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WaterMARK Leadership Development for Utility Leaders

WaterMARK Academy by Utility Leaders, for Utility Leaders, enhancing leadership skills and fostering a culture of respect among supervisors. This initiative focuses on broadening leadership capabilities and addressing departmental challenges to enhance consistency and understanding.

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WaterMARK Leadership Development for Utility Leaders

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  1. WaterMARK Leadership Development by Utility Leaders, for Utility LeadersWaterMARKAcademy Kristine Williams, Assistant Director City of Greensboro Water Resources Department

  2. Greensboro Water Resources By the Numbers • Accounts: 104,000 • Average Water Use per Day: 33.4 million gallons • Miles of water line: 1,504 • Miles of sewer line: 1,426 • Budget: $139M Water, Sewer, and Stormwater • Employees: 353 • Supervisors in WaterMARK: 53 • Managers, Directors, Section Supervisors, Plant Supervisors, Superintendents, Coordinators

  3. The Gap WaterMARK of Leadership FOM FOS

  4. WaterMARK Goal • The goal of this initiative is to further develop leadership behaviors that demonstrate a culture of respect for City policies, core values and one another. • Involves: • Broadening and Improving Leadership Skills • Working on Challenges and Concerns within the Department to help Improve Consistency and Increase Understanding of Differing Perspectives

  5. STEP 1: Defining the Initiative (Mid 2013 to Mid 2014) Unnamed Group of 16 WaterMARK Planners Water’s Edge SPARK Supervisors Passionate About Respect and Kindness Collective Leadership Initiative Innovating for a more participatory and collaborative team (IMPACT) WATER CAMEL (Working to Achieve Teamwork, Equality, and Respect Coaching and Mentoring Exceptional Leadership) Legacy Leadership Initiative Sixteen Conscripts

  6. STEP 1: Defining the Initiative (Mid 2013 to Mid 2014)

  7. STEP 1: Defining the Initiative (Mid 2013 to Mid 2014) What is a WaterMARK Leader? Leadership • To fulfill the goal, the group needed to define the characteristics of a WaterMARK Leader. Characteristics were categorized under the four Pillars of WaterMARK: • Management, • Accountability • Relationships • Key Performance Traits. Management Relationships Key Performance Traits Accountability

  8. STEP 1: Defining the Initiative (Mid 2013 to Mid 2014) Process to Define Characteristics

  9. STEP 2: Soliciting Feedback (Late 2014 to Mid 2015) Facilitation Training for Planners

  10. STEP 2: Soliciting Feedback (Late 2014 to Mid 2015) Kickoff with the 53 • Director spoke to all supervisors to introduce concepts of WaterMARK initiative • Followed by 4 focus group meetings facilitated by WaterMARK Planners

  11. STEP 3: Develop Curriculum (Mid 2015 to Late 2015) Curriculum Subcommittee Plans Academy • Parking Lot Items from Focus Group Meetings • Developmental Needs Identified by Supervisors in Focus Groups • Process to Define Characteristics • Leadership Development Materials and Consultant

  12. STEP 4: Roll Out Curriculum (Early 2016) Back to Focus Groups

  13. FINAL STEP: WaterMARK Academy (Began March 2016) WaterMARK Competencies Competencies Defined in May 2014 WaterMARK Planner Discussions Key Performance Traits are used on the Department’s performance evaluation forms. Interpersonal Effectiveness is also on the evalution, which is covered under the Relationships element.

  14. FINAL STEP: WaterMARK Academy (Began March 2016) WaterMARK Competencies The City’s Core Values are at the heart of the initiative, and are emphasized in the goal of WaterMARK.

  15. FINAL STEP: WaterMARK Academy (Began March 2016) WaterMARK Academy • Two Simultaneous Tracks: • Interactive Classroom Work • Project Teams • All supervisors, including Division Managers, participate

  16. FINAL STEP: WaterMARK Academy (Began March 2016) Interactive Classroom Work

  17. FINAL STEP: WaterMARK Academy (Began March 2016) Project Teams • All supervisors in the department serve on a Project Team • Teams work sequentially to solve departmental challenges previously identified by focus groups. • In addition to the four teams on the illustration, some teams are charged with various stages of Implementation, and work to coordinate WaterMARK Academy. (Facilitation, RFP, Measurement) • All teams report progress and recommendations to the Departmental Division Managers group.

  18. FINAL STEP: WaterMARK Academy (Began March 2016) FrameBreaking Model - Developmental Potential Measured By: Intensity (THRIVE) Stretch (REACH) Relationships (differing perspectives)* Expertise (unfamiliar)* Adaptability* Context (working within a different work unit)* How-to skills (doing things you didn’t previously know how to do)* • Time pressure* • Holistic responsibility* • Risk • Impact • Visibility* • Expectations*

  19. FINAL STEP: WaterMARK Academy (Began March 2016) Why Project Teams?(Concepts Taken from the FrameBreaking Model) WaterMARK Leader • Project Teams have two benefits: • Developmental Experiences • Solve Issues in the Department WaterMARK Assignments Help with Broadening Supervisor Skill Sets Mastering Broadening High High Delivering • Taking on greater • challenges in an • already established • area of experience • Usually happens within your Division • New types of • work • New people • New situations • Usually happens outside of your Division Intensity Stretch Low

  20. FINAL STEP: WaterMARK Academy (Began March 2016) Progress • Working on the 4th of 5 modules. • Planning a needs assessment to determine new training modules and Departmental Challenges for Project Teams.

  21. Questions? • Kristine WilliamsAssistant DirectorCity of Greensboro Water Resources • 336-373-2556kristine.williams@greensboro-nc.gov

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