Tobyhanna Army Depot’s Systems Integration and Support (SIS) Directorate wanted to focus on leadership at all levels of the directorate from supervisor to the senior staff. They needed a fully rounded approach that focused on all leadership skills operationally, professionally and personally. There was a high turnover rate at the supervisory level. Supervisors frequently requested transfer into other Tobyhanna directorates, so the senior team wanted to ensure full and comprehensive leadership development prior to job transfer and promotion. Prior workforce surveys showed a lack of trust and empowerment at all levels. The main challenge was that each level of leadership was acting one level below their authority level, creating a high, un-empowered dependency upon the senior team for all decisions and resolutions.
SIS, in conjunction with CSI designed a Leadership Sustainment System called “Leadership GPS.” The program provides all leaders at every level a monthly, four-hour custom class. The class is supplemented with three hours of private coaching and shadowing for each student. The curriculum concentrates upon world class leadership books and specific coaching actions and class homework. The class modules include multi-generational teams, coaching for success, performance development, sustaining business performance and behavioral feedback. “The [Leadership GPS] System has shown us that while not everyone possesses the natural capacity to lead, anyone can be a leader. The difference between the two is how much work is involved. I have seen Branch Chiefs work very hard to become leaders. I am extremely proud of their success, and the quality and quantity of the work that went into this success. I too have grown exponentially. I am confident that absent this training, I would not have been able to recognize the growth of my peers and subordinates,” says Mike Fisher, Chief of the Industrial Services Division.
“Cultural change is happening across the organization. Positive behavior patterns are emerging in the Leadership Team and the team is developing and growing but most importantly the employees are seeing and experiencing the changes and are embracing it. They now have more confidence than ever before in leadership,” states Terry Hora, Director of the Systems Integration and Support Division. The business results include measurable improvement in safety, percent to schedule, rework, and indirect labor hours. The survey results indicate improvements in trust, employee morale, customer service, leadership confidence, delegation and empowerment, and subordinate and team development.
“I think that this course and the coaching has made everyone involved in it a better leader and mentor thus improving moral, quality and life at the depot,” states at TYAD shift Superintendent.
About Tobyhanna Army Depot
Tobyhanna Army Depot is the largest, full-service electronics maintenance facility in the Department of Defense (DoD). The depot’s mission is total sustainment, including design, manufacture, repair and overhaul of hundreds of electronic systems. They include satellite terminals, radio and radar systems, telephones, electro-optics, night vision and anti-intrusion devices, airborne surveillance equipment, navigational instruments, electronic warfare, and guidance and control systems for tactical missiles. The Systems Integration and Support (SIS) Directorate is the largest directorate at the depot. Tobyhanna Army Depot implemented Process Based Leadership® in all directorates in 1994 and through the years has maintained a strong competitive advantage building upon the integrated foundation processes of communication, accountability, scorecards, and expectations. Process Based Leadership® called “Corporate Philosophy” by Tobyhanna Army Depot is considered a non-negotiable business process. The growth of the depot has tripled during the years with exponential business results. Tobyhanna Army Depot and been a Shingo Medallion Award winner for five consecutive years from 2006-2010.