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Training and Development Policy Wiki

Page History: Executive Learning and Development

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Page Revision: 1/7/2015 11:38:21 AM

Executive Learning and Development

Federal agencies are required by law (5 U.S.C. 3396) to establish programs for the continuing development of senior executives.  One tool that OPM has developed to help is the SES Situational Mentoring program. As an SES mentor please view these program Frequently Asked Questions and Roles and Responsibilities for detailed information about the program and your role. SES members interested in being mentored by a federal executive should email For more information about the SES Situational Mentoring program please view this VIDEO.

Executive Learning

Life-long learning is essential for individuals at all levels to remain relevant in today’s fast-paced environment.  Faced with constant challenges, changing technologies, and a fluid environment, executives especially must continue to broaden their perspectives and strive for continual professional executive development. Executives must specifically strengthen and reinforce their 
Executive Core Qualifications (ECQs), skills, and knowledge to make informed decisions and devise new innovative solutions to the complex challenges they continuously encounter.

Federal agencies often perceive resource constraints as barriers to their ability to support professional development.By strategically prioritizing executive development, Federal agencies will maximize executive leadership effectiveness and potential, as well as significant organizational outcomes, while preparing the leadership corps for future challenges.

The Executive Development Plan (EDP) is a key tool in assisting executives in their continued development.  EDPs should outline the short-term and long-term developmental activities that will enhance an executive's performance.  These activities should meet organizational needs for Leadership, Managerial Improvement, and Results.  EDPs should be reviewed annually and revised as appropriate by an Executive Resources Board (or similar governing body designated by the agency to oversee executive development).

The 2008 Survey of Senior Executives indicated that many executives felt their training and developmental needs were not being met by their agency.  Over one third of the executives surveyed indicated they had never taken advantage of the activities commonly used for developing executives (e.g. 360 degree assessments, details, mentoring, coaching, residential programs, etc.).  The article, Three Barriers to Owning your Leadership Development, presents an interesting way of thinking about these barriers and some possible solutions.

Federal agencies are required by law (5 U.S.C. 3396) to establish programs for the continuing development of senior executives.  SES members are required to prepare, implement, and regularly update an EDP as specified by 5 CFR 412.401.

The U.S. Office of Personnel Management (OPM)

The U.S. Department of Energy (DOE)


The U.S. Department of the Interior (DOI)

The U.S. Department of Health & Human Services (HHS)

Other Public Sector organizations that encourage executive development:

The Harvard Business Review: Features informational articles, discussions, and webinars for executives and managers alike. Subscribe to stay up to date on new and cutting edge trends in growing and developing senior leadership.

Federal Executive Boards (FEBs): FEBs are a forum for communication and collaboration among Federal agencies outside Washington, DC, and offer many training and development programs of interest to the executive and aspiring executive. The National network consists of 28 FEBs, located in areas of significant Federal populations, and serves as the cornerstone for strategic partnering in Government.

Private sector organizations that encourage executive development:


Remember that Executive Learning and Development can take place in a variety of forms. Here are a few ideas to get you started:

  • 360 Degree Feedback: A common method used by many organizations to help executives identify strengths and developmental needs.  Click on this link for information on OPM’s 360 degree survey services.
  • Formal Training: OPM offers formal training at its Management Development Centers and the Federal Executive Institute.  There are many other formal training opportunities outside OPM. For more information, visit the Executive Development Community web page.
  • Mentoring and Coaching: Mentoring and Coaching are very effective tools for personal and leadership development. OPM’s current mentoring program features the latest techniques for Knowledge Transfer, Speed mentoring, and Reverse mentoring. For more detailed information, please visit the Mentoring Wiki Page and Coaching Wiki Page, and share comments and best practices used by your agency.
  • Mobility Assignments: Both current and aspiring executives have the option to participate in mobility assignments (5 U.S.C. 3131). These assignments include details, special/short-term assignments, transfers, projects, use of Intergovernmental Personnel Act authority, sabbaticals, formal training, and other creative methods to expose executives to challenges and expand their capacity to serve.
  • Sabbaticals: SES members can also gain broader knowledge and experience by participating in a sabbatical. Sabbaticals may be used for teaching, study (independent or structured), research, or to develop work experience in the private sector, non-profit organizations, and State, Local, or Foreign governments. Other tools could include books, book summaries, webinars, and service in intra-agency work groups. 

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