1. San Luis Obispo County Leadership Development

2. The World Class Organization
Provide a high level of customer service. Be responsive to community
wants and needs and exceed expectations.
Operate efficiently and relentlessly pursue continuous improvement
Strong financial performance
Utilize data driven decision making
Communicate well (clearly and frequently)
Focus on learning (seek new ideas and information and learn from
mistakes)
Measure performance (measure all of the above)
2 mins

3. Leadership Development
The County of San Luis Obispo Learning & Development Center is partnering with The Centre for Organization Effectiveness to deliver tiered leadership development programs over several years
The Learning & Development Center will manage and organize the programs as well as selection and continuous support
The programs are competency based, which means they are specifically designed to ensure participants gain skills in 18 competencies that have been validated as competencies necessary for public sector leaders
Each program will be offered twice per year, once in the Fall and once in the Spring
Interest Forms can be submitted at any time for those who are interested in attending an academy
2 mins

4. About The Centre Established in 1993 Joint Powers Authority
Mainly public sector client base – clients include local, regional, and state agencies
Specialize in multi-level leadership development programs
4 mins

5. EXAMPLE: Differentiated & Competency Based Curriculum
EXECUTIVE
Political Acumen
Vision
EXAMPLE: Differentiated & Competency Based Curriculum
MANAGER
Strategic Agility
Risk-Taking & Innovation
Systems Perspective
Strategic Agility
Risk-Taking & Innovation
Systems Perspective
Comprehensive
Sophisticated
Admired
Educational
SUPERVISOR
Resilience
Interpersonal Awareness
Decisiveness
Public Relations
Ethics
Resilience
Interpersonal Awareness
Decisiveness
Public Relations
Ethics
Resilience
Interpersonal Awareness
Decisiveness
Public Relations
Ethics
LEAD AND JOURNEY LEVEL
Conflict Resolution
Team Orientation
Development Orientation
Conflict Resolution
Team Orientation
Development Orientation
Conflict Resolution
Team Orientation
Development Orientation
Conflict Resolution
Team Orientation
Development Orientation
ENTRY LEVEL
Accountability
Cultural Sensitivity
Service Orientation
Adaptability
Communication
Accountability
Cultural Sensitivity
Service Orientation
Adaptability
Communication
Accountability
Cultural Sensitivity
Service Orientation
Adaptability
Communication
Accountability
Cultural Sensitivity
Service Orientation
Adaptability
Communication
Accountability
Cultural Sensitivity
Service Orientation
Adaptability
Communication

6. Source, Select, & Onboard
Talent Management
Source, Select, & Onboard
Support
Retain Exit
Exemplify Realign
Good match =
Successful lifecycle
Need to rehire =
Loss of resources
Who are the superstars? Let them shine! Continue providing high performers with the support and training they need to stay engaged and act as role models
Training & Coaching
Succession Planning
Compensation/
Benefits
Wellness Programs
3 mins
Can we get poor performers back on track through effective performance management practices?

7. 2 minutes kr
Your preferred way of thinking and behaving
Understanding your preferences can help you to:
-be more successful
-deal with other people better
-contribute more to the team
-reduce stress
-enjoy your work more
-get more out of life
YOU decide how accurate the report is for you

8. Individual Contributor
Overview
Kick-Off
Collaboration
Introduction and overview of University
Key Topic: Emotional Intelligence, Generations
Mid-Year Panel, Keynote Speaker
Individual Coaching
Executive Academy
Management Academy
Supervisor Academy
S.T.A.R.T.
3 days, Fall & Spring
Bridging topics between sessions for vertical teams (i.e. emotional intelligence, generations, etc.)
Project work – vertical or cross-functional teams
Coaching groups/Action Learning Groups
6 days – Fall & Spring
5 days – Fall & Spring
5 mins
Supervisor Academy & S.T.A.R.T. program
Bridging topics between sessions for vertical teams
Active practice homework for vertical teams between modules
2 days – Fall & Spring
Individual Contributor
Targeted Trainings
6 half days

9. Academy Approach
Assess
Develop
Inspire
1 min

10. The Participant Roadmap
Assess
Organizational/ Employee Needs Assessment
Selection of Participants
Welcome Letter
Orientation for and launch of 360-Degree Feedback
Design of Training Program(s)
Develop
Group 360- Degree Feedback Debrief
Classroom Sessions
Individual Development Plan
Vertical Integration Sessions
Group Projects
Inspire
Graduation
Follow-up Development
Evaluation of Program

11. S.T.A.R.T. Supervisor Transition and Readiness Training (S.T.A.R.T.)
Practical issues facing individual contributors new to or moving to a supervisory role
How to move from peer to superior
Managing time
Delegating
Awareness of necessary skills

12. Supervisor Academy DAY 1:
• The Changing Role of Supervisors and Best Practices of Leadership
• Communication and the DISC
DAY 2:
• Components of High Performance Teams
• Facilitation Skills and Meeting Effectiveness
DAY 3:
• Coaching and Influencing Others
• Communication and Conflict Resolution
DAY 4:
• Creative Problem Solving
• Decision-making and Accountability
DAY 5:
• Career Management
• Accountability, Performance Management, and Goal Setting
Vertical Integration Session with All Academies

13. Management Academy Day 1: • Decision Making and Decisiveness
• Leadership
Day 5:
• Communication and the DISC
• Ethics and Ethical Decision Making
• Project Teams
• Power and Politics
Day 2:
• Systems Perspective/Mind Map
Day 6:
• Strategic Thinking/Agility
• Career Management
• Issues Facing the Region
• Personal Development Plans
• Competency Instrument
• Team Presentations/Graduation
Day 3:
Vertical Integration Session with all Academies
• Nobility of Public Service
• Manager as Coach
• Constructive Conflict
Day 4:
• Critical Thinking and Innovation

14. Vertical Integration:
Who/When
All Current Cohorts will attend
After Graduation so all content will be covered
Topics to be covered:
Managing Change
Resiliency
Generational Differences

15. Participant Selection
Two Main Goals for Year One
Build Critical Mass to support ongoing programs- Ambassadors
Appropriate Departmental Representation

16. Participant Selection
Criteria for Manager Academy
Must be responsible for managing other managers, supervisors, or professionals
Managers who will embed and support
Able to assist in continuous improvement of the development programs

17. Participant Selection
Criteria for Supervisor Academy
1st line supervisors with direct reports at the administrative, technical, or professional level
Supervisors who will embed and support
Ex: ASO, Social Work Supervisors, Drug and Alcohol Supervisor

18. Participant Selection
Note: Does not replace basic supervisory course currently offered
Criteria for S.T.A.R.T. program
New to supervisory role within 1 year

19. Participant Selection
Process
Interest Submissions are required
Simple form
Goals/Value to interested employee’s role
Project ideas
Decision Making
Director Recommendation to HR and CAO

20. Group Projects Criteria Allows for cross-functional collaboration
Will create real value – preferably that can be measured with ROI
Can be completed during the timeframe of the academy
Selection
Advisory Group for Learning & Development Center
Directors, HR and The Centre for Organization Effectiveness