Introduction Strategy And Leadership Development Program
IntroductionStrategy and LeadershipFrameworkConceptsDevelopment ProgramLeadershipDevelopment DirectorsNational Center for Statistics and Information HeadSectionResume16th July 20141
Strategy & Leadership Development ProgramWhy to initiate the program?IntroductionThe Center wants to be the leading Statistic Office within the GCC-States. In orderto reach that objective, the Center needs to establish managers, which are ableand motivated to develop the Center to it s next level.FrameworkConceptsNCSI objectivesLeadershipDevelopment Directors HeadSectionResume Defining the Centers Strategy for 2020 Producing statistics and informationon international standards via e-basedprocesses Framework-concepts for each directory Qualified directors and head sectionfor content- and people-management Proactive leadership behavior2
Strategy & Leadership Development ProgramLink to other activitiesIntroductionThe Strategy and Leadership Development Program is linked to further activitiesin order to enhance the Centers capacity regarding mature statistical work andproper information. Important further activities are:FrameworkConceptslinking the program with further activitiesLeadershipDevelopment Directors echnologyTraining &QualificationProgramManagement A definition oftasks / unit & required staffper unit for jobdescriptionsand organizational chart e-governmentstrategy and professionaldatabases for advancedkey-processesin frameworkconcepts FundamentalSkill Development Programand Training CenterPlans to trainemployees A ProgramManagementunit to organizeProjects, HRResourcesand timeallocationsCI andcommunication New CorporateIdentity and advancedinternalcommunication to improve theidentificationwith NCSI3
Strategy & Leadership Development ProgramHow to initiate the program?IntroductionThe Strategy and Leadership Development Program is linked to the furtheroperational challenges within the Center. The development of the upcomingstrategy and the therefore relevant tasks are playing a crucial role in the program.FrameworkConceptsNCSI objectivesLeadershipDevelopment Framework-Concepts for General Directorates Directors Directors to support the framework-conceptsthrough individual concepts, which are to besummarized through General directorates HeadSectionResumeStrategy2020 International experts to support directors inworking out the documents Process to be prepared via DG-workshop andStrategy Workshop NCSI-Management-team to lead and guide theprocess4
Strategy & Leadership Development ProgramBottom-up-approachIntroductionThe bottom-up approach of framework-concepts in directorates will ensure theproper understanding through NCSI-responsible. External experts can supportdirectors and DG s in the development process.FrameworkConceptsBottom up-approachLeadershipDevelopment Directors armonizedFrameworkconceptsin DG cationconceptexternal individual supportfor directors and DG s5
Strategy & Leadership Development ProgramMain elements of the programIntroductionThe Centers Top-Management will have a crucial role from the initiation of theprogram until the final review. Development will be created via the frameworkconcepts and the leadership tegy and Leadership Development ProgramOverallManagementFrameworkConcepts* DG-Workshop Initiated byNCSI and DGLeadership Development Trainingfor directors and head sections Directors HeadSection DG-Preparation StrategyWorkshopResume Follow-upWorkshops Guidelines Expert-support 10 / 8 modules by 3 days open to all directors / head sections Final Assessment Mid-Review Including a selection-process for newappointed directors / head sections Final Review Recommendation for acting staff* framework-concepts should be in line with the e-government strategy6
Strategy & Leadership Development ProgramStrategic impact of the programGoalIntroductionFrameworkConceptsQualifying existing andnew managers regardingupcoming challenges Directors HeadSectionFields of activity Recruitment LeadershipDevelopmentActivities Framework-conceptsResumeMobilizing idea Best Stat-Office in the region enhancing knowledge Strategy 2020LeadershipDevelopmentStrategy & LeadershipDevelopment Program Selection of newmanagers Developing managers English courseAbilities Leadership Strategic orientation Stakeholder and internalcommunication Pro-activity Operational maturity MonitoringChange-Organization CEO to agree on proposals Director for HR & Strategy asfocal point DG s as focal-group HR & Strategy team to supportMotivation Less trouble-shooting Internationally competitive Improved Data-Collection andprofessional databases Qualified Staff and Managers Active Information-Mgmt.Communication between directorsbetween management in unitsbetween DG swith networks through expertsupport with all staff via director andheads of sectionMaster plan Merge with daily business Motto: Plan – Build - Run Influencing key-tasks – no test7
