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THE ACQUISITION LEADERSHIP CHALLENGE PROGRAM (ALCP)

ALCP B, ALCP I & ALCP II

 

TSM’s Leadership Foundry offers a hard hitting leadership development seminar series called the Acquisition Leadership Challenge Program (ALCP) at four different levels of an organization. All seminars are a teambuilding and practical guide to assist overall Leadership and Diversity development in organizations

 

The foundation of the ALCP is self-Awareness as the key to both leadership and diversity development to create an innovative culture by helping to understand each individual’s personal preferences and behaviors and how each not only interact with their co-workers, but how they are viewed by others. This approach includes addressing people’s unconscious biases to help them discover new approaches to doing things and emphasizing the strength and power in accepting individual differences to produce a stronger “whole”. The ALCP training will ensure that people can communicate with their supervisors through a common language and help develop leaders who value individual styles and behaviors, creating a leadership corps more capable of critical thinking/problem solving, teamwork/collaboration, and creativity/innovation.

Acquisition Leadership Challenge Program B (Beginnings)

Target Grades: GS 7-11
Course Length: 2 Days
Funding: Course funding for all offerings and any travel and per diem to the Atlanta offerings will be centrally funded by the Army DACM Office.  Note: For local offerings, no TDY funding will be provided

ALCP B is targeted to assist new hires to the career civil service into the Federal and Acquisition workforce.  The focus is to build a solid foundation for effective and efficient acclimation into the workforce by introducing participants to their behavioral preferences and leadership tendencies,  giving them the “big picture” of three consistent challenges faced by professionals serving in the DoD;  Mission Requirements versus Available Resources (FYDP/POM/Authorization & Appropriation);  Responsibility, Accountability and Authority, where they fit into the system by becoming effective followers and finally providing some basic “rules of engagement” to give the participants an idea of social, cultural and legal expectations the workplace has in place (including perceptions other generations may have about dress, communication, and basic behavior through a series of “mentoring” “do’s and don’ts” and understanding generational perceptions).  The goal is to mitigate frustration and misunderstanding.

Participants complete three credentialed assessments prior to and during class that will be introduced during key segments of the course to provide personal insight on how each individual is unique and how we apply our uniqueness to multiple leadership development applications.

ALCP B provides a solid foundation, common language and common expectations for both ALCP I and eventually ALCP II.

Objectives:

  • Develop an awareness of individual leadership strengths, weaknesses,
preferences, styles, and behaviors
  • Introduce the concept of  “diversity of thought”
  • Learn a model for followership
  • Assess and understand preferred styles for approaching leadership in
individual and team settings
  • Experience leadership styles in a work group activity
  • Identify acceptable behavioral “norm” for the workplace

Modules of Instruction:

  • Introduction
  • Mission Challenges – “The Big Picture”
  • Leadership and followership – MBTI
  • The Challenge of Change – CSI
  • Handling Interpersonal Relations – FIRO-B
  • Surviving the Workplace

 

Acquisition Leadership Challenge Program I

Target Grades: GS-12/13
Course Length: 2.5 days
Funding: Course funding for all offerings and any travel and per diem to the Atlanta offerings will be centrally funded by the Army DACM Office. Note: For local offerings, no TDY funding will be provided

 

ALCP I focuses on the individual with emphasis on who they are and their behavioral preferences and leadership tendencies and if those preferences work for them now and can for the long term. A model for understanding the dynamics of leadership is presented with facilitated participant understanding of how a variety of psychological instruments results indicate how an individual approaches leadership challenges in a variety of scenarios.  The specific challenges of change, decision making and conflict resolution are addressed.

 

The instructional methodology uses a combination of–

- Assessment and Feedback

- Group Discussion

- Experiential Activities and Goal Setting.

- Application to the group’s current challenges

 

Participants complete five credentialed assessments prior to and during class that will be introduced during key segments of the course to provide personal insight on how each individual is unique and how we apply our uniqueness to multiple leadership development applications.

 

ALCP I is targeted for those individuals in the organization who are now being asked to lead smaller groups and “worry about things other than themselves.”

