Leadership
Competency Development
Development
of Leader Competency Models, Assessments,
and Feedback Tools
U.S. Army
ICF International provided personnel research
services to develop combat leader competency
models and a multi-rater (360-degree) leadership
assessment and feedback program for the United
States Army based on these competency models.
The project team used literature reviews,
subject matter expert review, and focus group
methodology to develop competencies and survey
instruments for Commanders, Staff Officers,
and Non-Commissioned Officers. ICF International
led the survey development phase, collecting
survey item ratings by 12 subject matter
experts and conducting focus groups. After
pilot-testing the multi-rater instruments,
ICF International conducted statistical analyses,
including reliability coefficients, factor
analysis, and confirmatory factor analysis,
to ensure survey validity and reliability.
The project team produced three multi-rater
leadership assessment surveys, a six-month
program evaluation survey, an assessment
report, an interpretation guide, and an action
planning guidebook. The client used these
tools to assess and provide developmental
feedback to leaders across the United States
Army.
Analysis of "As Is" Leadership
Competencies for NSF Executives and Managers
U.S. National Science Foundation (NSF)
To develop NSF leaders and provide the organization
with a foundation of best practices, ICF International wrote a benchmarking study after
researching and interviewing private businesses,
government agencies, and foundations to understand
their leadership competencies. To identify
specific leadership priorities at NSF, ICF International performed a needs analysis, conducting
interviews and focus groups with personnel
from all levels of the organization. Needs
analysis data were presented in a needs assessment
report, and assessment findings were then
further validated with additional personnel
in subsequent focus groups. ICF International
also developed a leadership values model
to guide the behavior of leaders and serve
as the foundation of NSF's new Leadership
Development Program. To incorporate this
model into the organization, ICF International
developed curriculum process maps. In particular,
ICF International researched leadership courses
offered by public- and private-sector organizations
throughout the nation and reviewed books,
journal publications, and multimedia already
existing within NSF's own library. Ultimately,
ICF International created a blended leadership
development curriculum to complement the
organizational culture and help NSF better
meet its human capital and strategic goals.
Joint Leadership Competency Study
Defense Contracting Command-Washington (DCC-W)
The Joint Staff (J-7) has been developing
the Officer Professional Military Education
Policy (OPMEP) to better identify and articulate
those leader capabilities required to support
leader performance within the "Envisioned
Force." The Joint Staff sought the development
of a comprehensive set of joint force leadership
competencies upon which to develop educational
policies and identify educational objectives
and content. The Joint Education and Doctrine
Division of J-7 recently contracted with
ICF International to lead this competency development
effort. ICF International's methodology involved
interviewing dozens of subject matter experts
(SMEs), conducting a literature review, and
benchmarking best practices at comparable
organizations. ICF International then synthesized
the information generated from these activities
into a draft Joint Leadership Competency
model that was validated by SMEs. A final
Joint Leadership Competency model was then
presented to the Joint Chiefs of Staff for
approval and implementation as part of a
competency-based learning program for J-7
leaders.
Leadership
Courses, Seminars, and Workshops
Leadership and Management Development Training
Program
U.S. Department of Defense (DoD), Defense Finance and Accounting Service (DFAS)
DFAS faces organizational restructuring,
outsourcing of some of its services, and
greater demands for customer service. ICF International designed, developed, delivered,
and evaluated a leadership and management
development program to prepare future DFAS
leaders and improve overall leadership and
management skills. Our 14 courses are tailored
to the needs of three groups of DFAS managers—supervisors,
managers, and executives. Courses include
performance measurement, management development,
organizational leadership, strategic leadership
for executives, and strategic communication.
Our courses meet specific DFAS leadership
development qualification standards and competency
requirements, and enable employees to apply
knowledge of newly acquired leadership and
management skills to DFAS projects. More
than 100 offerings of the 14 courses have
been given in the past three years.
Leadership Development Program
U.S. Securities and Exchange Commission (SEC)
ICF International is supporting SEC in the
design and development of a comprehensive
Leadership Development
Curriculum and Program for
supervisors, managers, and executives. The
aim of this effort is to develop a core curriculum
that will provide the foundation and support
necessary for SEC managers to assume leadership
positions of increasing responsibility and
authority throughout the SEC. As part of
this project, ICF International benchmarked
successful Leadership
Development Programs (LDP) in the
public and private sectors by conducting
structured interviews with organizations
that share similar workforce attributes and
missions as the SEC. This benchmarking study
informed ICF International's recommendations
for the SEC's leadership development efforts.
Thus far, ICF International has developed and
delivered leadership training courses covering
such topics as managing performance, labor
relations, leading teams, conflict management,
negotiation, decision making, and delegation.
Also, ICF International designed, developed,
and delivered a series of two and one-half
hour seminars—covering such topics
as situational leadership, creativity and
innovation, collaboration, time management,
motivation, change management, and communication—to
introduce SEC managers to leadership development
topics while accommodating SEC personnel
schedules.
Creation and Implementation of Leadership
Development Program
U.S. Department of Health and Human Services (HHS), Substance Abuse and Mental
Health Services Administration (SAMHSA)
ICF International is assisting SAMHSA with
the creation and implementation of its Leadership
Development Program (LDP). After conducting
focus groups and interviews with SAMHSA executives,
managers, and supervisors, ICF International
identified core leadership competencies and
developed curriculum maps, courses, and other
learning pathways for SAMHSA's three levels
of management. ICF International also designed
SAMHSA's overall Leadership Development Program
(LDP) structure and content, including course
curriculum; other learning interventions,
including coaching, mentoring, job aids,
and management seminars; a self-assessment
instrument; evaluation approaches; and strategic
communications planning and implementation.
During Year 1 of the LDP, participants took
four required courses that ICF International
had identified as most critical for enhancing
management performance across the organization.
ICF International is also assisting with other
SAMHSA human capital activities, including
performance management, succession planning,
and recruiting.
Consultation and Facilitation Services for
the IRS Office of Program Evaluation and
Risk Analysis (OPERA)
U.S. Internal Revenue Service (IRS), Division of Research, Analysis, and Statistics
The objective of this project was to design
and facilitate a management off-site meeting
for the Director of the IRS Office of Program
Evaluation and Risk Analysis (OPERA) and
his senior management staff. After interviewing
and collecting data from the Director of
OPERA and the managers in his immediate staff,
ICF International developed and delivered a
team-building workshop to eight participants
over a two-day period. This workshop focused
on OPERA's mission, vision, role within the
organization, and long-term goals, moving
on to address such topics as communication,
collaboration, team development, change management,
functional versus matrix organizations, leadership,
internal marketing, and succession planning.
After the team-building session, ICF International
prepared and delivered a debrief document
to verify that the objectives of the team
building session were met and suggest recommendations
for next steps. By the end of the session,
OPERA managers had a clearer sense of direction
and a better picture of the contributions and value OPERA adds to the IRS.
Participants learned to develop and clarify expectations of the management
team, and managers discovered how OPERA aligns with overall IRS strategy and
how to promote OPERA's services more effectively to internal clients.
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