Preface Chapter 1 Leadership and Managerial Skills

Preface

This tool kit contains a graphic summary of managerial skills and methods frequently required by DoD program managers. It is a current version of a "Tool Box" that was first developed by Charles F. Schied of the Defense Acquisition University (DAU) Program Management Course (PMC) 92-1. Since this tool kit is a compilation of classroom presentation and teaching materials used in a number of different courses at DAU, the charts and tables vary in look and feel.

Chapter 1 ? Leadership and Managerial Skills

1.1 - Management and Leadership

More things that make you go "Hmmm?..." "An authority is a person who just happens to know the source." "A conservative is a person who believes nothing should be done the first time." "Diplomacy is the art of hearing all parties arguing in a dispute and nodding to all of them without ever agreeing

with any of them." "The meeting raised our confidence that the contractor can actually accomplish the task and that it will occur in

our lifetime." "This is the earliest I've been late." "The world would be a much better place if people weren't allowed to have children until they've proven they can

successfully manage a DoD program." "Everyone is bound to bear patiently the results of his/her own example." "The superior person is firm in the right way, and not merely firm."

1.2 - Program Management "Diamond Card"

This PM Diamond Card provides virtual PM Job AidS, coined P'JAS, in the areas of management, leadership, and technology -- all key competencies for PMs.

For more information, visit the Program Management Community of Practice

Management Logistics Reporting Contracting Requirements Cost Estimating Processes/Tools Systems Engineering Senior Steering Groups Risk Data Funds Software Production Acquisition Configuration Test & Evaluation

Leadership Leadership Vision Ethics/Values Teambuilding Communication Leading Change Strategic Thinking Time Management Interpersonal Skills Organization Design Conflict Management Expectation Management Goals Strategy Rewards Environment Stakeholders People/Teams Political Savvy Decision Making Entrepreneurship Customers/Partners Relationship Building

Technology

Baseline Complexity Integration Interoperability Maturity

o Prototyping o Technology Readiness

Levels (TRL) o Manufacturing

Readiness Levels (MRL) Performance

o Objective/Threshold Parameters

o Key Performance Parameters

o Technical Performance Measures (TPM)

Transition o Funding o Sponsorship o DoD/Industry Sources o Transition Mechanisms

Strategy ? Where are we going & how do we get there?

Processes/Tools ? How do we measure success? People/Teams ? How do we work together? Organizational Structure ? What resources do we need?

Rewards ? how do we reward success?

Technology Readiness Levels

Note: Technology Readiness Levels (TRL) enable consistent, uniform, discussions of technical maturity across different types of technologies. Decision authorities will consider the recommended TRLs when assessing program risk. TRLs are a measure of technical maturity. They do not discuss the probability of occurrence (i.e., the likelihood of attaining required maturity) or the impact of not achieving technology maturity. Defense Acquisition Guidebook.

1.3 - Empowerment, Delegation, and Coaching

Empowerment - Assigning an employee or team responsibility and authority to take actions and make decisions in pursuit of the organization's goals. Delegation - Assigning an employee (usually a subordinate) a specific task or tasks to complete. Coaching - Providing employees with the tools, knowledge, and opportunities they need to develop their potential and increase their effectiveness.

Reasons for Empowerment, Delegation, and Coaching Allows managers more time for managerial and leadership roles (e.g., long-term planning, coordinating ongoing activities, monitoring and controlling activities, and providing feedback to employees) Increases employee capability and motivation Enhances employee career growth Improves teamwork Maximizes limited resources Pushes responsibility and accountability further down in the organization

Steps for Empowerment, Delegation, and Coaching 1. Select the task or tasks to be assigned 2. Select the person or team; evaluate their current capabilities to complete the task or tasks 3. Provide training and/or coaching, if necessary, to improve their capabilities 4. Solicit input from the person or team regarding the task or tasks 5. Agree on the tasks, objectives, responsibility, authority, and deadline 6. Provide guidance, assistance, and support, as necessary 7. Establish metrics to measure progress 8. Monitor progress 9. Provide feedback 10. Identify lessons learned 11. Evaluate performance

Note: Some people use "empowerment" and "delegation" interchangeably, while others see a subtle distinction, e.g., delegation often refers to an individual, while empowerment is usually associated with groups or teams. Empowerment usually includes more authority and freedom related to making decisions, and taking actions while delegation is usually more bounded.

Leaders should ensure the components shown above are present.

1.4 - Coaching Skills

Active Listening ? Give your full attention. Focus on the message, not formulating your response to it. Establish and maintain eye contact, paraphrase key points, and avoid making judgments.

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