1. “Becoming a Tri-Athlete in Leadership” “Becoming a Tri-Athlete in Leadership” The Chief Audit Executive (CAE) Leadership Development Program FMI – Breakfast Presentations Internal Audit Capacity Building and Community Development Sector – Office of the Comptroller General of Canada - 2009

2. Why we are here today… To share with you what we have done so far to develop our CAE’s To provide you with an opportunity to reflect on your own leadership style in a particular area

3. What we will cover… Background Our key findings The learning framework Why we are successful A leadership practice

4. Stars align… Implementation of IA Policy in 2006 Federal Accountability Act in 2006

5. New role emerges… Learning needs analysis with cross- section of CAE’s to identify challenges facing the community in effectively fulfilling the new role

6. What we discovered… Three key challenges facing the community  The development and nurturing of relationships with multiple stakeholders (DM, SM and DAAC members)  The need to provide a broad oversight role and strategic advice  The ability to deliver a robust audit plan and quality assurance program with resources in short supply

7. The Tri-Athlete is born CAEs need to become warriors in the following disciplines: Keep your friends close and your enemy closer Tools of the trade The lay of the land

8. Personalized training program Three fundamental components Competency Profile Competency Measurement (360 Upward Feedback, Ongoing assessment) Flexible Learning Framework

9. To Excel in all Domains

10. Becoming a master in all three disciplines Building the muscles to succeed… Self-awareness of strengths and areas of growth Openness to learn, to set clear and focused objectives Regular practice and integration of feedback Individual and collective performances

11. What others will assess… 1. Meet business objectives 2. Maintain strong interpersonal relationships that can sustain storms 3. Build fellowship 4. Meet the challenges of a changing environment 5. Train and further your level of mastery

12. Personalized Training Program

13. Assessing my leadership competencies…. To identify which ones will require : The MOST amount of attention and development and, The LEAST amount of attention and development

14. Identifying my strengths and areas of growth… CompetenciesActual Position Weak- Adequate-Strong Next Position Weak-Adequate-Strong Gap Engagement: People, organizations and partners Strategic Thinking: Analysis and Ideas Management Excellence: Action, People and Finance

15. A LEADERSHIP PRACTICE: CONNECTING 1. Individually, think of a person that you like – someone close or somewhat close to you. Write down in what ways you are just like that person? 2. Then, think of a person that is quite different from you – someone in your environment, someone you could actually interact with – could be a colleague, your boss, the beggar at the street corner. Write down in what ways you are just like that person? 3. In groups of two, discuss what: You are you learning from this exercise? You are learning about yourself and, How you will use this learning in the workplace?

16. Sharing our learning… What insights did you get from the exercises? What did you learn about yourself? Are you sure? How will you apply it to the workplace?

17. For more information… Monique Clairoux Senior Director, IA Capacity Building and Community Development 613- 952-6255, monique.clairoux@tbs-sct.gc.camonique.clairoux@tbs-sct.gc.ca Monique Patry Executive Advisor, IA Capacity Building & Community Development 613- 941-7166, monique.patry@tbs-sct.gc.camonique.patry@tbs-sct.gc.ca