conduct management and progressive discipline). Also available online.	Coursework Discussions Distance Learning Networking	LaKisha Greenwade 301-443-4771 Robert Scalise 202-690-7136
All Levels		Becoming Customer-Focused	This course will enable employees to Identify what it means to be customer focused; Identify their customers and define quality from the customer’s perspective; Identify various methods of gathering customer information to better understand customers’ needs; and describe the characteristics of an environment that promotes total customer focus, and their role in creating this environment.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Build Your Leadership Potential	The training focuses on key development areas of entry-level management and exposes participants to what it is like to be a manager and provides the skills needed to move into a managerial position within CMS. Course offerings will include the fundamentals and best practices of leadership, successful strategies for delivering results, streamlining practices and sustaining innovation and creativity.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Building Trust in Teams	This course is based on Patrick Lencioni’s Over-coming the 5 Dysfunctions of a Team. Participants will actively evaluate the tools in terms of their usefulness for them in their current situation. Best practices will be shared.	Coursework Discussions Distance Learning	Jim Peterson 410-786-7213
All Levels		Business Writing	This class is a refresher course on writing at CMS. Attendees in this two-day workshop will review critical grammar and punctuation rules, “plain language” writing principles, and e-mail writing techniques.	Coursework	Jim Peterson 410-786-7213
GS 14-SES		CMS/HHS Leadership Competencies and Self-Assessment	This course explores the HHS Leadership Competencies and their behaviors, and can be especially beneficial to new managers. It provides a self-assessment for participants to use to identify their current proficiency level on the leadership competencies.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 14-SES		Collaborating Across Organizational Boundaries	The program will introduce strategies on how organizations can share resources, decision-making and ownership of the final product or service.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Continuous Improvement Basics Webinar	This course provides all CMS employees a foundation in Continuous Improvement and focuses on specific application at CMS. Participants will learn basic continuous improvement concepts, Plan-Do-Study-Act model, and methodologies to support problem solving and process improvement.	Distance Learning	Jim Peterson 410-786-7213
All Levels		Continuous Improvement Basics: Methodology and Tools	This workshop provides all CMS employees a foundation in Continuous Improvement and focuses on its specific application at CMS. Participants will learn basic Continuous Improvement concepts, review improvement examples from their component, and explore their role in making improvements to benefit their customers.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Crucial Conversations – Employees	This course prepares participants for high-stakes situations with a proven technique; demonstrates how to transform anger and hurt feelings into powerful dialogue; shows how to make it safe to talk about almost anything; and demonstrates how to be persuasive, not abrasive.	Coursework Discussions	Jim Peterson 410-786-7213
GS 14-SES		Crucial Conversations - Managers	This course, based on the Crucial Conversations book, gives useful strategies and tools to help more effectively address critical conversations	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Crucial Conversations Application Workshop – Employees	This is wrap-up training for employees who have taken Crucial Conversations, Situational Leadership, and either Strength Deployment Indicator (SDI) or Personality Type (MBTI) training. It is a case study that incorporates best practices learned in all of the aforementioned trainings.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 14-SES		Crucial Conversations Application Workshop – Managers	This is wrap-up training for employees who have taken Crucial Conversations, Situational Leadership, and either Strength Deployment Indicator (SDI) or Personality Type(MBTI) training. It is a case study that incorporates best practices learned in all of the aforementioned trainings.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 13-15		Defining Roles and Analyzing Skill Gaps	This course will provide team leaders with the knowledge to create a plan for defining the roles and responsibilities within their teams and create the framework for conducting a skills gap analysis.	Distance Learning	Jim Peterson 410-786-7213
All Levels		Effective Communications & Briefings	This course immerses participants in many facets of communication, ranging from interpersonal to written to oral. All of this skills-based learning will be set upon an underlying foundation of a strategic communication model. This is an advanced course, including and going beyond the presentation techniques taught in “Effective Presentations.”	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Effective Presentations	This course will prepare participants to manage speaker’s fear using physical and psychological techniques; select from several presentation formats; learn to project and enunciate with confidence; hone rapport-building skills to help engage the audience; use visual aids intelligently and purposefully for the most impact; and develop goals to activate and to reinforce the training.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Effective Team Leader	This course will provide team leaders with the knowledge to describe what it takes to be an effective team leader; identify specific ways to encourage or inspire collaboration in others; understand the stages of team development; and implement skills and techniques for assisting teams moving through the stages to productivity.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Emotional Intelligence (EQi) Workshop – Employees	In this 3 hour workshop, participants will explore what aspects of emotional intelligence behavior show up in our daily interactions, and how we might move our culture forward through better awareness of our individual and collective emotional intelligence.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 14-SES		Emotional Intelligence (EQi) Workshop - Managers	This one day workshop will explore what aspects of emotional intelligence behavior show up in our daily interactions and how we might move our culture forward through better awareness of our individual and collective emotional intelligence.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
All Levels		Exercising Influence	This course prepares participants to use a model of productive and effective influence behaviors; improve existing influence skills and build new ones; develop a conscious, strategic approach to influencing; recognize and deal effectively with current organizational issues and conflicts; and enhance the results achieved through the cooperation and enthusiastic support of key stakeholders.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Facilitation Techniques for Effective Meetings	In this workshop, participants will learn and practice effective techniques to facilitate groups and create results that are understood and accepted by all.	Coursework Discussions Self-development Activities	Jim Peterson 410-786-7213
All Levels		Foundations of Leadership: Basic Principles + Values/Mission/Goals	This course is the foundational course for non-supervisory leadership development. The full day course is divided into two key areas: Building Trust under Pressure: The Basic Principles, and Values-Mission-Vision-Goals. Together these two components provide an introduction to basic leadership principles that contribute to personal and organizational success.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Generations in the Workplace	For the first time, organizations have employees from four (possibly five) different generational groups. This webinar focuses on the characteristics of each generation (WWII Veterans, Baby Boomers, Gen X, Gen Y/ Millenials) and discusses the potential challenges/ solutions in the workplace.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Have a Nice Conflict	This participant-centered learning experience offers participants a way to increase self-awareness and emotional intelligence by understanding their reactions to conflict and the affect they have on others.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Individual Development Plan (IDP)	This webinar will discuss the purpose of an IDP and steps in creating one.	Distance Learning Individual Development Plan	Jim Peterson 410-786-7213
All Levels		Managing Your Time	Participants will learn effective time management by defining what is important; developing goals that will accomplish what is important; and planning, organizing and prioritizing work activities that will help them reach those goals.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Personality Type Training – Myers Briggs Type Indicator	This training is designed to help participants improve their interpersonal skills and self-management through heightened self-awareness, using the Myers-Briggs Type Indicator (MBTI).	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
All Levels		Plan to Change – Employee	The program is designed to help non-managers (individual employees, intact work groups, and teams) learn how to navigate through the significant changes they are facing.	Coursework Discussions	Jim Peterson 410-786-7213
GS 14-SES		Plan to Change – Managers	The program is designed to help managers learn how to navigate themselves and their employees through the significant changes they are planning and implementing.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Problem Solving & Decision Making	In this highly interactive 8-hour workshop, participants will learn how to deal effectively with challenging situations at work through the use of effective problem solving and decision-making.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Productive Team Member Skills	This course focuses on beneficial communication and collaborative methods that will enhance individual talents and therefore benefit the team as a whole. Participants will examine team dynamics and how the individual team member can contribute effectively, particularly through exercising influence and negotiation.	Coursework Discussions	Jim Peterson 410-786-7213
GS 14-SES		Qs & As with the Experts	This course is designed to assure that all CMS managers can apply the legal requirements of management at CMS in the daily scenarios they face.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Situational Leadership	This course is designed to help “leaders” open up communication—increase the frequency and quality of conversations about performance and development between themselves and the people they work with.	Coursework Discussions	Jim Peterson 410-786-7213
GS 13-15		Soliciting Feedback	This course is designed to provide team leaders and managers an informal but easily maintained mechanism for getting informal feedback on their performance from their subordinates and boss.	Coursework Discussions	Jim Peterson 410-786-7213
GS 14-SES		Stay Conversations: How to Keep Employees Engaged	This course is designed to provide managers with tips on how to keep their employees engaged.	Coursework Discussions	Jim Peterson 410-786-7213
All Levels		Strength Deployment Inventory (SDI) - Employees	Participants will take the SDI instrument online before class. In this workshop, participants will learn the theory behind the SDI and apply it to a real world situation.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 14-SES		Strength Deployment Inventory (SDI) - Managers	In this workshop, participants will learn the theory behind the SDI and apply it to a real world situation.	Coursework Discussions Individual Needs Assessment(s)	Jim Peterson 410-786-7213
GS 13-15		Virtual Team Management	This course provides best practices and tips to help team managers more effectively lead their teams to desired performance results.	Distance Learning	Jim Peterson 410-786-7213
All Levels		Virtual Teamwork	This course will enable participants to define virtual teams; identify the advantages and challenges of working virtually; identify the characteristics and competencies required of virtual team members; identify best practices of virtual work; and create a recipe for successful virtual team work.	Coursework Distance Learning	Jim Peterson 410-786-7213

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Department of Health and Human Services/Administration for Children and Families (HHS/ACF)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-SES		ACF 21st Century Leadership Development Model (21: LDM	21: LDM provides five distinctive Leadership Modules that lead to the next tier level where a series of classes, seminars, and certificate courses address leadership succession from nationally known institutions that have a proven record of accomplishment for developing leaders in government. A driving force behind 21: LDM is the belief that leadership development need not be just for those who are in key leadership roles but also for those who aspire to become potential leaders. The hierarchical framework of the model focuses on not only grade levels but also roles such as employees in decision-making, supervisory, managerial, and non-supervisory positions. Each of these roles are reflected within different grade levels and positions such as team leads, supervisors versus non-supervisors, senior executives, and managers. 21: LDM focuses on a range of public and policy-related issues, leadership competencies, resources, and leadership practices best suited for individuals accountable for public programs and services. Participants are selected on a competitive basis. Each candidate is required to submit an application and be rated by a Review Committee before the selection occurs.	360° Feedback Assessment Coaching Coursework Individual Development Plan Mentoring	Stephanie Davis 202-401-5480

