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Mid-Grade Officer Leadership Gap Analysis (MOLGA)

Leading Self. Leading The Coast Guard. Leading Performance & Change. Leading Others. Coast Guard Leader. Mid-Grade Officer Leadership Gap Analysis (MOLGA). Leadership Advisory Council Out-brief. MOLGA’s ORIGIN.

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Mid-Grade Officer Leadership Gap Analysis (MOLGA)

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  1. Leading Self Leading The Coast Guard Leading Performance & Change Leading Others Coast Guard Leader Mid-Grade Officer Leadership Gap Analysis (MOLGA) Leadership Advisory Council Out-brief

  2. MOLGA’s ORIGIN • The Leadership Advisory Council (LAC)posed the question: – In today’s dynamic Coast Guard, does the transition to O-4 need to be facilitated or is the current experiential model enough? • As a result, the Office of Leadership and Development (CG-133) requested an analysis of the leadership skill set of mid-grade officers (O-3s & O-4s).

  3. Organizational Mission, Strategy, and Goals Desired Workforce Performance Lack of: • Consequences, Incentives, or Rewards • Data, Information, and Feedback • Environmental Support, Resources, and Tools • Individual Capacity • Motives and Expectations • Skills and Knowledge Appraisal Systems, Career Development, Coaching, Culture Change, Compensation, Documentation, Environment, Engineering, Health/Wellness, Information Systems, Job Aids, Job/Work Design, Leadership, Organizational Design, Electronic Performance Support, Re-engineering, Staffing, Supervision, Team Building, Training, Education, and others. Gap Work, Organizational, and Competitive Environment Actual State of Workforce Performance Implementation & Change Evaluation MOLGA ALIGNMENT Intervention Selection and Design Performance Analysis Cause Analysis NEEDS ASSESSMENT MODEL

  4. Project Parameters • Time - 8 months (Phase I & II) • Funding - $27,0000 • Team - Two primary analysts • Rank - Led by O-4 • Access – Provided by CG-133 • Scope – Reaching out to the entire CG

  5. “The very concept of leadership is elusive and tricky. It’s hard to define in a way that is satisfactory to everyone, although most people believe they know it when they see it.” From The Contrarian’s Guide to Leadership by Steven B. Sample (currently on the COMDT’s reading list)

  6. MOLGA ALIGNMENT How Do You Assess Leadership? • Officer Evaluation Reports (OERs)? • Benchmark Other Services? • Use the 28 Leadership Competencies (Leadership Development Framework COMDTINST M5351.3) Brilliant!

  7. 28 Leadership Competencies

  8. MOLGA’s Objective • Determine if performance gaps exist between the actual state of Mid grade officer leadership and the optimal state (28 leadership competencies). PERFORMANCE GAP = Actual vs Optimal

  9. Gap Analysis Plan Extant Data Review & Research Recommended Gap Survey Data Interview Data

  10. RESULTS

  11. Interview Data Highlights The Coast Guard's Leadership development system provides Mid-grade officers the support they need to succeed n=31

  12. Interview Data Highlights Based on my experience, there are current leadership gaps in the Mid-grade officer (O-3 & O-4) ranks n=31

  13. Interview Data Highlights

  14. Survey Demographics

  15. Defining The Gap For the on-line survey a Gap was defined as: A gap is defined as a cumulative negative response (strongly disagree or disagree) greater than 30% in the survey responses provided by the O-3s, O-4s, and O-5s.

  16. O-5 Survey Data Highlights

  17. O-5 Survey Data Highlights

  18. O-5 Survey Data Highlights

  19. Mid-Grade Officers Highlights (w/Relative Ranking)

  20. Data Highlights (Survey Comments) 1894 survey responses recorded 1008 (O-3, O-4 & O-5) comments. 788 were pertinent to Leadership and classified by similar themes.

  21. Findings Significant leadership gaps identified by this study are within the competencies of: • Strategic Thinking • Political Savvy • Human Resource Management • Vision Development & Implementation

  22. Findings

  23. Cause Analysis Phase

  24. Organizational Mission, Strategy, and Goals Desired Workforce Performance Lack of: • Consequences, Incentives, or Rewards • Data, Information, and Feedback • Environmental Support, Resources, and Tools • Individual Capacity • Motives and Expectations • Skills and Knowledge Appraisal Systems, Career Development, Coaching, Culture Change, Compensation, Documentation, Environment, Engineering, Health/Wellness, Information Systems, Job Aids, Job/Work Design, Leadership, Organizational Design, Electronic Performance Support, Re-engineering, Staffing, Supervision, Team Building, Training, Education, and others. Gap Work, Organizational, and Competitive Environment Actual State of Workforce Performance Implementation & Change Evaluation MOLGA ALIGNMENT Intervention Selection and Design Performance Analysis Cause Analysis NEEDS ASSESSMENT MODEL

  25. SURVEY EXAMPLE – Barriers(Mid-Grade Officers) When a 1, 2 or 3 response is marked…

  26. SURVEY EXAMPLE – Barriers(O-5s) When a 1, 2 or 3 response is marked…

  27. Leadership and Management School(LAMS) Unit Leadership Development Program (ULDP) Leadership Development Framework Unit Level Training Individual Development Program (IDP) Structured OJT Civilian Supervisor Training Skillsoft Commandant Reading List Mentoring Program Positive Forces

  28. Restraining Forces • No formal leadership training for Officers beyond LAMS • No unified leadership development process/continuum • High OPTEMPO- Do More with less • Not many are aware of 28 leadership competencies • Confusion about applicability of 28 leadership competencies • No accountability for the required routine use of the ULDP • Valuable online training (Skillsoft) for each leadership competency is not taken advantage of due to infrequent/ no use of the ULDP and advertising • No way of accessing personal leadership ability (360 survey) • No alignment between OER and 28 leadership competencies

  29. Data Highlights (Survey Comments)

  30. SURVEY EXAMPLE – Barrier Results(Mid-Grade Officers)

  31. SURVEY EXAMPLE – Barrier Results(O-5s)

  32. Identified Root Causes

  33. Intervention Selection Phase*

  34. Recommendations • Develop a formal leadership development process that is unified and distinguishable. • *Implement the interventions for each gap found in the Unit Leadership Development Program (ULDP). • Continue to use creative ways to inform the Coast Guard about the Leadership Development Framework and its applicability. *Alternative Solution

  35. Recommendations • Officers that receive assignments that require the management of civilians should attend the Supervisor of Civilian Personnel Training. • Continue to evaluate the Coast Guard’s Leadership Development Process

  36. Mid-grade Officer Leadership Gap Analysis (MOLGA) LCDR Quincy Davis - Quincy.L.Davis@uscg.mil PTC Analysis Branch Chief

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