Developing Strategies for Leadership Mr' David L' Mineo Chief Grants Management Officer NIDDK, NIH,

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Developing Strategies for LeadershipMr. David
L. MineoChief Grants Management OfficerNIDDK,
NIH, DHHS April 29, 2004
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Purpose of Session

• Describe grants management career progression
• Discuss the organizational importance for
  leadership development of grants management
  professionals
• Demonstrate why grants management leadership
  transition planning is important
• Provide information about developing some of the
  most important grants management leadership
  skills and attributes

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Leader Development
We define leader development as the expansion of
a persons capacity to be effective in leadership
roles and processes. Leadership roles and
processes are those that facilitate setting
direction, creating alignment, and maintaining
commitment in groups of people who share common
work. -McCauley, C., Van Velsor, E. (Eds.)
(in press) The Center for Creative Leadership
Handbook of Leadership Development (2nd ed.).
San Francisco Josey-Bass
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Career Paths and Leadership
Leadership (Chief Grants Management Official)
Professional Growth (Senior GMS Team Leaders)
Entry Based on Combination of Skills and
Abilities (Grants Management Specialist)
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Career Paths and Leadership
Leadership (Chief Grants Management Official)
Professional Growth (Senior GMS Team Leaders)
Entry Based on Combination of Skills and
Abilities (Grants Management Specialist)
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Career Paths and Leadership
Leadership (Chief Grants Management Official)
Professional Growth (Senior GMS Team Leaders)
Entry Based on Combination of Skills and
Abilities (Grants Management Specialist)
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Career Paths and Leadership
Leadership (Chief Grants Management Official)
Professional Growth (Senior GMS Team Leaders)
Interpersonal and Other Leadership Attributes
will get you here!!!
Entry Based on Combination of Skills and
Abilities (Grants Management Specialist)
Technical competencies will get you here!!!
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New Demands for Leadership Development

• Must make a link between leadership development
  and organizational outcomes
• Leadership development is no longer a rite of
  passage
• Leadership development is strategically linked to
  organizational goals

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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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Organizational Context

• Strategic Direction
• Organizational Readiness
• Success Factors

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Informal Survey about Organizational Context

• Four Institute Directors
• Seven EPMC Representatives
• Seven Chief Grants Management Officers
• One Executive Officer
• Eight Extramural Staff
• Two External Client Representatives
• Analysis of Road Map Article featuring interview
  with Dr. Zerhouni in NIH Record

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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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Organizational Assessment

• What is the strategic direction of NIH in the
  next 3-5 years?  What will be the drivers of our
  business? 
• Translational research
• Partnering
• Scientific discovery
• Synergistic collaborations
• Accountability
• Fiscal efficiencies
• Development of a talent pool in science and
  administration
• Electronic efficiencies
• Customer service
• Creativity
• Data-driven decision-making

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Assessment of Organizational Needs
What skills and perspectives will individual
leaders need to help the company (organization)
meet its strategic direction and accomplish its
business goals?

• Interpersonal skills
• Analytical skills
• Communication skills
• Effective negotiation skills
• Process re-engineering capabilities

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(No Transcript)
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71 of the CGMOs currently in their positions
have less than four years of experience.
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CGMO Retreat Identified Need

• 71 of the NIH Chief Grants Management Officers
  have less than four years of experience in a CGMO
  position
• Only 5 chief GMOs have more than ten years as
  branch chiefs
• There is a need for chief grants management
  officers and others to continue refining
  leadership competencies
• Leadership performance demands are greater now
  than ever before

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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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A Systemic Model for Leader Development

• Organizational Context

Variety of Challenging Experiences
Ability and Willingness To Learn
Leadership Capability
Assessment



Organizational Support
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Distributed Leadership Attributes

• Leading with Purpose
• Putting People at Ease
• Leadership Stature
• Communication
• Has the Courage to Take Risks
• Difference Matters
• Managing Conflict Negotiation
• Listening
• Resourcefulness
• Vision
• Planning and Goal Setting
• Self-Awareness
• Change Management

• Selecting, Developing and Accepting People
• Taking Action, Making Decisions, Follow Through
• Motivating Self
• Seeks Opportunities to Learn
• Integrity
• Straightforwardness and Composure
• Building Relationships
• Influencing, Leadership, Power
• Knowledge Trade Business
• Leading Employees
• Adaptability

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Distributed Leadership Attributes(all
respondents)

• Leading with Purpose
• Putting People at Ease
• Leadership Stature
• Communication
• Has the Courage to Take Risks
• Difference Matters
• Managing Conflict Negotiation
• Listening
• Resourcefulness
• Vision
• Planning and Goal Setting
• Self-Awareness
• Change Management

• Selecting, Developing and Accepting People
• Taking Action, Making Decisions, Follow Through
• Motivating Self
• Seeks Opportunities to Learn
• Integrity
• Straightforwardness and Composure
• Building Relationships
• Influencing, Leadership, Power
• Knowledge Trade Business
• Leading Employees
• Adaptability

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Distributes Leadership Attributes(CGMOs gt 1 Year)

• Leading with Purpose
• Putting People at Ease
• Leadership Stature
• Communication
• Has the Courage to Take Risks
• Difference Matters
• Managing Conflict Negotiation
• Listening
• Resourcefulness
• Vision
• Planning and Goal Setting
• Self-Awareness
• Change Management

• Selecting, Developing and Accepting People
• Taking Action, Making Decisions, Follow Through
• Motivating Self
• Seeks Opportunities to Learn
• Integrity
• Straightforwardness and Composure
• Building Relationships
• Influencing, Leadership, Power
• Knowledge Trade Business
• Leading Employees
• Adaptability

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Strategic Direction

• Business Needs
• Leadership Needs
• Competencies

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Strategic Direction

• Business Needs
• Leadership Needs
• Competencies

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Strategic Direction

• Business Needs
• Leadership Needs
• Competencies

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Designing for Impact

• Business Needs
• Leadership Needs
• Leadership Competencies
• Level of Mastery
• Initiative Design

Evaluation
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Key Outcomes of Leadership Development

• Individual Growth
• Development of Connections Between Individuals
• Development of Teams and Groups
• Changes in the Organization
• Changes in the Organizations Community

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Distributed Leadership Attributes(all
respondents)

• Leadership Stature
• Communication
• Resourcefulness
• Selecting, Developing and Accepting People
• Integrity -
• Building Relationships -
• Leading Employees -

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• And in the end, the love you take,
• is equal to the love you made
• Gil Tran and the Beatles

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Questions??

• This material is based on the processes and
  models for leadership of the Center for Creative
  Leadership and are used with permission for
  educational purposes. CCL is a non-profit
  organization with over thirty years experience
  dedicated to the field of leadership development.
• Special Thanks To
• Marquette Roher, Presidential Management Fellow
• Dominica Roth, NIH Management Intern
• Contact Information for David Mineo
• Mineod_at_extra.niddk.nih.gov