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The Foundation: Leadership 31 Refine performance metrics as necessary. Communicate results (benefits, success and improvement/change) to Stakeholders, Agency, and Approving Authorities. Recognize and celebrate success throughout the process. Participate in the development and endorsement of the CACP process. When: Actions need to be completed quarterly and at regularly scheduled meetings with staff and Approving Authorities throughout the year. Leader: Executive Leader (See Agency Policy for a description of Executive Leader.) Partners: Leadership Team Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners as part of this effort: Collaborate with the Leadership Team in regularly scheduled meetings on The status of the performance of the organization. How changes will be managed and reconciled. Communicate with Approving Authorities in meetings and in reports on Status of projects to Stakeholders. Performance of the process and of staff engaged in the delivery of an accountable and trans- parent CACP process. Notable achievements. Communicate to Agency and Stakeholders in public settings and in reports: Status report on process, projects and staff performance. Document changes and set expectations for managing process, projects and performance to reach stated goals and results. Products: The following is a list of written documents, processes, data, events and/or other benefits that will be produced as part of this effort (see Appendix C for Model Documents and Appendix D for Sample Forms): Monthly meeting agendas and progress reports. Documented successes and failures. Performance appraisals. Achievements and performance awards. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended effort outlined above: 1. Agency culture of flexibility, accountability and trans- parency is established. CHAPTER 4 SUMMARY 2. Platform to share successes and failures is established. 3. Framework to manage change and develop alternatives The following topics were covered in this chapter: in a collaborative environment is achieved. Environment for open communication, Shared value for leaders and managers, 4. Staff buy in to the CACP process and make a commit- Flexible organizational structure focused on ment to deliver. results, 5. Approving Authorities and Stakeholders have increased Partnerships and resources, and confidence in the CACP process. Culture of collaboration. 6. Institutionalized collaboration. Additional Resources Williams, C., M. E. Derro, M. Jarvis, and L. Morris, Executive Leadership at NASA: A Behavioral Framework, NASA Office of the Chief Engineer (March 2010) 25 pp.