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Tactical Mentoring, improving outcomes through professionals

Breakout Session C04Dr. James N. Phillips Jr. Phillips Training and Consulting Inc

Mr. John DobrianskyManager, Contracts, U.S. Navy

Date: December 4, 2017Time: 2:45 to 4:00 pm 1

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Opening

• Presentation on the S-M Wheel - Phillips

• Presentation on Leadership-Getting the most out of your professionals-Dobriansky

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What is the S/M Wheel?

• Initially introduced as a conference paper at the AMUBIAC in June 2015 and published in the Fall 2015 issue of The Federal Manager magazine.

• S/M Wheel is a systematic approach to understanding the importance of learning and performance.

• The S/M Wheel addresses three fundamental responsibilities of a program leader which are Direction, Correction, and Instruction.

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Why Care?

If you had $100 million aircraft would you put in an inexperienced person in the cockpit and let them go?

So why would YOU have an acquisition team conduct a $100 million procurement with no experience?

What would YOU do?

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It’s about Balance

S/M Wheel is a balanced approach to learning and outcomes.

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D-C-I

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The S/M Wheel to Different Learning Approaches

• Direction addresses Performance Learning

• Correction addresses Workflow Learning

• Instruction addresses Foundational Learning

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Flow of D-C-I

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S/M Wheel to Outcomes

• Direction – Performance and Compliance

• Correction – Compliance and Improvement

• Instruction – Improvement and Performance

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S/M Wheel to FLOW

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S/M Wheel to Process Flow

• Production – All effort set aside to produce an outcome

• Reflection – All effort set aside improve an outcome.

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Questions?

Managing your acquisition workforce

Who in the audience – government or industry, manages people and organizations?

How well do you manage diverse professionals from different backgrounds to achieve successful outcomes?

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Leadership – Achieving Successful Outcomes

• Managers, do you feel like you are overwhelmed at times with competing priorities and demands with limited human capital?

• Why ?– the make-up of the acquisition workforce.

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• The make-up of the Acquisition workforce in most Department of Defense (DoD) contracting organizations today is approximately:• 30 % seasoned, senior professionals

• 10 to 15% mid-level professionals

• 55%+ junior level professionals

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• The make-up of the acquisition workforce represents a challenge for leaders and managers in both government and industry.

• The challenge becomes more magnified for those DoD contracting organizations that work with challenging customers and program offices on complex, high risk, developmental major systems and weapons systems programs.

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• Not only do managers and senior contracting officers have to handle high up tempo contracting portfolio’s but they have to train the less experienced contracting professionals as well

• Yes, there is the plethora of Defense Acquisition University (DAU) training.

• DAU training is not a substitute for on-the job operational contracting experience.

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How do you effectively lead a contracting organization with these challenges?

• You assess the skill sets and experience of all of your staff

• You coach and mentor

• You mate senior level Contracting Officers with less experienced contract specialists

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Excellent Leadership = Synergy

• Achieving successful contracting outcomes through organization leadership means creating a synergy in your organization where your high performing contracting organization is better than the individual expertise of each of your staff.

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Discussion

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As a leader you provide rotational assignments for both senior and junior contract professionals to enhance their professional development.

You work with your Program Executive Offices to coordinate rotational assignments to ensure mission continuity.

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• Click to edit Master text styles• Second level

• Third level• Fourth level

• Fifth level

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• Fifth level

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• Fifth level

Contact Information

Dr. James N. Phillips Jr., CFCM, [email protected](216) 536-2640

Mr. John Dobriansky, CPCM, [email protected](571) 217-0113

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tactical mentoring, - ncmahq.org · •initially introduced as a conference paper at ... tempo...

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