1. Leadership for Tomorrow’s Hydrologist

2. Background  In general, Senior Hydrologists and DOHs were hired primarily due to their technical skills. –This worked relatively well. –Less responsibilities, employees, politics, duties, etc.  Worked very well in the past.

3. Today  Hiring practices today are not necessarily related to strong technical skills.  More duties, responsibilities, RFC employees, teams, more politics, etc.  Today we ask them to lead teams, provide leadership, coach, mentor, etc.  How do we prepare our 12/13/14’s for tomorrows promotions.

4. Today, cont  What have we done to prepare these folks for upper level positions?  Technical background is stronger than ever.  More outreach and exposure than ever.  More training than ever.  Leadership training?  Goal setting, expectations.

5. Leadership  According to The Merriam Webster Dictionary (1974), a person who exhibits leadership is one "who has commanding authority or influence."  That seems reasonable for someone assigned to shift supervision or Team Leaders.

6. Leadership, cont.  Why push leadership among our GS-13/14?  Offers a competitive edge for promotions.  Helps promote the hydrology program and ultimately service in the agency.  We owe it to our employees to “grow” them.

7. Strategy  Need to provide a framework to “grow” the employees.  Develop career ladders?  Be explicit of what is expected of 13/14 positions.  Be consistent among RFCs, to ensure the message is prevalent.  We need each others help to facilitate.

8. Conclusion  A strong hydrology program requires strong leadership among all ranks.  We owe it to the employees.  It is vital to the integrity and sustainablilty of the NWS.