1. Leader - version.2.0 Building Organizations from the Inside Diana Jones Ritter, CGFM Executive Deputy Comptroller NYS Office of the State Comptroller

2. The Weakest Link

4. Leader version.2.0 People are our greatest asset Hiring is only the first step Staff development is key

5. Planning for the future The Core Curriculum Strategic Leadership Institute NYS Office of the State Comptroller

6. Core Curriculum

7. Managers Primary Competencies Communication Interpersonal Relationships/Coaching Performance Management Staffing Selection & Development Conflict Management Persuasion & Influencing Organizational Knowledge & Savvy Risk Management & Internal Controls Ethics and Integrity Leadership

9. NYS OSCs Core Curriculum Non-Supervisors Leaders ! New Supervisors Managers Experienced Supervisors

10. Progressive Levels Non-Supervisor Ethics Sexual Harassment Prevention Performance Achievement Internet & E-mail Policies Preventing & Responding to Workforce Trauma Competency-based Performance Development New Supervisor All of that plus… Internal Controls Labor Relations Staffing and Hiring Time & Attendance Coaching Conflict Management Leading People Constructive Feedback Essential Writing Skills

11. Progressive Levels Experienced Supervisors & Managers All of that plus… Advanced classes for all previously received training ! New Supervisor All of that plus … Internal Controls Labor Relations Staffing and Hiring Time & Attendance Coaching Conflict Management Leading People Constructive Feedback Essential Writing Skills

12. Progressive Levels New Supervisor Definition and objectives Standards for New York State Monitoring compliance Understanding personal responsibility Advanced Levels The Big Picture Directing mission & vision Tone at the Top Enterprise Risk Evaluating results Internal Controls

13. Strategic Leadership Institute

14. NYS OSC Expectations of Managers Be a communication manager Building accountability Be customer centric Provide strategic direction Foster a healthy and productive working and learning environment Be a developer and builder of people Be self aware

15. Strategic Leadership Institute The purpose of the SLI: to build management capabilities, to assist with career development and to contribute to succession planning by preparing middle level managers for assuming roles of leadership

16. Strategic Leadership Institute

17. The following topics are covered: Facilitator Role Mentor Role Coordinator Role Director Role Managing Sideways Elective Course Strategic Leadership Institute

18. SLI – The Next Step Community of Practice SLI Alumni Provide continued learning and networking opportunities

19. If you want to succeed you should strike out on new paths, rather than travel the worn paths of accepted success. - John D. Rockefeller

20. Thank you! Diana Jones Ritter, CGFM Executive Deputy Comptroller DRitter@osc.state.ny.us www.osc.state.ny.us