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Department of Health and Human Services/Centers for Disease Control and Prevention (HHS/CDC)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 15, CC-06, SES		Executive Coaching	It provides CDC senior leaders (GS-15) or Commissioned Corps officers (CC-06) and above with an individualized and confidential coaching service to enhance their interpersonal, managerial, and leadership skills. Senior leaders are matched with an experienced executive coach involving 20 hours of coaching over a 9-month period. While participating in this coaching service, leaders will identify goals for improvement, develop personalized strategies to achieve those goals, and apply leadership techniques and strategies to their daily challenges.	Coaching	Dr. Daniel McDonald 770-488-0256
GS 14-15 or Commissioned Corps		Leadership and Management Institute	This program is designed to builds CDC's organizational capacity, leadership effectiveness, teamwork, and collaboration with internal and external partners through applied learning. It uses a variety of learning methods, including case studies, exercises, discussions, and guest speakers to engage participants. Teams then apply leadership and management techniques to completing projects between retreats.	360° Feedback Assessment Coaching Mentoring Team Projects	Dr. Daniel McDonald 770-488-0256
GS 13-SES		Supervisor Development Challenge	This course is made up of both online and instructor-led curriculum. It is designed to provide new and experienced team leaders, supervisors, and managers with the information needed to accomplish organizational objectives and abide by the human resources laws and regulations. Topics include, but are not limited to, merit system principles, position classification, labor management relations, employee relations, and other areas pertaining to human resources policies and regulations. Together, the two phases of training provide participants the tools to be successful in their positions. This course is required for new supervisors and must be taken within 1 year of appointment.	Coursework	Dr. Daniel McDonald 770-488-0256
GS 7-12		The High Potential Certificate Program	Through this eight-month program, participants will acquire a well-rounded introduction to leadership, interpersonal, and conflict management skills. It entails a series of instructional components that will be delivered in various formats, including classroom, interactive exercises, self-assessments, and individual coaching. In addition, each attendee will be guided in building an action plan for continued growth.	360° Feedback Assessment Coaching	Dr. Daniel McDonald 770-488-0256
GS 13-14		Practical Leadership Skills for Team Leaders	Over the course of three sessions, participants learn how to assess their own leadership behavior and communication style. Participants also become more aware of differences in culture, communication style, and behavior, and learn how to use team members' strengths. Each participant completes a DISC assessment to identify his/her behavior style. Participants also learn: the team leader's role in guiding teams through imposed and elected change; how to identify the predictable causes of team resistance to change and develop strategies for increasing buy-in, techniques for increasing a team's participation in creative problem solving; and strategies that team leaders can exercise to gain increased support from their superiors. Additionally, participants will improve their ability to resolve team conflict and influence the thoughts and behaviors of others, and to communicate more effectively in a team environment – with upper-level professionals and with internal and external partners.	Discussions Seminars	Dr. Daniel McDonald 770-488-0256

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Department of Health and Human Services/Food and Drug Administration (HHS/FDA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-14		MG104-Union Contract Overview for First Time Supervisors SWR & PAR	-Recognize the importance of the NTEU and AGFE Collective Bargaining Agreements -Apply FDA managements interpretation of the articles of the NTEU and AFGE Collective Bargaining Agreements -Discuss management, union and employee rights in a unionized environment -Recognize the issues and challenges associated with managing employees in a unionized way	Seminars	Marya Ricks 301-796-4531
GS 12-SES		MG105-Travel Overview for Supervisors (on-line)	-Explain current administrative topics related to official travel -Differentiate between the supervisors and the employee's responsibilities for employees travel -Recognize common pitfalls of travel related issues	Distance Learning	Marya Ricks 301-796-4531
GS 12-SES		MG106-Personnel Practices for New Supervisors	-Identify the procedures, tools and resources needed to recruit, manage and evaluate personnel -Use performance management techniques and tools to develop and implement an effective performance program for their employees -Recognize the issues and challenges associated with managing employees and employ the appropriate techniques and tools to address the issues and challenges as they occur -Develop personal development strategies for career development	Seminars	Marya Ricks 301-796-4531
GS 12-SES		MG111- Practical Applications	-Evaluate regulatory work product -Identify the procedures, tools and resources needed to perform practical management in a regulatory environment -Apply risk management principles to their supervisory role on a day-to-day basis -Demonstrate effective communication skills while interacting as a manager to achieve a successful regulatory work product	Seminars	Marya Ricks 301-796-4531
GS 12-SES		MG113-Managing a New Hire (on-line)	-Use BINGO card to monitor new hire's training progress -Prepare employees for national new hire training course -Identify work products that can be used to assess a new hire's work performance -Get in sync with management and our employees -Use techniques that cultivate positive working relationships -Hire the right people and effectively manage performance -Run successful conflict resolution meetings	Seminars	Marya Ricks 301-796-4531
GS 12-SES		Soft Skills for Supervisors	-Get in sync with management and our employees -Use techniques that cultivate positive working relationships -Hire the right people and effectively manage performance -Run successful conflict resolution meetings	Seminars	Joe Maher 719-272-1247
GS 13-SES/T42		Performance and Developmental Feedback	-Understand how to prepare managers to provide formal feedback for performance and developmental purposes -Understand the importance of providing frequent and informal feedback throughout the year -Understand how to have difficult conversations and provide negative feedback -Understand how to provide mentoring and coaching to employees in support of their Individual Development Plan, or IDP, and the role of the manager to support overall career development	Seminars	Ronan King 301-796-8136 Brooke Mullican 301-796-4992

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Department of Health and Human Services/Health Resources and Services Administration (HHS/HRSA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-15		Supervisor Certification Program	Provides supervisory skills development for new supervisors and opportunities for experienced supervisors to enhance their supervisory skills while meeting OPM and HHS requirements.	Coursework	Marianne Glass Miller 301-443-4285
All Levels		Mentoring Now Program	Ongoing Mentoring Program that matches employees across the Agency based on leadership competencies. The program includes one-to-one mentoring as well as group mentoring, and aims to facilitate cross-agency partnerships as well as knowledge transfer among employees.	Coursework Mentoring Networking	Coral Cope 301-443-6472
GS 9-11		Aspiring Leaders Program	Aimed at high-potential GS-9-11s. Develops leadership skills to prepare participants to lead from their current positions and introduces them to supervisory/leadership competencies.	Coursework Developmental Assignment(s) Discussions Individual Development Plan Interviews Lectures Mentoring Networking Self-development Activities Seminars Shadowing Assignment(s)	Dana Sims 301-443-5887
GS 12-13		Mid-Level Leadership Program	Competitive leadership program aimed at high-potential GS-12s/13s. Develops leadership skills to prepare participants for leadership positions.	360° Feedback Assessment Coaching Coursework Individual Development Plan Individual Needs Assessment(s) Lectures Mentoring Self-development Activities Seminars Team Projects	Dana Sims 301-443-5887
GS 14-15		Senior Leaders Fellowship Program	Competitive leadership program aimed at high-potential GS-14/15s. Develops leadership skills to prepare participants for senior leader positions.	360° Feedback Assessment Benchmarking Site Visits Coaching Discussions Distance Learning Fellowship Individual Development Plan Lectures Mentoring Networking Seminars Site Visits Speaker Series Team Projects	Dana Sims 301-443-5887

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Department of Health and Human Services/National Institutes of Health (HHS/NIH)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Levels		Deputy Directors of Management Seminar Series (DDM)	The DDM Seminar Series offers the NIH community engaging presentations that provide meaningful insights into leadership and management concepts, challenges, and solutions. The seminars provide NIH employees the opportunity to advance their knowledge of best practices in a variety of leadership and management issues.	Seminars	Kristen Dunn-Thomason 301-443-7135
GS 12-14		NIH Mid-Level Leadership Program	A multifaceted, mid-level leadership development program that builds an effective bridge between senior leadership and junior staff. The program is structured to assess leadership readiness, provide feedback and developmental guidance, incorporate a variety of instructional approaches, and make available reinforcement activities. Major topics include self-awareness and fulfilling the leadership function, understanding and collaborating with others, and strategic business acumen. Includes 6 months of post-program supported activities.	360° Feedback Assessment Coaching Individual Development Plan On-the-job Training	Kristen Dunn-Thomason 301-443-7135
GS 14-SES		NIH Senior Leadership Program	Provides senior leaders with the opportunity to assess leadership skills, design a leadership development plan, enhance their capacity to lead for results and use data for organizational decision making, develop a systematic approach to negotiation, assess and address organizational capacities, think analytically about organizational change and operate effectively in political systems. All 5 of the ECQs are addressed.	360° Feedback Assessment Coaching Individual Development Plan On-the-job Training Self-development Activities	Kristen Dunn-Thomason 301-443-7135
GS 15-SES		NIH Executive Leadership Program	This program targets NIH leaders who are new to top positions and those who are likely to assume senior executive roles within the next 1-5 years. Topics include leading at the top, executive communications, policy making on the Hill, leading in networks, and special events with NIH senior executives.	360° Feedback Assessment Coaching Individual Development Plan On-the-job Training Self-development Activities	Kristen Dunn-Thomason 301-443-7135

