Leadership Development &
Succession Planning at Aurora
Water
Leadership Development &
Leadership Development &
Succession Planning at Aurora
Succession Planning at Aurora
Water
Water
Steven L. Sciba,
Superintendent of Customer Service
City of Aurora-Aurora Water
Agenda
Agenda
City of Aurora
City of Aurora
Leadership Development & Succession
Leadership Development & Succession
Planning
Planning
Strategic Planning and
Strategic Planning and
Goal Attainment
¾
¾
Third Largest City in Colorado
Third Largest City in Colorado
¾
¾
150 Square Miles
150 Square Miles
¾
¾
Population
Population
¾
¾
276,393 in 2000
276,393 in 2000
¾
¾
303,833 in 2005
303,833 in 2005
¾
¾
Projected Population
Projected Population
2010 330,287
2010 330,287
2015 359,043
2015 359,043
2020
2020
390,304
390,304
Headwaters State
Headwaters State
Water, Wastewater, Storm
Water, Wastewater, Storm
Drainage Services
Drainage Services
2
2
-
-
Water Treatment Plants
Water Treatment Plants
Reuse Water Treatment
Reuse Water Treatment
73,000 Metered Services
73,000 Metered Services
400+ Employees
400+ Employees
Aurora Water
Water Operation Organization
Water Operation Organization
Structure
Structure
WHY RESTRUCTURE?
WHY RESTRUCTURE?
Build a Utility that would grow with the needs of the City and
Build a Utility that would grow with the needs of the City and
provide better service to our citizens.
provide better service to our citizens.
Make sure customers continue to receive reliable & dependable
Make sure customers continue to receive reliable & dependable
services in both water and wastewater in the most efficient and
services in both water and wastewater in the most efficient and
cost effective manner possible.
cost effective manner possible.
Reduce duplication of efforts/equipment/skills by combining
Reduce duplication of efforts/equipment/skills by combining
water & wastewater functions.
water & wastewater functions.
Organize along functional lines rather than disciplines. (i.e..
Organize along functional lines rather than disciplines. (i.e..
Pumping, Treatment, I&C, Trades, Support groups, etc.).
Pumping, Treatment, I&C, Trades, Support groups, etc.).
Strengthen the workforce by building cross functional teams.
Strengthen the workforce by building cross functional teams.
Provide opportunities for employees to cross train.
Water Operation Organization
Water Operation Organization
Structure
Structure
Implementation Planning With TAP
Implementation Planning With TAP
¾
¾
Develop New Organizational Structure
Develop New Organizational Structure
¾
¾
Strategy Assessment Interviews
Strategy Assessment Interviews
¾
¾
Employee Focus Groups
Employee Focus Groups
¾
¾
Current State Assessment
Current State Assessment
¾
¾
Review Findings
Review Findings
¾
¾
Supervisor & Employee Feedback
Supervisor & Employee Feedback
Sessions
Sessions
¾
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership Development & Succession
Leadership Development & Succession
Planning
Planning
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
¾
One Size doesn’t fit all
¾
There are some basic
fundamentals that are the same
¾
Four basic characteristics of
leading
¾
Strategic Focus determines the
right approach to leadership
¾
One Size doesn’t fit all
¾
There are some basic
fundamentals that are the same
¾
Four basic characteristics of
leading
¾
Strategic Focus determines the
Leadership
Leadership
Workshop
Workshop
Individual
Leadership
Development
Plans
Individual
Individual
Leadership
Leadership
Development
Development
Plans
Plans
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Competencies
Competencies
Leadership
Leadership
Assessment
Assessment
Leadership
Leadership
Workshop
Workshop
Individual
Leadership
Development
Plans
Individual
Individual
Leadership
Leadership
Development
Development
Plans
Plans
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Competencies
Competencies
Leadership
Leadership
Assessment
Assessment
Define Strategic
Leadership
Competencies
Define Strategic
Define Strategic
Leadership
Leadership
Competencies
Competencies
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
¾
¾
6 Leadership Attribute Groups
6 Leadership Attribute Groups
¾
¾
Creating a Vision
Creating a Vision
¾
¾
Developing Followership
Developing Followership
¾
¾
Implementing the Vision
Implementing the Vision
¾
¾
Following Through
Following Through
¾
¾
Achieving Results
Achieving Results
Team Playing
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
¾
¾
Group Manager
Group Manager
¾
¾
Division Manager
Division Manager
¾
¾
Superintendent
Superintendent
¾
¾
Supervisor
Supervisor
¾
Leadership
Leadership
Workshop
Workshop
Individual
Leadership
Development
Plans
Individual
Individual
Leadership
Leadership
Development
Development
Plans
Plans
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Competencies
Competencies
Leadership
Leadership
Assessment
Assessment
Leadership
is creating a vision and
direction for the organization and
mobilizing people to accomplish
the vision and direction.
