ECQ 1: Leading Change Flashcards
Describe a time when you introduced a new idea or approach that significantly benefited your organization.
Situation: While serving at the DHA, I identified an opportunity to significantly improve our contract management process. We had four separate vendor contracts that could potentially be consolidated into a single one.
Task: The main challenge was to persuade the management team to embrace this considerable change in our operational approach, given the inherent risks like potential service disruptions and strained vendor relations.
Action: To convince the management team of the potential benefits, I crafted a comprehensive presentation. This included detailed breakdowns of the anticipated cost savings, projected service efficiency improvements, and the reduction in administrative efforts. Throughout the presentation, I encouraged an open discussion, allowing management to voice their concerns, which I addressed systematically.
Result: My detailed presentation and open dialogue approach successfully swayed the management team. They greenlighted the contract consolidation, which subsequently led to an impressive annual saving of $3.5 million and considerably enhanced our operational efficiency. This experience highlighted the power of well-researched proposals and effective communication in bringing significant benefits to an organization.
How do you stay informed about global trends and policies that could impact your organization?
Situation: While serving as Chief of IOD, I was in charge of a vast team consisting of active-duty members, civilians, and contract personnel, totaling over 1,500 individuals. With the technical and operational demands of our work, it was vital to stay abreast of global trends and policies that could influence our organization and operations.
Task: My role required not only ensuring a proficient and motivated workforce but also anticipating changes in the global landscape. I needed to maintain our edge in technology trends and innovations that could affect our strategies and workforce dynamics.
Action: I championed continuous training for our staff and attended global conferences to understand emerging trends. Networking with industry peers and promoting open dialogue within the team further enriched our knowledge base.
Result: By adopting this multifaceted strategy, I ensured that our organization remained informed and agile in the face of global changes. Our team was not only highly skilled and motivated but also well-prepared to anticipate, adapt to, and leverage global trends, ensuring the continued success of our IT operations and projects.
Describe a situation when you had to change your strategy due to unexpected circumstances.
Situation: As the pandemic began to impact operations globally, I identified a pressing need to upgrade our IT infrastructure to accommodate the increasing demand for remote work and virtual healthcare solutions.
Task: As the Chief of Infrastructure and Operations, I was tasked with not just recognizing the challenges but also proposing effective solutions to upper management, who were wary of significant expenses amidst uncertain times.
Action: My initial strategy was to focus solely on the most urgent needs. However, upon deeper reflection, I realized the broader scope of challenges our IT infrastructure would face. I decided to expand my proposal, devising a comprehensive plan that detailed the procurement of a $5.4 million video teleconferencing system and a complete revamp of our LAN and WAN support centers. I meticulously laid out the short-term and long-term benefits of this overhaul, emphasizing the importance of being proactive rather than reactive.
Result: While initially met with skepticism, my well-researched proposal and strategic presentation convinced upper management of the critical need for these changes. The strategy shift led to the successful implementation of the proposed upgrades, significantly enhancing our IT infrastructure’s resilience and adaptability in a rapidly changing environment.
Share a significant adversity experience. How did you handle it?
Situation: Early in my role as CIO, I was tasked with overseeing a significant transition within the Defense Health Agency. This was a monumental shift that affected the Army’s entire delivery of health information technology.
Task: The immediate challenge was not just the logistical aspect of the transition but also the human component. I had to ensure a smooth process while managing resistance and skepticism from subordinate CIOs and their respective commands.
Action: Recognizing the breadth of concerns, I approached the situation from a dual perspective. First, I focused on building trust, emphasizing transparent communication. I created a comprehensive strategic plan, highlighting the benefits of the transition. Simultaneously, to address the resistance, I endeavored to understand the specific concerns and fears of those hesitant about the change. By putting myself in their shoes, I tailored my communication strategy to speak directly to their apprehensions, reinforcing the broader positive implications of the transition.
Result: My ability to balance strong leadership with empathy resulted in a successful transition with minimal disruptions. Despite the significant challenges and resistance, the Defense Health Agency transition was executed efficiently, showcasing my determination, adaptability, and focus on the broader organizational goals.
How do you ensure that short-term actions align with long-term objectives?
Situation: As the MEDCOM CIO, I was deeply involved in the middle stages of planning for the consolidation of shared services in support of the Defense Health Agency (DHA).
Task: It was essential to ensure our interim actions would serve our long-term strategic objectives for both MEDCOM and DHA.
Action: I established a strategic review committee to assess every significant decision against our long-term goals. This was complemented by a roadmap outlining our sequential steps and regular strategic alignment sessions with project leads. Through fostering open dialogue and consistently referencing our roadmap, we ensured every decision, no matter how immediate, aligned with our broader vision.
Result: This approach streamlined the consolidation process and successfully ensured that every step taken was in harmony with our long-term objectives, solidifying the strategic direction for both MEDCOM and DHA.
How have you motivated others to buy into a shared vision?
Situation: As the Chief Information Officer during the transition to the Defense Health Agency (DHA), I was confronted with the significant challenge of uniting multiple teams due to the vast changes occurring in the Army’s health information technology delivery.
Task: My primary responsibility was not just overseeing the technical and logistical aspects of the transition, but also ensuring that every member of the different teams was aligned and motivated towards a shared vision.
Action: I adopted a hands-on leadership approach. I hosted regular team meetings, ensuring every member was clear about our overarching goals and the benefits of the transition. More importantly, I promoted open communication, providing a platform for team members to voice their concerns and share their insights. By involving them in the decision-making processes, I cultivated a sense of shared ownership and accountability.
Result: This leadership strategy not only addressed the immediate challenges of the transition but also fostered a strong sense of camaraderie and shared purpose. The teams worked cohesively, resulting in a successful and smooth integration into the DHA, demonstrating the power of a united vision.