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Department of Homeland Security (DHS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Levels		Senior Executive Service Candidate Development Program	Highly competitive program, uses AU Key Executive Certificate Program to fulfill 80-hour training;	Developmental Assignment(s) Individual Development Plan Mentoring Networking On-the-job Training	Annette Clare 202-357-8306 Meredith French, 202-357-8306
GS 14-15		DHS Fellows	Rigorous selection into this high-po leader development program; builds cross-Component leadership skills in ECQs	360° Feedback Assessment Coaching Coursework On-the-job Training Site Visits	Kimaron Harris
SES and Flag Officers		DHS Capstone Program	Intended for new executives within their first year, builds the executive competencies necessary to steward strategically within and across the homeland security enterprise	360° Feedback Assessment Coursework On-the-job Training Rotational Assignment(s) Team Projects	Claire Gudewich

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Department of Housing and Urban Development (HUD)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 11-13		Emerging Leaders Program	A 1-year competency-based program that focuses on the Executive Core Qualifications. The program is open to high-performing HUD employees who desire to transition into leadership positions.	Coursework Distance Learning Interviews Rotational Assignment(s) Shadowing Assignment(s) Team Projects	Mia S. Beckett 202-402-4214
GS 14-15		Council for Excellence in Government Fellows Program	A 12-month program during which the fellows build the skills to lead people, communicate effectively, form partnerships, remain focused and flexible in changing work environments, and achieve important results. Participants remain in their current positions and attend program activities when scheduled.	Benchmarking Site Visits Coaching Coursework Individual Development Plan Individual Needs Assessment(s) Team Projects	Mia S. Beckett 202-402-4214
All Levels		SES Candidate Development Program	A program for a minimum of 12 months designed to develop a cadre of leaders for the Senior Executive Service of HUD. The program provides a series of intensive developmental/training assignments which will enhance the candidates’ leadership skills and broaden their understanding of overseeing programs and operations at the executive level. Participation in this program is based on a competitive selection process. Leadership experience in a position at the GS-14/15 level or equivalent is preferred. Successful completion of the program provides eligibility for appointment to the HUD SES without competition.	Benchmarking Site Visits Coursework Individual Development Plan Individual Needs Assessment(s) On-the-job Training Rotational Assignment(s) Shadowing Assignment(s) Team Projects	Mia S. Beckett 202-402-4214

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Department of Justice (DOJ)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS-13-15 DOJ employees		DOJ Leadership Excellence and Achievement Program (LEAP)	The Leadership Excellence and Achievement Program (LEAP) is a Department-wide leadership experience designed and developed to address DOJ's current and future succession planning needs. LEAP is a 12 month (part-time) program that includes a series of challenging developmental experiences for DOJ employees who have the potential to assume leadership positions within the next three years. Components nominate employees at the GS-13-15 or equivalent levels who best meet their organizational succession planning needs. Nominees will also be expected to be highly motivated self-starters, who and are interested in enhancing their leadership skills.	360° Feedback Assessment Coaching Coursework Mentoring Shadowing Assignment(s) Team Projects	Bill Thimmesch, Program Manager, LEAP 202-616-0869
Supervisors at the GS-9-SES level or equivalent		DOJ Bureau of Prisons (BOP) Leadership Enhancement and Development Program (LEAD)	Approximately 50 staff per phase; there are 4 phases. Various training courses to meet the identified individual needs/	Mentoring	Symphar R. Charles, Chief, BOP Learning & Career Development 202-616-3095
Supervisors and Managers at the GS-9 - GS13 level or equivalent		DOJ Bureau of Prisons (BOP) Principles of Leadership Phases I-II	Mandatory training. Approximately 50 staff per phase; there are 4 phases	Residential Coursework	Symphar R. Charles, Chief, BOP Learning & Career Development 202-616-3095
GS-14 Associate Wardens		DOJ Bureau of Prisons (BOP)	Mandatory training.	Residential Coursework	Symphar R. Charles, Chief, BOP Learning & Career Development 202-616-3095
GS -15 Warden		DOJ Bureau of Prisons	Mandatory training for new wardens and national wardens at BOP	Residential Coursework	Symphar R. Charles, Chief, BOP Learning & Career Development 202-616-3095
USAO and DOJ executives, managers, and line leaders		DOJ Justice Leadership Institute (JLI) / Executive Office for United States Attorneys	JLI serves to support leaders in the United States Attorneys' offices and the Department by providing a comprehensive curriculW11 of leadership competencies. The customized program is based upon, and responsive to, the Department’s unique needs, characteristics, and mission.	Developmental Assignment(s) Lectures On-the-job Training Residential Coursework Self-development Activities	Nikki Calvano 803-705-5162 Gordie Prescott 803-705-5139
Varies		DOJ Federal Bureau of Investigation (FBI)	The vast majority of FBI leadership development is available only to FBI employees. However, the FBI does have training courses which are available to local, state, federal and international partner agencies.	Coursework	Loren (Renn) Cannon. Chief, Leadership Development Program Federal Bureau of Investigation : 202-436 -7647
GS-15 DEA employees		DOJ Drug Enforcement Agency (DEA)	Group Supervisor, Supervisor Development, Senior Supervisor Leadership Training, SES leadership training	Coursework	Brian Townsend, Unit Chief, DEA Office of Training (703-632-5399) or ASAC David Zon (703-632-5110)
GS-14-15; SES		DOJ Antitrust Division (ATR)	ATR's Executive Leadership and Management Division Program integrates formal, instructor-led discussion with relevant business examples and experiential hands-on learning to better enable Division leaders to tackle real world obstacles, and better address the challenges of leading in the Federal sector, achieving mission results, and maintaining public trust. Another goal of the Leadership Program is to enhance ATR executives' management skills and increase their level of proficiency in many of the Leadership and Management Competencies of the Executive Core Qualifications .	Coursework	LaToya Outlaw 202-514-2990
Supervisors and Managers		United States Marshals Service (USMS)	Formal Leadership and Development Programs: 1.Supervisory Leadership Program (SLD). This one week program focuses on leadership skills, leadership techniques, management concepts, supervisory responsibility, situational leadership and their practical application. 2.Chief Development Program (CDP) is a one week program designed to increase self-awareness and leadership behaviors by learning one’s behavioral strengths, areas for development, and impact on leadership behaviors.	Individual Needs Assessment(s) Residential Coursework	Jeremy Schultz, USMS Professional Development Acting Branch Chief. 912-267-2974.
GS 5- GS 9 DOJ/Office of Justice Program Employees		OJP ExCeL- Explore. Collaborative. Ethical. Leadership. Program	OJP’s new ExCEL program is designed for GS 5-9 OJP employees. ExCEL is an internal OJP program designed to provide participants an opportunity to develop a network of like-minded peers, to solidify their commitment to public service, enhance their leadership capabilities and stretch the boundaries of what they see for themselves and their careers. Selected participants are expected to be highly motivated self-starters who, through their experiences, training, and education, show strong potential for growth and development. The competencies of this program focus on OJP and the Department needs for now and the future. They include: communication, influencing/negotiating, interpersonal skills, internal awareness, and flexibility.	Distance Learning Individual Development Plan Interviews Mentoring Orientation Seminars	Jill Walther, Manager for Leadership Programs and Planning, Office of Justice Programs, Office of Administration-Human Resources Division 202-514-0812
GS 14- GS 15 DOJ/Office of Justice Programs Supervisory and Non-Supervisory Employees		OJP Executive Coaching Program	OJP’s coaching program is aimed at achieving the following objectives: Allowing the opportunity for individual feedback that specifically addresses the strengths and weaknesses of the participants in this program; Galvanizing leaders to create and follow a vision for their organization; Working with participants to hone existing skills and gain new skills that are required to successfully lead OJP; Imparting an understanding about how to address organizational functions/work strategically and holistically; Presenting methods that assist in modifying behaviors that are counter-productive and erode trust, respect, and productivity/performance; Gaining an appreciation and the ability to obtain work/life balance while remaining highly effective; Providing tools that will allow leaders to guide staff through various changes.	360° Feedback Assessment Coaching	Teela Samuel, HR Specialist Office of Justice Programs, Office of Administration-Human Resources Division 202-514-8983
GS 9- GS 12 DOJ/ Office of Justice Programs Employees		OJP Fellowship: An Interdisciplinary and Cross-Functional Exchange	The OJP Fellows program is an opportunity for high-performing individuals to gain a cross-functional and/or interdisciplinary experience within OJP, while developing their strengths in the Executive Core Qualification competencies of creativity and innovation and problem solving. OJP Fellows have the opportunity to gain additional experience within another office within OJP and take their skill sets to a related office to enhance collaborative efforts across the organization. Additionally, the Fellows are expected to be self-starters and participate in leadership development activities and cohort responsibilities.	Developmental Assignment(s) Fellowship Mentoring Rotational Assignment(s) Shadowing Assignment(s)	Jill Walther, Manager for Leadership Programs and Planning, Office of Justice Programs, Office of Administration-Human Resources Division 202-514-0812

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Department of Justice/Drug Enforcement Administration (DOJ/DEA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 14		Group Supervisor Institute	GSI is a mandatory school for all newly-promoted, first-line supervisors. The core curriculum provides the students with 40 hours of specific leadership development training, provided by the University of Virginia, and incorporates leadership training into many of the blocks of instruction. Additional core materials include employee and career development, DEA policies, management, ethics, and DEA strategic planning. The Special Agent also receives enforcement related training.	Coursework	Brian J. Townsend 703-632-5399
GS 14		Supervisor In-Service Program (SIS)	The Supervisor In-Service (SIS) Program is a one-week school for first-line supervisors who have completed the GSI at least 24 months prior. The SIS provides 36 hours of instruction including a block of leadership development. The goal of the in-service program is to provide relevant refresher training to all supervisors every 24 to 36 months.	Coursework	Brian T. Townsend 703-632-5399
GS 14-15		Drug Unit Commanders Academy (DUCA)	This two week course establishes and provides crucial leadership training to DEA’s state and local counterparts, second-line supervisors to executive level commanders of state, local, and federal drug enforcement units in direct support of DEA’s mission.	Coursework	Brian J. Townsend 703-632-5399