Definitions
Definitions
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Characteristics
Characteristics
Team Builder
First among equals
Coach
Trust Builder
Authoritative
Conservative/Cautious
Firm/Assertive
Definitive
Commanding
Catalyst
Cultivator/Harvester
Commitment Builder
Steward
Appeal to higher-level vision
Conceptual visionary
Taskmaster
Assertive, convincing persuader
Challenger of others
Directive
Directive
Standard Setter
Standard Setter
Participative
Participative
Charismatic
Charismatic
*
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Workshop
Workshop
Leadership
Leadership
Assessment
Assessment
Individual
Leadership
Development
Plans
Individual
Individual
Leadership
Leadership
Development
Development
Plans
Plans
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Competencies
Competencies
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Self
Supervisor
Peer
Direct
Reports
360
o
Leadership Assessment
Leadership
Leadership
Workshop
Workshop
Leadership
Leadership
Assessment
Assessment
Individual
Leadership
Development
Plans
Individual
Individual
Leadership
Leadership
Development
Development
Plans
Plans
Leadership Development &
Leadership Development &
Succession Planning
Succession Planning
Leadership
Leadership
Competencies
Competencies
Feb. 2006 Feb. 2006 Mar. 2006 Mar. 2006 Jun. 2006 July 2006 Nov. 2006 Dec. 2006 1. Meet with boss, peers, and direct reports to discuss
results of 360 reviews. Solicit suggestions from group for opportunities to improve in providing Feedback. Ask how they would like to receive feedback. The group will also assist in selecting six stage directions that will be of most benefit to improving my learning and practicing of Feedback. 2. Progress Review with Supervisor & Gerstberger to
update Leadership Plan. Purchase recommended book on Crucial Conversations: Tools for Talking When the Stakes are High and begin reading.
3. Complete first two sections (introduction, demonstrating feedback) in leadership workbook and discuss with my supervisor. Also discuss recommended reading material.
4. Put in practice (stage directions), for Feedback 5. Meet with boss, peers, and direct reports separately
to get feedback on their observation and first hand experience of my behavior in providing feedback. 6. Complete third section in leadership workbook and
discuss with my supervisor. Apply Feedback to direct reports during Mid-Term Review. Discuss recommended reading material.
7. Complete sections 4 and 5 of the leadership workbook and discuss with my supervisor.
8. Complete recommended reading Crucial Conversations Tools for talking when stakes are high.
The Objective of this leadership Development Plan is to complete study materials and apply the practice in real-work situations. The Goal is to improve interaction with others by improving Feedback. It is expected that my level of performance in applying Feedback to Direct Reports and Peers will have a noticeable and positive impact by the
next leadership assessment.
Elevating level in Feedback will improve persuasiveness closer to target level, maintain level in excitement, improve restraint and reduce frustration when dealing with negative performance, improve communication and elevate level of empathy. Boss: 96+ Direct Reports: 35 Peers: 50 Self: 15 Target: 65-90 Feedback
Timeframe
Action Items
Goal
Current Score
and Target
Score
Attribute
Feb. 2006 Feb. 2006 Mar 2006 Mar 2006 Mar. 2006 July 2006 July 2006 Sept. 2006 Nov. 2006 Dec. 2006 1. Meet with boss, peers, and direct reports to discuss
results of 360 reviews. Solicit suggestions from group to improve effective utilization of consensual in work situations. The group will also assist in selecting six stage directions that will be of most benefit to improving my learning and practicing of Consensual.
2. Meet with Supervisor and Gerstberger to review Development plan and recommended reading Listening: The Forgotten Skill.
3. Purchase recommended Book and begin reading.
4. Complete first two sections (introduction, demonstrating consensual) in leadership workbook and discuss with my supervisor.
5. Put in Practice Stage Direction for Consensual.
6. Meet with boss, peers, and direct reports separately to get feedback on their observation and first hand experience of my utilization of consensual in work situations. Discuss recommended reading material. 7. Begin to make further improvements to effectively use consensual.
8. Complete third section in leadership workbook and discuss with my supervisor.
9. Complete sections 4 and 5 of the leadership workbook and discuss with my supervisor.
10. Complete reading Listening: The Forgotten Skill The Objective of this
Leadership Development Plan is to complete study materials and apply the practice in real-work situations. The Goal is to improve my overall interaction with others by improving Consensual. It is expected that my level of performance in applying Consensual will have a noticeable and positive impact by the next leadership assessment.
Elevating score in consensual and feedback will improve communication and let others know that their ideas and opinions are valued and are important in my decision-making process. Boss: 25 Direct Reports: 30 Peers: 40 Self: 60 Target: 60-90 Consensual