Strategy & Leadership Development ProgramGeneral time-tableJun. Nov.FrameworkConceptsDGMeetingOverallManagement HeadSectionJan.ResumeHead of rkshopSep.ReviewWorkshopRegular group / single-meeting to review the processDGPrep.LeadershipDevelopment DirectorsDec.Start-Workshopwith all DG s and directorsIntroductionThe Development Program is based on a common strategic view from the TopManagement. All (acting) DG s are involved from the definition of the program tothe final review. The program will allow them to make a final decision regardingtheir readiness for an approved director-position.PreparationFramework-Concepts in directoratesPlanningReviewConcept-DevelopmentFinal t-Program11 modules by 3 days – open for all directors – ram8 modules by 3 days – open for all head section8
Strategy & Leadership Development ProgramCrucial role for General DirectorsIntroductionGeneral directors will balance the process between the framework concept andthe operational tasks. Furthermore it is to lead the communication between thedirectors, when it comes to overlaps in the concepts (e.g. common stakeholdersor databases) and to review the ongoing asks Directors Initiating the frameworkconceptsDG HeadSectionDirector 1ResumeDirector 2Director 3Director 4 Balancing withoperational tasks Harmonizing commontopics between directors Reviewing results9
Strategy & Leadership Development lopmentFrameworkConcepts Directors HeadSectionResume10
Strategy & Leadership Development ProgramDevelopment of framework conceptsIntroductionFramework-concepts will define the overall concept on how the directory shouldfunction regarding the Vision 2020. The additional GAP-Analysis will beafterwards the basis for the Development-Plan in order to reach the eptLeadershipDevelopment Directors HeadSection Customer andproducts StakeholderCommunication Key-PerformanceIndicators Key-ProcessesResume Data-ManagementConceptDevelopment-Plan GAP-Analysis To Do's Development-Plan HR- and financialimpact Mid-term Project-plan(proposal) Full Concepts requested from:- Economic Statistics- Population & Social Statistics- Information- Dir. for Tourism and Travel Adjusted Concepts arerequested from all other Units Monitoring-Concept11
Strategy & Leadership Development ProgramElements of framework conceptsStakeholder-communicationCustomer and productsIntroductionFrameworkConcepts data-producers and users(including stakeholder andcitizen) Products in terms of type,format and designKey-processesLeadershipDevelopment Expected Output fromStakeholder and Citizen Indicators for result, processand invest in time & money Relevant Input to produceresults App. 15 for each section(to be summarized regardingthe hierarchical structure) Strategic communicationData-Management-Concept Key-task definitionKey-Performance-IndicatorsMonitoring Concept Main processes regardingregular and projects tasks Definition of Standards onhow to receive, process andprovide data (e-based ) Internal Review by processand result (Risk-Review) RACI-matrix regarding(e)-Business-Processes Data-security and filingstandards Objective review viastakeholder communication QA-documents Directors HeadSectionDevelopment Concept Vision 2020ResumeToday As-Is GAPAnalysis2020 Should-Be Definition on To Do s Mid-term Development-Plan Founding the Development-Group Project-plan for 2 years12
Strategy & Leadership Development ProgramSupport through external experts (first estimation)IntroductionDirectors and DG s can be supported* through external experts during thedevelopment of the framework-concepts. Relevant support can be defined indifferent stages of the Development ionLeadershipDevelopment DirectorsDG s HeadSection Developing a VisionPreparing main-tasksReflecting impact(3-5 days / 3-4 DG s)15-20 days no needResumedirectorsDevelopment ofFramework-ConceptsAdjustments ofFramework-concepts 5 DG s by 6 days 30 days 5 DG s by 10 days 50 days 14 directors with fullconcepts (5 day each) 7 directors with adjustedconcepts (5 day each) 21 x 5 days 105 days 14 directors with fullconcepts (5 day each) 21 x 5 days 70 days* Support means that an expert will provide consultancy through knowledge-transfer, not through writing the concept13