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Department of Justice/Federal Bureau of Prisons (DOJ/BOP)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-15; WS-9; SES		Leadership Enhancement and Development Program (LEAD)	This four phase curriculum requires participants to attend Bureau-sponsored and national executive development training programs, as well as, to pursue self-directed activities and experiential training at local institutions and offices. Specifically, the program objective is to provide proactive leadership training to ensure the development and continuity of the Bureau’s leadership and supervision and is open to members of the Public Health Service at equivalent grade levels. At the beginning of the program, all program participants are required to complete an online 360-degree-assessment which measures leadership skills and traits of managers. Program completion time frames vary according to phase.	360° Feedback Assessment Coaching Coursework Self-development Activities	Symphar R Charles 202-514-8758

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Department of Justice/Office of Juvenile Justice and Delinquency Prevention/National Institute of Corrections (DOJ/OJJDP/NIC)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-14		OJJDP/NIC Correctional Leadership Development	In this 70-hour individual, competency-based leadership development training program, participants focus on their current leadership practices as a means to develop and enhance leadership skills needed in juvenile justice. The program, which uses an interactive, experiential format, is designed as an intensive process to enhance participants' ability to manage current and emerging challenges effectively. Participants complete assignments prior to the training program, including working with their agencies' chief executive officers to identify trends and issues that challenge the agencies' leadership. Aside from Federal employees, this program is appropriate for juvenile justice professionals with senior-level leadership and management responsibility for a state or local juvenile correctional agency, facility, detention center, community corrections/diversion program, or district or regional office who have been identified as leaders of the future by their home agencies. Deputies of these administrators will be considered if recommended by their chief executive officers. This developmental program format is also available for adult correctional administrators.	360° Feedback Assessment Residential Coursework	Robert M. Brown, Jr. 1-800-995-6429, ext. 111

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Department of Justice/Office of Legal Education (DOJ/OLE)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-15		Office of Legal Education Leadership Program	A number of single residential courses are offered, which are generally three to four days long. They include the Attorney Supervisors course which provides leadership training for attorney managers; the 360 Leadership course by Warren Blank which provides leadership technique training for all managers. Additional courses teach leadership skills to support staff supervisors. A number of leadership courses will be offered to employees via satellite broadcast, including a quarterly topic from the JTN Executive Leadership Series which features presentations by renowned leadership experts such as Ken Blanchard and Peter Senge.	360° Feedback Assessment Coaching Coursework Distance Learning Residential Coursework	Cammy Chandler 803-705-5100

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Department of Justice/US Marshals Service (DOJ/USMS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-13		Supervisory Leadership Program (SLD)	This one week program focuses on leadership skills, leadership techniques, management concepts, supervisory responsibility, situational leadership and their practical application while avoiding common pitfalls. Additionally, participants are presented case studies involving Internal Affairs Investigations as well as situational case studies as noted nationally. Employee management scenarios are included with this training.	Coursework	Darrell D. Williams 912-267-2098
GS 14-15		Chief Development Program (CDP)	This one week program is designed to increase self-awareness and leadership behaviors by learning one's behavioral strengths, areas for development, and impact on leadership behaviors. Develop an understanding of purposeful leadership behaviors by understanding the change process and coaching. Learn to effectively analyze and synthesize feedback and developmental leadership planning. A mentor panel is included with this training.	360° Feedback Assessment Coursework	Darrell D. Williams 912-267-2098

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Department of Labor (DOL)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 1-9		Career Enhancement Program	A 12-month program designed to provide current DOL employees with the opportunity to expand their career and promotion potential through a systematic, planned approach to career progression.	Coursework Mentoring On-the-job Training Orientation	Karen Terrell 202-693-7654
GS 9-12		Presidential Management Fellows Program	The Presidential Management Fellows (PMF) Program is a flagship leadership development program at the entry-level for advanced degree candidates. Created more than three decades ago, the Program attracts and selects from among the best candidates and is designed to develop a cadre of potential Federal Government leaders.	Mentoring On-the-job Training Orientation	Karen Terrell 202-693-7654
GS 5-12		Pathways	The purpose of the Pathways Programs is to enable the Federal government to compete more effectively for students and recent graduates by: improving recruiting efforts; offering clear paths to Federal internships for students; offering clear paths to civil service careers for recent graduates; and providing meaningful training, mentoring, and career-development opportunities.	Mentoring On-the-job Training Orientation	Karen Terrell 202-693-7654
SES		Leading EDGE	Leading EDGE Program (Leading EDGE-Executives Driving Government Excellence), the government-wide senior executive leadership development program. The goals of the program are to prepare today’s Federal executives for the considerable challenges on the horizon and inspire a shared government-wide identity and vision.	Seminars	J. Christopher Chavis
GS 11-13		DOL Mentoring Program	A 12-month program that matches employees at the GS 11-13 levels with mentors in higher-level positions at DOL. It is designed to foster the mentee's career development, expand his/her knowledge, skills and abilities, and broaden his/her understanding of DOL and its programs. It also aims to develop a diverse high-performing workforce capable of adapting to a rapidly changing workplace environment.	Coursework Distance Learning Individual Development Plan Individual Needs Assessment(s) Mentoring	J. Christopher Chavis
All Levels		DOL Supervisory and Managerial Training Program	A program offering a systematic, holistic, and competency-based approach to leadership development. It provides three levels of training for team leaders, supervisors and managers: Phase I: Pre-Supervisory Awareness Series, consisting of eight briefings on various leadership topics. Phase II: New Supervisor Training, consisting of 80 hours of mandatory leadership training over a 2-year period. Phase III: Continuous Development, consisting of 24 hours of leadership development activities per fiscal year.	Coursework Developmental Assignment(s) Seminars	J. Christopher Chavis

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Department of State/Bureau of Human Resources/Career Development and Assignments (DOS/HR/CDA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
FS 03-SFS		Foreign Service Opportunities outside the Department of State	Assignments offering significant opportunities for Officers to develop professionally and acquire the management skills and breadth of experience necessary for advancement to the senior ranks. Opportunities include: Congressional fellowships, rotations to other Federal agencies, NGOs, state and local government agencies, the White House, and international organizations.	Coursework On-the-job Training Rotational Assignment(s) Self-development Activities	Maryanne Thomas 202-663-0818
GS 12-15		Long-Term Training Opportunities	For Civil Service: An array of outstanding long-term training opportunities to enhance performance and long-term career goals. Training may occur through the War Colleges, Command and Staff Colleges, universities, exchange programs with foreign ministries, and corporate placement programs. Participation in this program is based on a competitive selection process. Note: For Foreign-Service Long-Term Training Opportunities, please see HR/CDA listings. Note: For Civil Service Long-Term Training Opportunities, please see DOS/HR/CSHRM listings.	Coursework Developmental Assignment(s) Fellowship Individual Needs Assessment(s)	Nayda Allridge 202-663-2140
FS 05-01		Foreign Service Mentoring Program	A program created to familiarize new officers and specialists with the culture of the Foreign Service through direct contact with experienced Foreign Service colleagues.	Mentoring	Bernadette Cole 202-663-0785
GS1-15		Civil Service Mentoring Program	A 10-month program which includes professional development workshops, networking opportunities and monthly meetings with a DOS mentor to foster participants’ professional growth.	Discussions Mentoring Networking Self-development Activities Shadowing Assignment(s)	Maureen Whitsett 202-663-2144

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Department of State/Bureau of Human Resources/Civil Service Human Resource Management (DOS/HR/CSHRM)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-15		Long-Term Training Opportunities	For Civil Service: An array of outstanding long-term training opportunities to enhance performance and long-term career goals. Training may occur through the War Colleges, Command and Staff Colleges, universities, exchange programs with foreign ministries, and corporate placement programs. Participation in this program is based on a competitive selection process. Note: For Foreign Service Long-term Training Opportunities, please see HR/CDA listings.	Coursework Developmental Assignment(s) Fellowship Individual Needs Assessment(s)	Michelle Garren 202-663-2142
GS 1-15		Civil Service Mentoring Program	A 1-year program which includes regular development seminars and monthly meetings with a DOS mentor to foster participants’ professional growth.	Mentoring Seminars Team Projects	Patricia Toner 202-663-3216