Objectives:

  • Develop an awareness of individual leadership strengths, weaknesses,
    preferences, styles, and behaviors
  • Understand and apply “diversity of thought”
  • Learn a model for understanding and appreciating leadership challenges
  • Assess and understand preferred styles for approaching leadership in
    individual and team settings
  • Experience leadership styles in a work group activity with a shared and
    executable vision
  • Identify and understand key organizational cultural traits that impact the
    organization’s performance
  • Develop an awareness and appreciation for multigenerational and cross cultural environments
  • Create a list of attainable goals and practical strategies to reach them and
    appreciate the concept of life-long learning

 

Instruments:

  • Myers-Briggs Type Indicator (MBTI)
  • Change Style Indicator (CSI)
  • Fundamental Interpersonal Relations Orientation – Behavior (FIRO-B)
  • Thomas-Kilmann Conflict Model (TKI)
  • Decision Style Profile (DSP)

 

Modules of Instruction:

  • Introduction
  • Leadership Styles – MBTI
  • Influence and Power – Decision Style Profile
  • Leading Across Generations
  • Building Resilience in the Changing AQ World – CSI
  • Managing Conflict in the workplace – TKI
  • Managing Interpersonal Relations – FIRO-B
  • Understanding Diversity of Thought
  • Understanding the Acquisition Enterprise
  • Understanding the Acquisition Culture

 


Acquisition Leadership Challenge Program II

Target Grades: GS-14/15
Course Length: 2.5 days
Funding: Course funding for all offerings and any travel and per diem to the Atlanta offerings will be centrally funded by the Army DACM Office. Note: For local offerings, no TDY funding will be provided

 

ALCP II focuses on the major challenge for new organizational leaders; to incorporate individual talents into a cohesive work force.  To be prepared to do so they need to understand the motivations, needs and interest of other people.  The goal is to bring each participant to a heightened self-awareness for better understanding and appreciation of different cultures and to promote a willingness to build intrinsic and extrinsic value in their organization.  Rather than trying to provide prescriptive answers to the management problem of the moment, this seminar will help prepare participants who already have significant challenges in an organization facing change.  It focuses on building a shared and executable vision and enhances self-awareness and engagement in continuous self-assessment, development, and fostering a commitment towards life-long learning.  The seminar will help prepare individuals for developing and implementing coherent strategies to lead organizational transformation in joint, interagency, multinational, and cross-cultural environments.  This program design highlights those competencies applicable for individuals moving into an environment where developing a strategic understanding of the moral, social, and ethical impact of the 21st century on information age organizations for successful Strategic Leadership are essential.

 

The instructional methodology uses a combination of–

- Assessment and Feedback

- Group Discussion

- Experiential Activities and Goal Setting

- Application to the group’s current challenges

 

Participants complete six credentialed assessments prior to and during class that will be introduced during key segments of the course to provide personal insight on how each individual is unique and how we apply our uniqueness to multiple leadership development applications.  Included in the LCP II is the Campbell Leadership Index – a comprehensive 360 feedback assessment.

ALCP II is targeted for those individuals in the organization who are in a group level of leadership. They are now being asked to manage an organization.

 

Objectives:

  • Reinforce and heighten an awareness of leadership strengths, weaknesses, preferences, styles, and behaviors
  • Embrace “diversity of thought”
  • Gain deeper insight into how personal style and preference impact individual, team, and organizational performance
  • Gain an understanding of the dynamics of conflict by learning to identify its nature, sources, and techniques to influence the outcome, especially in cross cultural environments
  • Improve group communication and develop strategies to lead organizational transformation, across multigenerational and cross cultural environments (to include joint, interagency, and multinational)
  • Explore how collaboration and effective peer relationship strengthens coherent strategies and organizational success with a shared and executable vision
  • Create a list of attainable goals and practical strategies to reach them and
    continue to appreciate life-long learning

Instruments:

  • Myers-Briggs Type Indicator (MBTI)
  • Change Style Indicator (CSI)
  • Fundamental Interpersonal Relations Orientation – Behavior (FIRO-B)
  • Thomas-Kilmann Conflict Model (TKI)
  • Campbell Leadership Index (CLI) 360
  • Influence Style Indicator (ISI)

 

Modules of Instruction:

  • Introduction
  • Managing Leadership Styles – MBTI
  • Executing Change in the AQ World – CSI
  • The Dynamics of Conflict in the workplace – TKI
  • Creating Interpersonal Relations – FIRO-B
  • Applying your Influence Style – Influence Style Indicator
  • How others view you – CLI
  • Embracing Diversity of Thought
  • Leading Across the Acquisition Enterprise
  • Leading in the Acquisition Culture