Strategy & Leadership Development ProgramTrainings to support Framework ConceptsIntroductionFramework-concepts are facilitated after the Strategy-Workshop through acommon Start-Workshop. Further training-offers will support participants intechnical terms. The final result will be evaluated via a reviews.FrameworkConceptsStrategyWorkshopongoing controlling with support of external expertsReview 1 2on concepts -preview,In-depth view*(2 days) Directors HeadSectionResume* demo-versionof a detailedstrategyJanuaryPracticalExerciseTraining(2 day) on request forconcept element(x day)QualityAssuranceTraining(3 days)CustomerOrientationTraining(3 days) on request forfurther topics(x day)October14
Strategy & Leadership Development ProgramRisk Review on framework conceptsIntroductionFrameworkConceptsThe Risk-Review on framework concepts will prove the provided frameworkconcepts by content. Each framework concept will be analyzed by content inadvance and further on be presented and reviewed through an expert-team.Analysis of theframeworkconceptEach framework-concept will be prechecked from- 2 international experts by content,- Strategy by methodology- IT by IT & (e)-compatibility Content-check Methodology check IT-/(e)-check Stakeholder-checkLeadershipDevelopment Directors Presentation and review 2-4 hrs.Director HeadSectionDirector 1DGDG-IT*Director 2StrategyResumeDirector 3Exp. 1***DG-Inf.**Int. Exp. 2HR* DG for IT is responsible to ensure that individual strategies are in line with the e-government strategy** DG for Information will overview the strategies regarding the stakeholder communication*** expert who is consulting the respective DG15
Strategy & Leadership Development lopment Directors HeadSectionLeadershipDevelopment- Directors -Resume16
Strategy & Leadership Development ProgramToday s challenges and risks regarding applicantsIntroductionIn June / July 2014 a selection committee realized 36 interviews with applicantsfor 17 different director positions. During the interviews the committee realizedthat participants need further support, especially on the following topics:FrameworkConceptsLeadershipDevelopment Directors HeadSectionStrategic impactOperational impact Strategic thinking and acting Professional documentationand project management Stakeholder managementand communication Ownership on tasks withinshared responsibility Pro-active initiation ofimproved work-processesResume Self-Definition within thenew position (manager vs.team-member) Follow-up-monitoring (e.g.Risk Review and LessonLearned)Additional Topics English (certificate) Self & Time-Management,Self-Presentation Presentation Skills Handling of difficultemployee behavior Controlling own teams Managing efficient meetings17
Strategy & Leadership Development ProgramHow to train life-experienced participants?IntroductionThe average-age for participants within the training program is app. 40 years, sothey have already plenty of life-experience. The training therefore should bebased clearly on reflections, feedbacks and practical lopmentParticipantsapproachResume Success-stories Management- NCSI-todayconcepts Directors HeadSectionReflections on: NCSI-strategy Frameworkconcepts Tools &TipsExercises PresentationsFeedbacksfrom Own presentation Participants Outdoor-Training DG s and CEO Group-work Trainers18
Strategy & Leadership Development ProgramLeadership-Training - nceptsLeadershipDevelopment Directors HeadSectionResumeDay by dayManagementDifficultemployeeOwn role &To Do sLS-Vision &pro-activityDevelopingteamLeadershipDevelopment Programfor existing and dingsolutionsTeambuildingSelf- & timemanagement19
Strategy & Leadership Development ProgramLeadership-Training - contentLS-Vision &pro-activityOwn role &To Do s Vision from CEO Own role today DG s Strategy Outdoor training ModernLeadership Personality testStrategicLeadershipDay by kConceptsLeadershipDevelopment Directors HeadSectionResume FrameworkConceptsDevelopingteam Needs to act Personal PlanLeadingManagers From Vision toKPI Plan and steerdaily tasks DifficultIndividuals HR-Risk-Reviewand solutions Monitoring tasksand staff Difficult teams Mgmt.-Team Efficient Meeting PersonalInterventions Applied Strategy Trouble-Mgmt. SupportProvidingsolutionsTeam-buildingSelf- & Timemanagement PerformanceEvaluation Definingresponsibilities Customerorientation Commonobjective Feedback Tasking andMonitoring Prioritization Roles and tasks PersonalObjectives Responsibilities Time-thief's Communication RealisticTimelines Communication Team-Play The final step Workload &difficult situations Training Practices Promotion Quality of life20