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Department of State/Foreign Service Institute (DOS/FSI)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 5-15; FS 05-01		External Training Program	A program which manages DoS-funded participation in Graduate School leadership programs, Congressional & Excellence in Government fellowships, individual online/ classroom college/university courses, professional seminars, conferences.	Conferences Coursework Distance Learning	Susan Emerson 703-302-7145
GS 9; FS 05		Managing Up: Working Effectively With Your Manager	Developing and sustaining a successful relationship with your manager is essential to your effectiveness and career growth. This one-day course will help you analyze the dynamics of the critical relationship and look at ways to maximize the relationship.	Coursework Discussions	FSI Office of the Registrar
GS 9-15; FS 04-01		7 Habits of Highly Effective People	This four-day course requires participants to put significant effort into personal assessment and introspection. The focus is on improving employees’ effectiveness in their personal and professional lives. Participants will examine their attitudes and behaviors and use this awareness to build habits that support greater personal effectiveness.	Coursework Discussions Individual Needs Assessment(s)	FSI Office of the Registrar
GS 9-15; FS 06-01		Team Building	This one-day workshop applies key concepts like team development, roles and responsibilities, decision-making, shared leadership, and effective communication to work in team situations. Participants will be actively engaged in teambuilding activities throughout the day.	Coursework Team Projects	FSI Office of the Registrar
GS 9-15; SES; FS 09-FECM		Leading a Diverse Workforce	This workshop builds on the concepts addressed in PT107 EEO/Diversity Awareness for Managers and Supervisors (a pre-req) and takes them to a new level. Starting with the diversity present in the classroom, a variety of exercises and discussions are used to explore the impact of diversity on the work environment. It identifies the key attitudes needed for true inclusion and the actions managers can take to make a difference in performance and teamwork with their diverse work groups.	Coursework Discussions	FSI Office of the Registrar
GS 12-15; FS 04-01		Employee Relations Seminar	During this two-day seminar, through discussions and case studies, supervisors will gain confidence in their abilities to handle employee conduct and performance problems within official guidelines.	Coursework Discussions	FSI Office of the Registrar
GS 13; FS 03		Basic Leadership Skills	This five-day course explores the foundation of effective leadership and management by connecting contemporary leadership theories with participant’s practical experiences. The course is designed to deepen employee’s awareness of themselves and others, enhance skills for improving professional relationships, and increase understanding of organizational culture. The course includes a 360°Leadership Assessment.	Coursework Discussions Individual Needs Assessment(s) Team Projects	FSI Office of the Registrar
GS 14; FS 02		Intermediate Leadership Skills	This five-day course focuses on a range of people leadership skills including developing and motivating others, managing performance, and handling conflict. Through a review of current leadership practices and theories, self-awareness inventories, case studies, role-plays, and discussions, you will strengthen your insights and skills. Emphasis is placed on ways to address difficult work situations productively as you take on a greater awareness of the complexity of mid-level positions and deepen your role of leadership.	Coursework Individual Needs Assessment(s) Team Projects	FSI Office of the Registrar
GS 15; FS 01		Advanced Leaderhip Skills	A mandatory five-day seminar which focuses on three levels: intrapersonal (self-awareness), interpersonal (relationships between individuals), and group (teamwork). Topics addressed include: transformational leadership, managing change, strategies for managing up, down and laterally, resolving differences, and principled negotiation. The student also participates in a 360-degree feedback process in which they receive feedback from their subordinates, peers, and bosses, and perform a self-assessment on the current use of the skills covered in the course.	Coursework Individual Needs Assessment(s) Team Projects	FSI Office of the Registrar
GS 15; FS 01		Crisis Leadership	This two-day seminar will help leaders identify and practice skills that will strengthen their performance and the performance of their teams overseas. Participants will learn critical lessons in communication under exceptional and stressful circumstances, become familiar with available resources, and manage expectations of the department and their overseas communities.	Coursework Discussions Lectures Self-development Activities	FSI Office of the Registrar
GS 15; FS 01		National Security Executive Leadership Seminar	NSELS is a series of monthly two-day training and networking sessions for State Department and interagency senior officials. The seminar’s policy focus is the National Security Strategy of the United States. Participants explore critical challenges to American interests and the leadership skills needed for success in the interagency policy implementation process.	Lectures Networking Seminars Site Visits	FSI Office of the Registrar
GS 15; FS 01		Presenting Effectively to the Media	This two-day senior executive course covers extemporaneous speaking, non-verbal communications, dealing with unfriendly audiences, giving dynamic oral presentations, personal presence, and ways of handling the media. Its goal is to help you engage media representatives with greater confidence and allow you to have better control of your message.	Coursework Discussions Lectures	FSI Office of the Registrar
SES; FE-OC		Senior Exectuive Threshold Seminar	This two-week course is designed to prepare newly promoted senior Foreign Service officers and senior Civil Service employees in the foreign affairs community for the challenges they will face in leading across agency and national boundaries. The culmination of the mandatory leadership training continuum, SETS focuses on the specific skills necessary to successful performance at the most senior levels of government: vision/values, team leadership, influence/negotiation, collaborative relationships, strategic/critical thinking, and emotional intelligence.	360° Feedback Assessment Coaching Coursework Discussions Individual Needs Assessment(s) Lectures Team Projects	FSI Office of the Registrar
SES/SFS		Executive Coaching Program	This program typically lasts up to four months and is specifically designed for senior foreign affairs community executives to increase their goal achievement and personal effectiveness.	Coaching Individual Needs Assessment(s)	Leadership Coaching and Consulting 703-302-6784
All Levels		EEO/Diversity Awareness for Managers and Supervisors	This two-day seminar emphasizes supervisory responsibilities in equal employment opportunity and diversity issues. Lectures, discussions, and group activities focus on the Department of State’s EEO and affirmative action regulations and how they can be implemented in a diverse workplace.	Coursework Discussions	FSI Office of the Registrar
GS 12/13, FS 03-04		Civil Service Mentoring Workshop	This course focuses on improving individuals’ ability to collaborate in the interagency on a broad range of policy issues. It is designed for mid-level professionals from throughout the U.S. government who are already working with interagency partners.	Discussions Team Projects	FSI Office of the Registrar
Direct-hire (FS, CS) employees at all grade levels		Leadership and Authority in Groups	The most successful leaders have strong understandings of group dynamics and skill at managing their diverse roles as leader and as team member. Leadership and Authority in Groups looks at the nature of authority and leadership in groups, enhances understanding of how differences within and among groups have an impact on organizations and will increase your knowledge and skills to help you build effective team performance. This course is unlike any other leadership course FSI has offered. An intensive, participatory, four-day experience, you will emerge with a clearer picture of what you bring to group processes as well as a better understanding of how teammates relate to authority and to each other, making you more effective in groups and more able to help groups achieve goals.	Discussions Lectures Team Projects	FSI Office of the Registrar
Direct-hire (FS, CS, LE Staff) employees		Smart Leadership Webinars	The Smart Leadership Webinars are periodic events on leadership and management issues of current interest. Topics include issues like Managing Across Generational Differences, Providing Effective Feedback, Managing Up, and more. Many of these webinars are offered during the Washington, DC metro area lunch hour. Any employee with a computer and a telephone can participate	Discussions Lectures	FSI Office of the Registrar
GS 12/13, tenured FS 03, FS-04, military officers at 03 and above		Understanding the Interagency	This course focuses on improving individuals’ ability to collaborate in the interagency on a broad range of policy issues. It is designed for mid-level professionals from throughout the U.S. government who are already working with interagency partners.	Discussions Lectures Team Projects	FSI Office of the Registrar

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Department of the Interior/Federal Consulting Group (DOI/FCG)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Leadership Levels (Superv, Mgr & Exec)		Savvy Leader Practicum (SLP): A Breakthrough Approach to Increasing Federal Leader Effectiveness	The Savvy Leader Practicum (SLP) is an open-enrollment, inter-agency program offered by DOI’s Federal Consulting Group. Participants have reported that by the end of the program they are already more effective leaders: making better leadership decisions; being more successful in dealing with highly difficult leadership challenges; and more relaxed and less stressed/anxious back on the job on a day to day basis! The Savvy Leader Practicum (SLP) uses a completely new approach to increasing leader effectiveness. It works on the premise that the perspective you hold on a situation has significantly more influence on your leader effectiveness then any other factor. Leaders that learn the secrets to actively managing their own perspective when under high stress or anxiety adapt quicker to difficult leader challenges, perform more effectively, and are seen as more successful leaders. Helping leaders to learn to actively manage their own perspective is the sole focus of the SLP. And as predicted, even though NO behavioral skills or competencies are taught in the SLP, participants report significant increases in leader effectiveness. SLP participants meet for 60 hours of in-class and peer coaching time. Participants meet one week a month over four months. Each meeting week is 1.5 – 2.5 days long and includes a half-day peer coaching session and 1-2 days of in-class training. For more information on the SLP or to register go to https://www.fcg.gov/events	Coaching Coursework Discussions Networking Self-development Activities	Dr. Steve Frieman 303-317-7386

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Department of the Interior/U.S. Fish and Wildlife Service (DOI/USFWS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-12		National Conservation Training Center (NCTC) Supervisory Skills Development Program	A program intended to help new supervisors become more effective leaders. It is made up of two Phases. Phase I includes a minimum of 40-hours of basic training in human resources management, equal employment opportunity, diversity, and ethics. Phase II training supports development of supervisory leadership skills, with a goal of 40 hours of training during the second year of service in a supervisory position. For each topic in Phases I and II, NCTC provides on-line and/or residential training, or identifies other available training that teaches required supervisory skills.	Distance Learning Individual Needs Assessment(s) Residential Coursework	Daniel Canham 304-876-7207
GS 11-12		National Conservation Training Center (NCTC) Stepping Up to Leadership Program	A 6-month program offering mid-level managers the chance to improve their leadership skills through a variety of learning experiences. The program includes a 2-week session targeting leadership competencies and 1 follow-up week after a 6-month interim. The interim requires a commitment to work on an Individual Development Plan through developmental assignments, coaching, and work on team projects. Areas to be covered include interpersonal skills, communication skills, team process techniques, and balancing work and personal life.	Coaching Individual Development Plan Individual Needs Assessment(s) Residential Coursework Shadowing Assignment(s) Team Projects	Daniel Canham 304-876-7207
GS 13-14		National Conservation Training Center (NCTC) Advanced Leadership Development Program	An 11-month program offering participants an opportunity to explore leadership in the USFWS and to assess and develop themselves as leaders. The program includes three phases focusing on self, group, and the organization. Although there are 4 weeks of residential instruction, the primary learning environment is within the organization itself. Developmental assignments and USFWS coaches are used to explore leadership in the day-to-day environment of the Service. Emphasis is placed on the development of awareness of self as a leader through extensive assessment and feedback.	Coaching Developmental Assignment(s) Individual Development Plan Individual Needs Assessment(s) Residential Coursework Team Projects	Daniel Canham 304-876-7207
GS 9-15		National Conservation Training Center (NCTC) Leadership and Employee Development Courses	Various 2 to 5-day leadership development courses related to the following topics: Administrative Training Instructional Skills Interpersonal Skills Leadership Training Orientation Training Supervisory Training Team Training	Individual Needs Assessment(s) Residential Coursework	Daniel Canham 304-876-7207

