AT&L Top Priorities & Leadership Frank J. Anderson, Jr. President March 5, 2007

2 The Federal Environment Employees Question Federal Leaders Abilities to Meet Responsibilities – Climate Surveys Agencies Do a Poor Job Managing First-line Supervisors Agency Performance appraisal Systems Are Not Effective Incentive Systems Do Not Recognize Performance Succession Programs and Leadership Development Programs Not Utilized * Final Report and Recommendations – the 21 st Century Federal Manager, National Academy of Public Administration, February 2004 Gallup Survey…29% of workforce engaged 55% not engaged 16% actively disengaged

USD (AT&L) Organization $270B annual spend Oversees 135k people

4 Human Capital Competitive sourcing Financial management Expanded e-Government Budget & Performance Integration Transform our Military Forces Implement QDR Changing long standing business processes within the Dept to take advantage of IT Foster a culture of innovation Divest & invest for the longer term Continuous Transformation Capabilities-based Approach Focused Logistics Joint Systems Network Centric Operations “Big A” Acquisition Governance Risk-based Source Selection & Time Certain Acquisition Programs Defense Human Capital Strategy Competencies & Performance Criteria Mar 2005 Feb National Security Strategy National Defense Strategy National Military Strategy Quadrennial Defense Review Hon. James I. Finley DUSD (A&T) Hon. John J. Young, Jr. Director, Defense Research & Engineering Hon. Jack Bell DUSD (L&MR) Hon. Ken Krieg USD (AT&L) 1.High Performing, Agile, & Ethical Workforce 2.Strategic & Tactical Acquisition Excellence 3.Focused Technology to Meet Warfighting Needs 4.Cost-effective Joint-Logistics Support for the Warfighter 5.Reliable & Cost-effective Industrial Capabilities Sufficient to Meet Strategic Objectives 6.Improved Governance & Decision Processes 7.Capable, Efficient & Cost-Effective Installations The President’s Management Agenda Align with Senior Leadership AT&L Goals “The department must have a vision that conveys to the public a commitment to attract & develop the best mix of people, both military & civilian. This vision must be supported by an effective human capital strategy that is actively measured against well defined goals.” Robert Gates - SECDEF DoD Alignment

5 AT&L Top Priorities Are Our Strategic Goals Implementation Ken Krieg, USD (AT&L) 1.A High Performance, Agile, and Ethical Workforce 2.Strategic and Tactical Acquisition Excellence 3.Focused Technology to Meet Warfighting Needs 4.Cost-Effective Joint Logistics Support for the Warfighter 5.Reliable and Cost-Effective Industrial Capabilities Sufficient to Meet Strategic Capabilities 6.Improved Governance and Decision Processes 7.Capable, Efficient and Cost-Effective Installations AT&L’s top priorities are our Seven Strategic Goals that are aimed at achieving and sustaining:

6 AT&L Goal 1 DAU Goal AT&L HCSP Goal 4 DoD HCSP Goal 2 Provide learning assets at the point of need to support Mission responsive human Capital development Mission - Ready Workforce High Performing, Agile & Ethical Workforce Provide a fully integrated powerful learning environment that engages the learner at the point of need Fully Engaged, Proactively Supporting, Solutions Oriented

7 Visionary Inspiring organizational and individual growth Contributor Applying personal capabilities to achieve results Tactician Assuring business results are achieved Facilitator Working with others to achieve results A leader doesn’t choose roles based on his or her personal style; rather, the four are complementary components of every leadership position. While emphasis on each role may change with jobs, all four roles are always present. Integrated Leadership Source: Kaplan-Leiserson. “Integrated Leadership.” Training and Development July 2005: 12

8 Tactical and Strategic are Inseparable Tactical Strate gic Courses ClassroomTesting Delivery Scheduling Facilities Content On-lineFeedback Curriculum Learning Architecture Alignment to Business Goals Enterprise Branding Corporate University Talent Management Strategic Partnerships Learning Organizations Performance Results and Outcomes Multi-year Trends Stakeholders Students Faculty

9 Point of View Leadership Always Makes a Difference… Leaders have a Strong Desire to Lead Leadership is Fundamentally About Service Military Officers: LEADERSHIP then technical Federal Civilians: Technical … then Leadership? Leadership and Management Are Not the Same

10 There Is a Price of Poor Leadership Job Performance Suffers Employees Leave --- Unhappy Work Environment Problems Increase Requiring 3 rd Party Intervention Less then Optimal Outcomes Transformation Initiatives Fail Others?

11 The Senior Leader’s Vision/Ownership Leadership Development Construct Senior Leadership Associate / Deputy Middle Managers IDP 360o Assessment (On-going) Off-site Leadership Performance Mgt NSPS Reading Program Conference Participation & Courses Targeted Seminars Harvard Business School and 9th House Modules 360o Assessment (On-going) NSPS Leadership Courses Leadership Assessments Off-site Leadership Reading Program Professional and Technical Conference Participation & Courses Harvard Business School and 9th House Modules Professional and Technical Initiatives Leadership and Cultural Initiatives Professional and Technical Conference Participation & Courses Harvard Business School and 9th House Modules 360o Assessment (On-going) Off-site Leadership Performance Mgt –NSPS Leadership Assessments Job shadowing Reading Program Program Coordinator: Chris Hardy Program Coordinator: Jill Garzone Program Coordinator: Judy Fleming

12  Leadership is not just about job title or position. It’s about alignment, action, initiative, & results.  We must all design personal strategies to lead no matter where you are in your organization.  Organizations must encourage people to proactively lead at all levels --- empowerment. Parting Shot… Leading From Where You Are