Page Revision: 6/16/2011 11:14:27 AM
The path to becoming a top-notch leader is one that requires constant attention and fine-tuning, whether we are preparing to lead small groups, large teams, or simply preparing for the next steps in a leadership role. Useful tools and tips are available in a plethora of subjects important to employees interested in becoming a supervisor
5 U.S.C. 4121
5 CFR 412.201
Leadership development should begin well before an individual transitions into a supervisory or managerial position. To ensure these individuals are well prepared to fill supervisory and managerial positions, agencies may provide training for those who are interested in becoming supervisors or managers. Critical to the supervisory development process is the Individual Development Plan (IDP) crafted by the employee and his or her supervisor. Through the IDP, the employee should be able to clarify professional aspirations, and the supervisor can provide insights on career tracks essential to the organization.
The head of each agency is responsible for establishing a succession management program which includes training to develop employees to become managers (5 U.S.C. 4121 and 5 CFR 412.201). Employee development programs are a fundamental tool for a robust leadership succession management plan. As a result of effective succession planning, an agency’s employee development program can ensure an adequate number of educated/qualified individuals to fill supervisory and managerial positions for critical functions within the organization.
Agencies should consider the competencies listed in the OPM Supervisory Guide when developing their pre-supervisory developmental programs. In addition, pre-supervisory developmental programs should be based on the Executive Core Qualifications (ECQs). Agencies may identify specific competencies from the ECQs and OPM Supervisory Guide and apply them to all leadership development programs starting with pre-supervisory training extending through executive development. Agencies should develop their pre-supervisory training programs to meet the needs of the organization and the aspirations of individual employees.
Many agencies have already established pre-supervisory training programs. A catalogue of Federal leadership development programs can be found on OPM’s website under “FedLDP.” It is a searchable catalogue of leadership development programs throughout the Federal Government. Programs are listed in this catalogue by agency. To learn more about agency programs, click on the FedLDP catalogue.
Discover Helpful Tips and Resources:
OPM hosted a webcast on Pre-Supervisory training in spring of 2010. Two agencies were featured in the webcast: EPA & Department of Justice, Alcohol, Tobacco and Firearms (ATF). To view the webcast, click on this link - OPM Pre-Supervisory Webcast on YouTube.
To view the slides from the webcast, click on EPA and ATF below:
EPA Pre-Supervisory Training Programs
ATF Aspiring Leaders rogram
Self-Paced Program from Pentagon Force Protection Agency
Pentagon Force Protection Agency - Stepping Up to Leadership A Self-Paced Program
USPTO Leadership Development Program
USPTO sponsors the Leadership Development Program, which is a wonderful resource that has been shared for all to use. The program includes a 180-degree assessment and an online supervisory resource center. Attached are some Resources from USPTO's leadership and development group that you may use to assist in developing a program for aspiring leaders as well as those in current leadership roles.
Periodically, FCAT-M (Federal Competency Assessment Tool - Management) administers Pre-Supervisory training for employees. For information about how to apply FCAT-M to your agency, open this link:
Guide to Implementing the FCAT-M.
Please direct inquiries regarding this guide to Angela Graham-Humes at Angela.GrahamHumes@opm.gov
Hot Topics in Training:
Mentoring and Coaching
Mentoring can be a truly effective means of not only assisting in guiding a co-worker or colleague, but can also serve to teach the mentor a variety of skills. It gives the mentor the opportunity to lead by example, by providing guidance, and by holding the mentee accountable in helping them to stay committed to their goals. A mentee benefits by being able to address concerns regarding their professional development one-on-one in a collaborative setting. All of these can be powerful self-teaching, developmental to tools em to benefit employees in performing on-the-job, as well as in developing one's career. Check out US Patent & Trademark Office (USPTO) mentoring toolkit.
(What training or other opportunities are available in this area?)
The Center for Leadership Capacity Services at the Management Development Center-West has a course, Leadership Skills for Non-Supervisors: Lead and Influence Effectively without a Title of Authority, for pre-supervisors.
Course Overview: If you have the responsibility of leadership but are not in a position of formal authority, how can you influence others when the need arises? This intensive seminar is designed for individuals who are not currently in supervisory or managerial positions but currently hold key leadership roles in their organization or are interested in assuming such a role in the future. This seminar will help you develop informal leadership skills to influence positive organizational success without positional authority. Through hands-on, experiential exercises, assessments and frameworks/models, participants will create an integrated development plan that matches your organizations needs with individual achievement and success.
View the class schedule at: www.leadership.opm.gov
or email the Director, Joseph Schumacher: firstname.lastname@example.org