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Department of the Interior/U.S. Geological Survey (DOI/USGS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 1-15		USGS Leadership Program	The USGS Office of Employee Development offers basic supervisory courses, customized management training, and leadership learning experiences designed around the OPM Leadership Competencies, USGS Guiding Principles, and results of OPM/DOI/USGS surveys. Courses of 2 to 5 days are offered throughout the United States/across the USGS organizational hierarchy. Employee and organizational development consultation is provided by internal/external consultants.	Coaching Coursework Mentoring Team Projects 360° Feedback Assessment	Sandy Bruner 703-648-5764 Stacy Bushee 703-648-7454

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Department of the Treasury/Alcohol and Tobacco Tax and Trade Bureau (USTreas/ATTTB)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 5-13		Emerging Leaders Program (Non-Supervisory)	Individual development courses from various sources to train non-supervisory employees on the basic fundamental and techniques of supervision. The purpose of the program is to prepare employees for supervisory positions. The program lasts 3 years and participation is competitive. Courses are from a variety of vendors including OPM, Skillpath, Learning Tree, Graduate School, Management Concepts, etc. There are other opportunities available to participants including monthly book club, mentoring program, coaching program, detail assignments, and weekly insightful supervisory/management tips.	Coaching Coursework Developmental Assignment(s) Mentoring	John Brockman 202-453-2125
GS 12-14		Emerging Leaders Program (First Level Supervisory)	Individual development courses from various sources to train first level supervisory employees on the fundamentals and techniques of supervision and leadership. The purpose of the program is to prepare first level supervisors for management positions. The program lasts 3 years and participation is competitive. Courses are from a variety of vendors including OPM, Skillpath, Learning Tree, Graduate School, Management Concepts, etc. There are other opportunities available to participants including monthly book club, mentoring program, coaching program, detail assignments, and weekly insightful supervisory/management tips.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Mentoring	John Brockman 202-453-2125
GS 13-SES		Emerging Leaders Progarm (Second Level Supervisory)	Individual development courses from various sources to train second level supervisory employees on the fundamentals and techniques of leadership and management. The purpose of the program is to prepare second level supervisors to be leaders and managers. The program lasts 3 years and participation is competitive. Courses are from a variety of vendors including OPM, Skillpath, Learning Tree, Graduate School, Management Concepts, etc. There are other opportunities available to participants including monthly book club, mentoring program, coaching program, detail assignments, and weekly insightful supervisory/management tips.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Mentoring	John Brockman 202-453-2125

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Department of the Treasury/Internal Revenue Service (USTreas/IRS)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-14		Frontline Leader Readiness Program (FLRP)	FLRP is an approximately nine month program for IRS employees who aspire to transition into a front-line management position. This program focuses on an extensive exploration of leadership competencies to effectively manage at the front-line level through two non-consecutive classroom training sessions, e-learning, and a shadow and acting assignment. Week one explores and introduces the leadership competencies, individual behavior styles (DISC), managing priorities and time, communication skills and effective leadership transition and teamwork processes. During the six-month interim period between week one and week two classroom sessions participants will engage in reading assignments on Crucial Conversations, attend a SABA or OC session on virtual leadership, and engage in e-learning, monthly table-team conference calls, a 1-week shadow assignment, and a 60-day acting manager assignment. Week two focuses on the development of coaching skills, performance management, solving problems and setting goals. The objectives/key objectives of the program are to discover and experience a personal mandate to lead, develop increased awareness of self and others, and develop effective leadership skills. Participants are required to complete all the mandatory requirements to complete the program and should meet the eligibility requirements for a management position.	Coaching Coursework Developmental Assignment(s) Distance Learning On-the-job Training Shadowing Assignment(s) Team Projects	Carla Bartels 513-263-4295
GS 9-13		Department Manager Readiness Program	Required course work for this program is the Leading Leaders Readiness Class. It includes five (5) virtual components and a weeklong face to face component over a six (6) month period of time. The course is designed to offer a cross-functional experience, joining participants with other colleagues across business lines. A number of assessments are used to help learn more about self and leading others.	Coaching Coursework Developmental Assignment(s) Mentoring On-the-job Training	Cecilia A. Holzhauer
GS 14-15		Senior Manager Readiness Program (SMRP)	Required course work for this program is the Leading Leaders Readiness Class. It includes five (5) virtual components and a weeklong face to face component over a six (6) month period of time. The course is designed to offer a cross-functional experience, joining participants with other colleagues across business lines. A number of assessments are used to help learn more about self and leading others.	Coaching Coursework Developmental Assignment(s) Mentoring On-the-job Training	Cecilia A. Holzhauer
GS 14-15		Executive Readiness Program	A 24-month program providing high-level managers who aspire to an executive position with training in the Executive Leadership Competencies needed to effectively perform at the executive level. The program includes coaching and requires participants to complete a minimum of two 120-day developmental details exposing them to functional and cross-functional executive responsibilities.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Discussions Individual Development Plan Mentoring Networking Seminars Team Projects	Sheila Morrell 703-310-0651 Stacy Sweeney 267-941-3914
GS-14/GS-15		SES Candidate Development Program (SESCDP)	The SES CDP is the principal means through which the IRS seeks to identify and hire a career executive corps. The CDP is a minimum of one year and maximum of two years in length, and consists of formal training and developmental assignments. Its purpose is to identify outstanding persons with demonstrated leadership competencies and to prepare them for Senior Executive positions.	360° Feedback Assessment Coaching Coursework Developmental Assignment(s) Individual Development Plan Interagency Rotational Assignment(s) Mentoring Self-development Activities Site Visits Team Projects	Lavita Thomas 202-317-3815

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Department of Transportation/Federal Aviation Administration (DOT/FAA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
I-J Pay Plan		Program for Emerging Leaders (PEL)	The Program for Emerging Leaders (PEL) is an 18-month program for the next generation of FAA leaders that develops their capacity to deal with increasingly complex problems and to work collaboratively across the organization. After an initial classroom session, participants will continue their learning and discovery through developmental assignments, Individual Development Plans, Action Learning team projects, managerial training courses, regular teleconferences and self-study learning assignments. The program culminates with a final classroom session, during which participants coalesce their learning and plan for the next phase of their continuing development as an FAA Leader.	Conferences Coursework Developmental Assignment(s) Discussions Individual Development Plan Lectures Networking Rotational Assignment(s) Self-development Activities Team Projects	Dollie McCormick 202-267-3374
K Pay Plan		Senior Leadership Development Program (SLDP)	The Senior Leadership Development Program (SLDP) is a succession planning vehicle to develop and prepare K through M band (GS-15 equivalent) proactive managers to assume executive level positions within the FAA. SLDP is designed to enhance the leadership abilities of high potential FAA senior managers. Through classroom and experiential learning, and FAA specific developmental opportunities, the program emphasizes collaboration and teamwork across the organization. Program components are led by FAA executives and external partners.	360° Feedback Assessment Coaching Conferences Coursework Developmental Assignment(s) Discussions Individual Development Plan Lectures Mentoring Networking Rotational Assignment(s) Self-development Activities Team Projects	John Leuth 386-264-9796
New Managers		FAA Foundational Leadership	Supervisors and managers across Federal Aviation Administration (FAA) serve in the critical role of directing, empowering, motivating, and supporting FAA’s workforce. For this reason, supervisor and manager level proficiency in technical and leadership competencies is critical to meeting the goals and objectives of the FAA mission. The FAA Foundational Leadership meets the needs of managers while complying with OPM guidelines. Training includes New Manager Course, Labor Management Relations, and Leadership for Frontline Managers.	Coursework Developmental Assignment(s) Discussions Lectures Mentoring Networking Self-development Activities Team Projects	Mark Creasap 202-267-1497

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Department of Transportation/Federal Highway Administration/Washington Division (DOT/WA-FHWA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Levels		Washington Leadership in Progress (WALIP)	A monthly program designed to facilitate the development of Washington FHWA employees’ leadership skills and to provide the means, methodology, and motivation to become better leaders at the local and national levels.	Individual Needs Assessment(s) Seminars	Debbie Lehmann 360-753-9480 Daniel Mathis 360-753-9413

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Environmental Protection Agency (EPA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-14		Employee Talent Development Program	A variety of competency based learning courses offered throughout the calendar year to address skill gaps identified in the agency training needs assessment.	Coursework	Diana Kennedy
GS 12-15		Stepping Up to Supervision	A 2-day workshop providing valuable information to individuals who wish to apply for a supervisory position. Participants engage in hands-on activities that address the specific skills identified as critical to be a successful supervisor and leader.	360° Feedback Assessment Coursework Individual Development Plan Mentoring	Edna Rodriguez Juanita Mccormick
GS 12-15		Successful Leaders Program	A 1-year program required of new managers and supervisors, which provides skills in building effective relationships, setting performance expectations, understanding supervisory roles, monitoring performance outcomes, providing effective feedback, building productive and collaborative partnerships, and overseeing the development of high quality products and services.	Coaching Coursework Distance Learning Individual Development Plan Individual Needs Assessment(s) Mentoring	Sharon Ridings Edna Rodriguez

