NASA Agency Training & Leadership Development
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1 National Aeronautics and Space Administration NASA Agency Training & Leadership Development NAC Presentation 3/27/2015
2 The Basics NASA has a long history of investment and belief in developing leaders across the Agency Training & Development is a shared responsibility Universe of options available to employees Agency, centers, functional communities, teams, supervisors, peers, and selfgenerated development actions reinforce the value of learning in our culture. Partnership Approach Agency Succession Management Umbrella of Learning and Development Points of consistency now and in the future Self-awareness Effective Teaming Feedback NASA culture Diversity and Inclusion Learning has been evolutionary and cutting-edge (how and what) 2
3 The Evolution of Leadership Development at NASA NASA begins to focus on Influence Leaders Managing the Influence Process (MIP) created 1980s Agency creates a long-term leadership development program for GS11-12 employees NASA FIRST Robust Agency portfolio continues, major updates begin Executive Coaching Program begins 2000s Development beyond knowledge and skill. Move to creating environments and experiences that foster connection, engagement, excitement, innovation and extraordinary effort in NASA employees Future 1978 First Leadership Competency Model for NASA NASA Assessment created based on these competencies Agency develops leaders through the Management Education Program (MEP) 1990s Well established programs serve hundreds of NASA leaders. Managing the Influence Process (MIP) Management Education Program (MEP) SES Candidate Development Program (CDP) Professional Development Program (PDP) Fellowships Updates to the Agency Leadership Model Focus on long-term leadership development programs: FIRST (GS11-12) MLLP (GS13-15) LASER (Supervisors) SES CDP (GS15) THRIVE (HC community) New Agency Leadership Model Environment Matters Alignment to NASA Culture and Human Capital Strategy 3
4 MEP
5 MIP
6 Evolutionary and Cutting-Edge We must continue to cultivate a culture of inclusion and innovation to enable employees to feel motivated and supported to perform their best and accomplish the mission no matter what the job may be. NASA Culture Strategy, 2013 Evolutionary letting go of what we ve done in the past that can be done better elsewhere. Focusing our efforts on where we are most useful and effective. Cutting-edge a focus not just on what we teach and develop within employees but, also how we engage with the workforce around this effort. 6
7 Evolutionary and Cutting-Edge - Examples Virtual Executive Summit Environment Matters Assessment SciComm LASER 7
8 Virtual Executive Summit 8
9 Virtual Executive Summit 9
10 Virtual Executive Summit 10
11 Environment Matters Assessment - What if What we expect from leaders went beyond knowledge and skill and included creating environments and experiences that foster connection, engagement, excitement, innovation and extraordinary effort? 11
12 Environment Matters Assessment Competencies Versus Defining Behaviors Competencies are critical Defining behaviors make the knowledge and skills.. competencies come alive and have emotional impact I can give feedback about performance I can give feedback in way that builds commitment, engagement and loyalty 12
13 SciComm 13
14 SciComm 14
15 LASER 15
16 The Village Lesa Roe (HQ) Rick Keegan (HQ) Senior Development Lauri Hansen (JSC) Tom Edwards (ARC) Guides Marla Perez-Davis (GRC) Eugene Tu (ARC) NASA T&D Community NASA Coaching Community Scott Green (GSFC) Todd Farley (ARC) Mark Wiese (KSC) Jeff Brown (MSFC) Jennifer Cole (DFRC) The Calibration Team (Model Supervisors) Teri Green (NSSC) Rob Button (GRC) Pam Covington (SSC) Trish Petete (JSC) Trina Chytka (LaRC) Center HR Directors NASA FIRST and MLLP Graduate --Supervisors Jeff Frank (HQ) Erin Misegades (JSC) Tim Ruffner (GRC) The Core Team Linda Jensen (ARC) Erica Bovaird (HQ) Crystal Gayhart (GSFC) 16
17 17
18 LASER 18
19 Questions 19
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