Residential Sessions

PROGRAM DESCRIPTION

Overview

The National Leadership Development Program (NLDP) is a 15-month Service-wide program open to all individuals with time in grade at the GS-13 and GS-14 levels and exceptional GS-12s. The NLDP includes formal training away from the home unit, developmental work experiences, needs assessment, mentoring, and self-directed learning. The NLDP assists participants in preparing themselves for leadership positions. Promotions and placements are not guaranteed. The first NLDP class begins in the Fall of 2008 and ends in the Spring of 2010. There is no tuition for the program, but travel expenses will be paid by the nominating unit.

Program Curriculum

The NLDP is structured around four formal residential sessions to which participants will travel for group learning away from their home unit. Two of the sessions will be held in Washington, DC.

Orientation Training                                                                                      Held April, 2009

The first one-week training session introduces the participants to one another and the program staff. Participants will do a thorough assessment of their leadership strengths and challenges, and complete an individual learning contract for the program. Participants will self-select ongoing action learning project teams. The session outlines program philosophy, requirements, policies, expectations, and learning opportunities; and challenges participants to maximize their learning in an environment specific to the mission of the USDA Natural Resources Conservation Service (NRCS).

Cohort Workshop                                                                                            Held July, 2009

This one-week workshop is an opportunity for the participants to learn from one another. Topics and competencies for learning will be chosen from the results of participant assessments and the gaps in skills and behaviors those instruments reveal. The opportunity for project team activities will be provided.

Policy Seminar                                                                                               Targeting October 2009

This two-week seminar includes a revised version of what was previously called the Capitol Hill Workshop. Participants will learn the social, ethical, political, and economic context for public administration. Specifically, they will meet and learn from high-level executives and subject matter experts experienced in the Washington Office environment. Activities will include experiential learning with the executive, legislative, and judicial branches of government as they affect the policy and operations of NRCS.

Capstone Symposium                                                                                      Targeting March 2010

This final one-week symposium gives the participants the opportunity to demonstrate what they have learned. The comprehensive learning review includes presentation of the action learning team projects to the Associate and Deputy Chiefs, individual approaches to leadership and individual transition meeting strategies.

Program Methodology

In both formal sessions and during the 4-5 month periods between those sessions, the following techniques will be employed in the program, based on the latest research concerning adult learning principles, specifically focusing on how leaders learn to be leaders.

Individual Needs Assessments

Once the participants are selected, assessments and other instruments will be used for developmental purposes. Each participant is responsible for completing an assigned 360-degree competency assessment and submitting it at least one month before the Orientation session. Participants will use the results of this assessment and several other instruments administered during the Orientation to complete their learning contracts with coaches and supervisors.

Leadership Development Plan

Participants will use the results of the needs assessment to design a Leadership Development Plan, which will serve as a roadmap for development during the program. A Leadership Development Plan format, including provisions for defining and meeting specific leadership development objectives, will be provided. This plan will become part of the Learning Contract.

Learning Contracts

The learning contract is an instrument that must be agreed upon by the supervisor and program participant, with a guarantee that the participant will comply with all program requirements and will have at least 25 percent of his or her time allocated to spend in learning activities to complete the contract.

Self-Directed Learning

Each individual will complete self-directed learning projects to build the competencies most needed by the participant. These projects may include case studies, shadowing, executive interviews, reading, specific skill development, behavior change activities, etc.

Challenging Job Assignments

The participant will stretch his or her knowledge and experience by choosing a detail assignment unlike the current role. Participants may choose to pursue details, job-switches with classmates or colleagues, and other new experiences.

Team Learning Activities

Each participant will join a group of five peers from the class during the Orientation session. Each group will pursue a project that is a real life situation currently facing Agency leaders. Task groups will research and propose solutions to these challenges. Each group will report its results during the Capstone Symposium at the end of the program.

Reflective Learning

Leadership begins with self-awareness. Each participant will be required to select a “Personal Board of Directors” consisting of a supervisor, coach, mentor, career advisor, colleagues, friends, and family. One of the most potent learning methods for leadership is the opportunity to reflect upon one’s effect on followers and the implications of one’s decisions and behaviors. Each formal learning session provides the forum for reflecting on progress through reporting out to peers.

< Back to ...