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General Services Administration (GSA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
All Levels		GSA Online University (OLU)	GSA OLU houses several learning functions where employees can take self-paced training, enroll in instructor-led training, find training information, and read or download resources on Skillsoft’s Books24x7®. GSA OLU also offers Skillsoft’s Leadership Advantage that focuses on key leadership competencies in organized tracks through modules with text, videos, interactive practice activities, and case studies.	Distance Learning	Samira White 202-708-8524

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National Aeronautics and Space Administration (NASA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 11-12		NASA Foundations of Influence, Relationships, Success, and Teamwork (FIRST)	NASA FIRST is a one-year long-term developmental program that provides individual contributors and influence leaders the opportunity to develop foundational leadership skills in the areas of personal effectiveness, business acumen, and leading and managing others. This takes place in the context of working from an agency perspective in service of the agency's succession management strategy.	360° Feedback Assessment Coaching Coursework Individual Development Plan Mentoring Networking Self-development Activities Team Projects	Billy McMillan 202-358-0915
GS 13-15		Leading Through Influence	A 5.5-day program aimed at expanding the participants' understanding of the leadership skills required in situations where one has no direct authority. It integrates models of influence, feedback on influence practices, effective team performance, and personal development topic areas.	Coursework Individual Needs Assessment(s)	Erica Bovaird 202-358-2212
GS 13-15		Practical Human Resource Solutions for Supervisors	A 5.5-day program designed to assist supervisors by providing training on basic human resource management skills that most will need on a daily basis. It will provide the fundamental tools needed to recruit a skilled workforce, to align and motivate those individuals for a common purpose, and to administer the variety of personnel programs and systems required to manage their workforce successfully.	Coursework	Erica Bovaird 202-358-2212
GS 13-15		Leading Through Effective Communication	A 5.5-day course that provides everyday tools and real solutions for improving the effectiveness of the leader/employee relationship. This program is designed to enhance the supervisor’s ability to lead by providing the opportunity to assess their current leadership and communication styles; explore best practices and strategies for communicating as a NASA leader; and, apply strategies and ideas to current leadership challenges. This program is targeted to new supervisors.	Coursework Individual Needs Assessment(s)	Erica Bovaird 202-358-2212
All Levels		SES Candidate Development Program (SESCDP)	A executive development program for a minimum of 12 months designed for those who aspire to be part of the NASA Senior Executive Service (SES). Successful completion of the program qualifies participants to be certified by OPM as members of the SES. Experience at the GS-15 level or equivalent is preferred.	Coaching Coursework Developmental Assignment(s) Individual Development Plan Individual Needs Assessment(s) On-the-job Training Shadowing Assignment(s)	Erica Bovaird 202-358-2212
GS 13-15; SES		Coaching Program	Strategic coaching provides a variety of coaching options tailored to organizational and individual needs & outcomes. This approach provides different delivery methods all working in support of developing leaders and achieving the mission.	Coaching Coursework	Erica Bovaird 202-358-2212
GS 13-14		Mid-Level Leader Program (MLLP)	MLLP is a 16-month program that provides significant leadership development for a diverse, agency-wide group of individuals who have high potential for assuming greater leadership responsibilities in formal management or program/project management roles. The program enhances self-awareness and personal effectiveness in critical NASA leadership skills, including communication, trust building, influence, diversity and inclusion, decision making, and leading/managing change.	Coaching Coursework Individual Development Plan Interagency Rotational Assignment(s) Mentoring Networking Shadowing Assignment(s)	Sarah Dewitt 202-358-2451
First-line supervisors (GS 13/14/15)		Leveraging Agency Supervisory Excellence & Resilience (LASER)	Demonstrate a deep understanding of self and an ability to continuously grow and develop. Show skill and resilience in defining the unique expectations of the role as a supervisor and an ability to act on that understanding. Create strong connections with and between employees that engage and inspire them toward the NASA vision. Build influential relationships inside and outside of the agency. Foster a motivating, productive work environment in support of the unique needs, requirements, and vision of the organization.	360° Feedback Assessment Coaching Coursework Discussions Individual Development Plan Mentoring Networking Self-development Activities Team Projects	Jeff Frank 202-358-2325 Linda Jensen, Ph.D. 202-604-6985

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National Gallery of Art (NGA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 7-12		Supervisory Development Program	A program consisting of various courses based on the OPM leadership competency model and designed to provide front-line supervisors with a full range of skills needed to effectively supervise staff, manage their organizations, enhance their leadership potential, and successfully deal with the challenges and responsibilities of their supervisory role. The program addresses the requirements for succession planning, encourages continuous learning, and helps participants build a network of strong working relationships.	Coursework	Judy Frank 202-842-6287
GS 13-14		Leadership Development Program	A 12-month program for high-performing mid-level managers, which focuses on three major areas of development: Leading Self, Leading Others, and Leading Organizations. Classroom instruction provides a foundation of best practices in leadership and addresses key competencies in each of these areas. Reading assignments, case studies, and simulations supplement the coursework. The program is intended to enhance self-awareness and personal effectiveness in critical leadership skills and develops collaborative relationships to address the challenges and changing environment of the Gallery.	360° Feedback Assessment Coaching Coursework	Judy Frank 202-842-6287

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Nuclear Regulatory Commission (NRC)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GG 13-15		Leadership Potential Program (LPP)	A 12-month program designed to prepare high-performing individuals to be selected for team leader, supervisory, or other positions requiring supervisory, managerial, and leadership skills and abilities; and build and maintain a diverse supervisory workforce.	Conferences Coursework Developmental Assignment(s) Individual Development Plan Mentoring	Basia Sall 301-287-0582
GG-15		Supervisory Development Program (SDP)	A 24-month program designed to develop the agency's supervisors’ supervisory and leadership skills. It includes 15 courses delivered in classroom (on site) and online. The 360 class includes coaching after the assessment.	360° Feedback Assessment Coaching Coursework Networking On-the-job Training	Basia Sall 301-287-0582
All Levels		SES Candidate Development Program (SESCDP)	SESCDP candidates participate in this 18 month program in a variety of developmental activities designed to prepare them for success in the SES. They design a Leadership Development Plan (LDP) based on their ECQ levels of competency; complete at least 80 hours of external training; spend at least 4 months on rotational assignments; complete NRC requirements, such as courses and group managed briefings and meetings; and prepare a SES certification package for OPM. Candidates who successfully complete the program and are certified by OPM are eligible for a noncompetitive appointment to the SES.	360° Feedback Assessment Coaching Conferences Coursework Developmental Assignment(s) Discussions Individual Development Plan Mentoring Rotational Assignment(s) Seminars Team Projects	Tamara Thompson 301-287-0593
GG-15/SES		Executive Leadership Seminars (ELS)	Quarterly leadership Seminars designed to focus on the 28 OPM Leadership and managerial competencies. These are delivered on site and via webinar to regional staff. These seminars are recorded and available online for viewing.	Discussions Distance Learning Networking Seminars	Basia Sall 301-287-0582

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Office of Management and Budget (OMB)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 12-15		Leadership Development Program	The OMB Leadership Development Program (LDP) provides mid- and senior-level (GS 12-15) staff a framework and tools to develop their leadership skills. The program is self-paced allowing participants to control their progression through the program in order to meet their individual development needs. The program encourages a wide spectrum of OMB staff to develop their leadership skills. It packages the various largely informal OMB leadership development activities into a well-rounded, structured set of opportunities. These opportunities are aligned to a specific set of competencies providing a career development framework for analysts/examiners focused on necessary leadership skills. The LDP is open to OMB staff at the GS 12-15 level with at least two years of experience at OMB. The key components of the program generally comport with the requirements of the best leadership development programs in both the Federal government and private sector, and reflect the results from the OMB Emerging Leaders Survey sent to all OMB SES. Participants would be encouraged to accomplish several development-enhancing activities within a self-paced timeframe. The participants would attend monthly cohort meetings to network and provide advice and assistance to each other.	360° Feedback Assessment Coaching Consulting Coursework Developmental Assignment(s) Discussions Distance Learning Individual Development Plan Individual Needs Assessment(s) Interagency Rotational Assignment(s) Mentoring Networking Rotational Assignment(s) Self-development Activities Seminars Shadowing Assignment(s) Site Visits	John Levock 202-395-3826

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Office of Personnel Management/Federal Executive Institute (OPM/FEI)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 15; SES		Leadership for a Democratic Society	A 4-week program bringing together SES members and high-performing GS-15s together for courses that help executives develop broad corporate viewpoints, understand their constitutional roles, and enhance essential leadership competencies.	Coaching Conferences Distance Learning Individual Development Plan Individual Needs Assessment(s) Mentoring Residential Coursework Self-development Activities Site Visits Team Projects	FEIR
GS 9-15; SES		Management Development Centers	Educational centers offering supervisors, managers, and executives learning experiences designed around the OPM leadership competencies by providing them with interagency residential training, customized courses, and consulting.	Coaching Consulting Individual Needs Assessment(s) Residential Coursework	Customer Service 888-676-9632
GS 9-SES		LEAD Certificate Program	The LEAD Certificate Program empowers Federal leaders to take charge of their professional development by providing a clear path to leadership training that's right for them and their careers. The LEAD Certificate Program offers "must-have" leadership skills that help individuals fulfill their Individual Development Plan (IDP), putting them squarely on the path to career advancement. By training tomorrow's leaders today, the LEAD Certificate Program helps training officers, managers, and supervisors meet the challenge of succession management. At each certificate level, current and future Federal leaders assess their leadership effectiveness, gain core knowledge, and develop critical skills for leadership success, culminating with a certificate signed by the Director of OPM, formally recognizing the employee's achievement.	Discussions Individual Development Plan Individual Needs Assessment(s) Residential Coursework	Julianne Gatewood 202-606-0756
SES		SES Briefings for New Executives	A 2-day program offered twice a year for new members of the career SES and SES-equivalents by the Office of Personnel Management in conjunction with the White House Presidential Personnel Office for the benefit of all Federal agencies as part of OPM's government-wide executive onboarding framework. The program informs attendees of the president's vision and mission, key Executive Branch initiatives and priorities, and the relationship between agency activities and domestic and foreign policy issues. Sessions provide an orientation to the enterprise SES environment and culture, along with opportunities for participants to build interagency understanding and networks across government. Speakers include a range of policymakers, current and former SES, and subject matter experts who provide practical advice and expand strategies and tools participants can use to address unique leadership challenges new SES leaders face.	Discussions Lectures Networking Seminars	SES Orientation Briefing