Strategy & Leadership Development ProgramWho can participate?IntroductionThe training program is open to all existing and via the interview established(acting) directors. A full participation helps to create a team-spirit betweendirectors. Nevertheless minor missing times are acceptable.FrameworkConceptsApproved DirectorsLeadershipDevelopment Directors HeadSection Internal Audit Department Stat. Analysis & Inform. Report Tourism and Travel Availability of Information National & Internat. Information Infrastructure of Information Applications Public Opinion (Personnel Affairs) Education, Health and CultureStatistics Price Statistics Financial Affairs Macroeconomics & Sector Stat. Documentation National Account Security Population & Labour Statistics Public Relation Social Surveys Strategy, HR & QAResumeActing Directors Tech. Dir. Of Economic Stat. Community Statistics21
Strategy & Leadership Development ProgramTop-Management InvolvementIntroductionThe Top-Management will support the development program in differentoccasions. They communicate their vision and strategy, provide feedback to theirdirectors and reflect on opmentCEO and DGInfluencesNCSI-Vision Directors HeadSectionResumeStrategy toimprove theCenterImportance ofStakeholdercommunicationReflecting topicson ndsFeedback toparticipants22
Strategy & Leadership Development ProgramProgram duration & elopmentThe program will start in October and finish by March / April. It contains 10modules by 3 days and will be hold outside of Muscat. Some modules can beextended regarding further support on framework-concepts.Feb.Mar.Apr.May.Jun.Jul.Sep.- from February 2015 to September 2015- 10 modules by 3 days- final evaluation for acting directors- external and internal trainersLeadership-Development-Program DirectorsInternal Co-Trainers HeadSectionOwn role & ToDo sStrategicLeadershipDay by dayManagementDifficultEmployeeDevelopingTeamSausan Al-IawatiSuliman Al-ZadjaliYa'aqub Al-ZadjaliHabeb AL-LawatiYousuf ssan Al-GazaliKhalid Al-MdhafarTeamBuildingSalem Awlad-ThaniSelf- & timemanagementMohab AL-Nabhani23
Strategy & Leadership Development lopment Directors HeadSectionLeadershipDevelopment- Head Section -Resume24
Strategy & Leadership Development ProgramDifference to the director-positionIntroductionCurrently there are working 261 person in the NCSI, while there are 27 approved/ acting directors and DG s are in management positions. The management-levelafter app. 10% should be in charge to manage teams technical wise. Head Sectionneeds therefore advanced technical skills and some leadership skills.FrameworkConceptsLeadershipDevelopment DirectorsCEO1GeneralDirector6Director21HeadSection HeadSectionResumeApr. 10% of existing staffwith full focus on ManagementNeed of advanced technical skillsand additional leadership skills25
Strategy & Leadership Development ProgramTime-PlanningIntroductionThe start of the Development-Program for Head Section is linked to the directorsprogram. The acting directors will get involved into the selection-process and thetraining program will start after the decision regarding the new Head Section.FrameworkConceptsLeadershipDevelopment Directors Aug.Sep.Directors to settle down innew -Program8 modules by 3 days – open for all head sectionResume26
Strategy & Leadership Development ProgramSelection of Head SectionIntroductionThe selection process for section-heads will be based on mandatory documents,which include a performance-evaluation from the superior as well. As (acting)directors are involved into the interviews, they will be trained in advance. Theinterviews will contain in addition a technical evaluation as tionInterviewLeadershipDevelopment Directors Standardized CV Interview-Training for directors Certificate of Degree Standardized evaluation ofTechnical Skills HeadSection Motivation-letterResume Summarized work-time report Performance Evaluationthrough superior and coevaluation Additional Certificates 2 main-interviewer(HR and director) Duration app. 1 hr. Reliable Time-plan forinterviews, 6 interviews a daymax. for personal skills, leadershipskills and technical skills 20min. each Applicants which are notpresent are to be excluded Interview-summary by end ofday No int. program for 2 years27
Strategy & Leadership Development ProgramLeadership-Training for Head Section - overviewIntroductionFrameworkConceptsLS-Vision & proactivityLeadershipDevelopment Programfor existing and actingHead SectionOwn role & ToDo sLeadershipDevelopment DirectorsDay by dayManagementProjectManagement Head
Introduction Framework Concepts Resume Leadership Development . Strategic Leadership Day by day Management Difficult employee Developing team Leading Managers Providing solutions Team-building Self -& time management Leadership
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