Executive Roles

National Leadership Development Program
Roles and Responsibilities of Senior Leaders:
Executives, State Conservationists, Center Directors and Division Directors
 

The theme and driving force of the National Leadership Development Program is “Leaders Growing Leaders.” The goal of the program is changing the NRCS culture to one in which every leader accepts responsibility for developing leaders, and every employee is an apprentice leader. Leaders grow leaders. Not their subordinates. Not trainers. Not contractors.

The following is a variety of roles and responsibilities that can only be fulfilled by executives and senior leaders. One of the greatest threats to the success of the program, as identified by current research, is the abdication or delegation of these duties by members of the highest levels of an organization.


Before the Program Begins

Advocate (ongoing)
Success of the program rests squarely upon the advocacy of all NRCS executives. As part of this advocacy, we request active recruitment of high-potential, fully prepared applicants.

Behavioral Interviewer (1.5 days of training and 4 one-hour interviews)
Part of the application process for the most promising, high-potential applicants is a behavioral interview experience. For the theme of leaders growing leaders to be established early, it is appropriate for executives and senior leaders to perform these interviews. Each region and NHQ will be asked for teams of interviewers to be trained in a two-day session.

During the Program

Executive Sponsor (5 days of interaction with participants over 15 months)
The most visible and important executive role in the success of the program, the executive sponsor represents the support for and interest in the participants for all NRCS executives. The Executive Sponsor will be needed at three of the four residential sessions for one or two days each. Travel will be requested for only one residential session.

Mentor (1 day of training and one hour per month for 15 months)
For purposes of this program, a mentor is an executive or senior leader chosen by the participant to engage in a directive learning relationship. The mentor should be internal to NRCS and should focus the participant on leadership competencies rather than subject matter expertise. Training for mentors will be available. Request: senior leaders.

Coach (3 days of training, attendance at the first one-week residential session, 3 days at the second residential session, 3 hours per month coaching participants and 1 hour per month being coached by a certified professional for 15 months)
For purposes of this program, the coach is specifically a learning coach rather than an executive coach, life coach, or tutor. This is not a coach in the sense of athletic coaching. Each participant will be assigned a learning coach, who will engage the participant in a non-directive learning relationship designed to assist the participant in successful completion of the program and development of self-awareness. Twenty aspiring coaches will be trained from which 10 will be selected for the first NLDP. One, one-hour coaching session per month for three participants each is required. Coaches will also be coached for one hour per month by a certified, contracted coaching instructor. Travel for three, three-day residential sessions is needed including the coach training session.

Action Learning Project Sponsor (1 hour per month for 15 months)
The group of 30 participants will self-select into five teams of six. These groups will choose their areas of study for an action learning project. Once they decide on their specific goals, they will choose at least one internal sponsor to guide them through the process of learning how work is accomplished in NRCS. Emphasizing the learning rather than the product, the sponsor serves as guide and catalyst for success. The sponsor does not lead the group, but suggests contacts and subject matter experts.

Residential Session Host (2 days)
Each of the four residential sessions will have greater impact when hosted by an executive. The primary role will be to interact with the participants in an informal manner for one or two days. As appropriate, the executive may be asked by program designers to present a short introductory module on the competency being addressed that day and to facilitate a discussion of his or her perspectives on that competency.
Tutor (as needed)
Participants may request time with an executive for a shadowing, interview or on-the-job training opportunity to meet a specific learning need.
Speaker, Presenter, Facilitator, Panel Member (1-2 hours plus preparation)
Given their expertise, executives may be asked by program designers to serve as speakers, presenters, facilitators, or panel members for discussions on topics in their particular area of expertise.



Threats to Program Success

The latest research on leadership development programs outlines four primary threats to program effectiveness:
1. Lack of executive and senior leader direct participation
2. Poor selection process
3. Lack of resources
4. Poor deployment of graduates

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