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Social Security Administration (SSA)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 9-12		Leadership Development Program (LDP)	An 18-month program that provides eligible high-potential employees with training and higher-level work experiences to prepare them for future leadership positions. The LDP provides developmental opportunities for those selected to the program through a variety of assignments, such as leadership readings and quarterly teleconferences, in new areas of work and training that will enhance leadership skills and provide a broadened perspective of the organization’s mission and goals.	Coursework Developmental Assignment(s) Discussions Individual Development Plan Interviews Mentoring Orientation Rotational Assignment(s) Self-development Activities	Nathalyn Whittington 410-965-9426
GS 13-14		Advanced Leadership Program (ALP)	An 18-month leadership development program that develops a cadre of employees who have the leadership competencies necessary to perform effectively at the next higher-grade level. This competency-based program offers a variety of developmental experiences through rotational assignments, classroom and online training, leadership readings, quarterly teleconferences, and other planned activities. The program provides the opportunity for participants to expand their career perspectives, enhance their leadership potential, and prepare for future leadership positions.	360° Feedback Assessment Coursework Developmental Assignment(s) Discussions Individual Development Plan Interviews Mentoring Networking Orientation Rotational Assignment(s) Self-development Activities Shadowing Assignment(s)	Nathalyn Whittington 410-965-9426
All Levels		Social Security Administration Senior Executive Service Candidate Development Program (SSA SES CDP)	An 18-24 month program designed to prepare high-potential individuals for appointment to the SES ranks. Includes a variety of training opportunities such as leadership readings and quarterly teleconferences.	360° Feedback Assessment Coaching Coursework Discussions Individual Development Plan Interviews Mentoring Orientation Rotational Assignment(s) Shadowing Assignment(s)	Bonnie Doyle 410-965-4463

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U.S. Agency for International Development (USAID)

Grade/Pay Level	Scope	Name	Description	Components (Select Definitions for more explanation)	Get More Info
GS 15; FS 01		Leadership Program (via OPM Federal Executive Institute)	A 13-day residential program at the Federal Executive Institute focusing on organizational communications, creativity in organizations, media skills, enhancing group commitment, leadership through team building, and maximizing the use of the 360° Feedback Assessment for enhanced leadership. The program is designed for senior level managers who supervise other supervisors and are responsible for significant agency programs and resources. Please note that this program is limited to USAID Direct Hire employees by annual selection.	Individual Needs Assessment(s) Residential Coursework	Annie Carney 703-310-0647
GS 13-14;FS 03-02		Emerging Leader Program (via OPM Federal Executive Institute)	A 7-day residential program at the Federal Executive Institute, focusing on leadership and management, presentation skills, intercultural communication, and effective one-on-one interactions. The program is designed for mid-level employees who supervise others or manage significant agency programs (It is also open to Presidential Management Fellows completing their fellowship in a GS-12 position). Please note that this program is limited to USAID Direct Hire employees by annual selection.	Distance Learning Individual Development Plan Individual Needs Assessment(s) Residential Coursework	Annie Carney 703-310-0647

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Welcome to the FedLDP site! This site is populated with information about Leadership Development Programs available within agencies of the Federal government who have chosen to list their programs on this site.

How to Search the Site

You can search for programs in several ways on the search page, as follows:

Select a Department or Independent Agency from the drop down list.

For example purposes, we selected the Department of Commerce as shown in the graphic below.  Then click on Search.  All the Leadership Development Programs (LDPs) offered by the Department of Commerce will appear.

Do not choose an agency.  

Fill in your Pay Level with the appropriate letters and numbers such as GS-12, Pay Band K, or FS-03.  See the graphic below in which GS-7 was filled in to search the catalog.  Then click on Search.  All the LDPs offered for a Federal employee in a GS-7 position will appear.

For the most refined search, use multiple criteria.

Select a Department or Independent Agency from the drop down list. Next, fill in your Pay Level.  In the example below we have refined the search of programs offered by the Department of Commerce by also filling in the Pay Level with GS-7.  After you click on Search, all the LDPs offered by the Department of Commerce to a Federal employee in a GS-7 position will appear.

Understanding the List Page

Grade/Pay Level identifies the compensation level of participants who are eligible to participate in the program.

Scope identifies the audience category of which you must be a member in order to participate in a program. The meanings of the icons used in this field are:

- The program is only open to current employees of the specified agency or department.
- The program is open to Federal employees of all Federal agencies.
- The program accepts participants who are not currently employed by the Federal government.

Name displays the formal name of the program.

Description generally provides more detailed, yet brief, information about the nature and duration of the program as well as additional information about the target audience.

Components provide a listing of the method(s) used to deliver the content during the program.

Get More Info provides methods of obtaining more information about a specific program. You should expect to find one or a combination of the following items in this column.

• Name of Contact Person
• Email address of Contact Person
• Phone number of Contact Person
• Web address where you can view more information about the program.

Preview of Sample Listing

A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z

Benchmarking Site Visits

Visits to Federal, state and local governments, major corporations, universities, and nonprofit organizations, where program participants talk with "best practice" leaders. Through benchmarking, participants become skilled at using dialogue to gain insight beyond their individual understanding, an essential skill for leaders responsible for strategic planning.

Coaching

Formal one-on-one relationship between a program participant and an individual trained to provide specific feedback to improve the participant's job performance. Feedback is based on such factors as observation of on-the- job behavior and individual needs assessments. Coaching is more focused on specific job performance than mentoring.

Components

Methods used to deliver the content of a program, such as coursework and coaching.

Conferences

Participants attend full-day meetings consisting of presentations made by individuals knowledgeable in topics related to leadership development. Such meetings may last several days.

Consulting

Providing advice to an organization on processes that it can implement to develop the leadership/managerial skills of its employees.

Coursework

Attending classes or workshops, which may also involve home assignments such as completing readings or writing papers.

Developmental Assignment(s)

Work assignment(s) designed to provide exposure to different leadership experiences and perspectives. They include rotations, shadowing, and interviews, which provide visibility at high levels of organizational leadership as well as critical knowledge for long-term career planning.

Discussions

Participants talk about the topics of presentations with the speaker and the other participants.

Distance Learning

Training that is offered via CD-ROM, the Internet, video-teleconferences, and/or correspondence.

Fellowship

Programs designed to fund employees' attendance at university and other external development programs.

Individual Development Plan

A plan written by program participants to be used as a roadmap for career development. The format includes provisions for defining and meeting specific objectives such as rotations and independent study activities, which will promote leadership development both during and after the program.

Individual Needs
Assessment(s)

Assessment(s) designed to assess an individual's level of leadership/managerial skills and aspects of interpersonal style. The results of these assessments are given to the program participants to help them design their individual/leadership/executive development plan.

Interagency Rotational Assignment(s)

Work assignment(s) at an agency different from the one in which the participant has a permanent position.

International Transfer(s)

Being assigned to (a) post(s) outside of the United States for the purpose of further developing one's leadership skills.

Interviews

Appointments with Federal leaders, during which a program participant interviews them about their careers. The interviews provide an opportunity for participants to interact with leaders and to gain critical information for long-term networking and career planning.

Lectures

Presentations by prominent individuals on topics such as foreign policy and leadership development.

Mentoring

Informal or formal relationship between a program participant and a Federal leader; the relationship consists of dialogues meant to support and guide the participant in his/her career.

Networking

Meeting and developing relationships with other professionals who can assist in the development of one's career.

On-the-job Training

Learning how to fulfill duties by doing them as part of a specific position, usually under the guidance of a mentor.

Orientation

Meeting(s) during which new hires learn about the vision, mission, and processes of the agency in which they work.

Residential Coursework

Attending classes or workshops in a location away from one’s typical place of work for an extended period of time.

Rotational Assignment(s)

Work assignment(s) away from a program participant's current position. During these assignments, participants learn to adapt and successfully lead in a new position.

Self-development Activities

Activities such as reading certain books or completing a work-related project, which will further develop the participant's leadership skills.

Seminars

Single sessions or short, often one-day meetings devoted to presentations on and discussion of a particular topic.

Shadowing Assignment(s)

Observing a Federal leader in daily activities for a defined period of time. By watching leaders in action, the program participant gains exposure to leadership duties, responsibilities and approaches, and observes how concepts learned are applied in real-world situations.

Site Visits

Visits to Federal, state and local governments, major corporations, universities, and nonprofit organizations, where program participants can see "best practices" in action.

Speaker Series

A sequence of presentations by individuals knowledgeable in the field of leadership development.

Team Projects

Program participants are assigned to a team made up of other participants. These teams are designed to strengthen leadership and interpersonal skills, stimulate commitment to personal development, and provide a forum to explore current issues facing Federal leaders.

360° Feedback Assessment

Assessments submitted by a program participant's supervisors, peers and staff for a full picture of the participant's leadership skills. Individual feedback reports present the results of the assessments, highlighting job strengths and development needs.

540° Feedback Assessment

Assessments submitted by a program participant's supervisors, peers, staff, and other stakeholders for a full picture of the participant's leadership skills. Individual feedback reports present the results of the assessments, highlighting job strengths and development needs.