The Federal Leadership Institute’s Executive Leadership Program, founded upon solid theory and research in the fields of Leadership and Management, is a results-based program that focuses on the application of theory, research, knowledge and field-proven skills to address current, real-world, challenges facing your agency. The program includes:
• An on-line preparation segment,
• a three-day,first Training Session,
• individual and group leadership coaching,
• a two-day, second Training Session
• final participant presentations
• enrollment of participants into a peer community to encourage continued learning and growth

The ELP consists of individual and group activities that are sensitive to the limited time available to participants yet proven to make a significant and sustained positive impact on their performance and the performance of their offices. Although designed as a four-month program, the ELP can be effective in more condensed versions, such as the popular Five-Day Program.

Approach
Short, focused, dynamic and stimulating activities completed individually and by peer groups that enable participants to learn, practice and reinforce new skills and behaviors that result in sustained professional and personal improvement.
• Personal and professional self assessment activities
• Individual and group activities that address current work issues and challenges
• Centralized repository of relevant training, instructional and educational material
• Interactive role-plays, case-studies, peer collaboration and discussion during off-site sessions.
• Short 15 to 45 minute presentations by subject matter experts from your agency, the Government, Industry and Academia.

Key Results
Upon the completion of this program, participants will:
• Realize even greater team and individual performance
• Be better able to adapt to the changing challenges of a tough, uncertain and complex environment
• Better understand their own leadership style and skills
• Know some of the “Tricks of the Trade” that managers can use to be more effective
• Use more effective strategies resulting in less stressful EPPES and Union/Employee interactions
• Have more time through enhanced management, communications and peer collaboration

Program Highlights
• 13 Leadership competencies identified by your agency as “most needed”
• A sustained peer network for mutual support and assistance
• 5 Emotional Intelligence components
• Over 14 agency-identified Responsibilities and Guiding Principles

Program Leaders
• Subject Matter Experts From Your Agency
• Noted Management and Leadership Instructors
• Seasoned Executive Coaches

Segment I: Introduction
1. Introduce all Leadership Program participants to each other and to Leadership Program instructors and administrators.
2. Identify participants’ individual preferences, strengths, and styles.
3. Obtain performance feedback from each participant and his or her supervisor.
4. Describe the purpose of the program and provide curriculum outline.
5. Prepare the participants for the Opening Class.

Segment II: Leadership Session 1: 3 Days
Leadership Session 1 is focused on achieving the following objectives:
1. To build participants’ skills, develop new attitudes, and change behavior to become more powerful leaders, co-workers, team-players, mentors, and coaches.
2. To recognize the need for collaboration in the workplace and to experience first-hand the advantages of depending on each other for success.
3. To address the role of relationship competence and its connection to the level of technical competence in the workplace.
4. To recognize ways to build an environment where people can empower themselves and work together productively.
5. To learn how to build a workplace based on effective leadership and management.

Segment III: Individual and Group Leadership Coaching
The individual and group leadership coaching segment is focused on achieving the following objectives:
1. Provide a practical application mechanism for Leadership participants to build skills, develop new attitudes, and change behaviors that will meet real and current needs in their personal and professional lives.
2. Identify and provide real and current opportunities for Leadership participants to integrate and practice new ideas, skills and behaviors learned during the duration of the program.
3. Develop and execute an Action Performance Plan.
4. Create both a personal and professional vision statement.
5. Identify the knowledge, skills and/or abilities that will be the focus of the Action Performance Plan.
6. Identify learning, development and performance goals based upon results of the personal assessment, vision statement, the leadership competencies and Emotional Intelligence components identified in the Opening Class.
7. Identify the specific outcomes of the learning, developmental and performance goals.
8. Identify the activities and specific steps required to reach the desired outcome.
9. Identify the methods that will be used to document and evaluate the process and progress of the Action Performance Plan.
10. Execute the Action Performance Plan.

Segment IV: Leadership Session 2: 2 Days
Leadership Session 2 is focused on achieving the following objectives:
1. Further develop group camaraderie and cohesiveness.
2. Provide a forum for participants to share with peers their developmental experiences: What they thought would happen, what actually happened and why, and what they gained from the Leadership experience.
3. Promote continued personal and professional growth.
4. Identify resources to facilitate a sustainable network of support and assistance among program participants.
5. Conduct post program evaluation.
6. Provide closure to the program.

Segment V: Post Program Evaluation and Enhancement
The Post Program Evaluation and Enhancement segment is focused on achieving the following objectives:
1. Conduct post program evaluation.
2. Provide closure to the program.
The effectiveness of the Leadership Program will be measured by:
• Change in self-assessment of the participant’s performance as a manager or supervisor.
• Change in manager’s assessment of participant performance.
• Change in direct reports assessment of participant as a leader.
• Participant assessment of the relevance and usefulness of knowledge and skills obtained through the Leadership Program to their roles and responsibilities.
• Change in the performance of participant’s team.
• Change in the quality and quantity of collaboration among participant and other managers and supervisors.

For information on how this course content can be customized for your organization, click here.