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DIVERSITY IN LEADERSHIP STUDY • YEAR TWO EXECUTIVE REPORT

OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

FOREWORD
I am proud to present the accomplishments of the second implementation year of the Diversity in Leadership Study (DLS). We are
concluding a year during which we applied the foundational work of Year One, allowing us to begin tackling the complex challenges of
addressing DLS’s seven recommendations to improve the diversity of CIA leadership and the inclusiveness of its culture. We also took
advantage of new opportunities to engage leadership at all levels and to deepen partnerships across CIA to meet critical objectives. This
Year Two Report describes the DLS approach, progress, and next steps. I thank my predecessor Beverly Kennedy for her outstanding
leadership during the first two implementation years.
Year Three is the midpoint of the five-year implementation effort. This is the pivotal year where we need to roll up our sleeves to make
headway in changing organizational culture and processes related to complex issues such as career development, assignments,
promotions, and succession planning. Year Three will focus on actionable events, training, and analysis that will support the expansion of
the leadership pipeline at all levels. Our “Listen, Learn, and Lead” framework will broaden and reinforce the understanding of the value
of an inclusive and diverse leadership at CIA and increase opportunities for intelligence officers at all levels to lead from where they are
as we fulfill our mission to safeguard this nation.
Continued support from leaders at all levels, the workforce, and our partners is critical to ensure that CIA is
an organization where all talent and perspectives are welcomed and valued, and where all individuals are
able to reach their full potential in service to our country. The future is bright, and the continued focus
and implementation of the recommendations will make our future a reality.
Annabel Sheron
Implementation Lead, Director’s Diversity in Leadership Study
Central Intelligence Agency
1 January 2018

This Study complements other CIA work to address its diversity and inclusion (D&I) challenges and provide
solutions, including the (D&I) Strategic Plan and the Director’s Advisory Group (DAG).
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

BACKGROUND
In 2014, the Diversity in Leadership Study (DLS) was commissioned by the Director of
the CIA to examine the factors that limit diversity in the CIA’s senior leadership. “Every CIA officer must be
The DLS team used data gathered from CIA workforce surveys, focus groups, interviews, aware of diversity’s critical
and engagement sessions in a thorough analysis of workforce demographics data. The
completed Study, Overcoming Barriers to Advancement, was published in June 2015 and
impact on mission and
provided a rigorous roadmap to increase the diversity of the CIA’s leadership and build a understand her or his role
more inclusive culture. in creating an intelligence
The Study highlighted that CIA leadership does not reflect the diversity of the nation or organization where every
the CIA workforce and identified cultural, management, and organizational challenges
that contribute to the lack of diversity in the Agency’s leadership. Specifically, it individual is respected and
concluded that the Agency does not sufficiently give priority to the development of all of valued.”a
its officers, hold itself accountable for maintaining a diverse and inclusive workplace, or
consistently promote an inclusive culture. aDirector’s
Diversity in Leadership Study,
To address the findings, the Study offered seven recommendations to build a more Overcoming Barriers to Advancement, 2015.
diverse leadership cadre and foster an inclusive culture at CIA.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

BACKGROUND
DLS Recommendations
1 Set Leadership Expectations Regarding Diversity, Inclusion, 5 Improve Talent Identification, Development,
and Employee Development and Management Practices
Leadership must communicate requirements for diversity Recognizing leadership potential and taking the concrete
and inclusion (D&I) for the workforce and track, follow, and steps—such as transparent and fair succession planning—to
measure these expectations. Additionally, all managers fully develop that potential must be a primary focus of the
and supervisors need to take responsibility for the career Agency’s senior leadership.
development of all employees under their direction.
6 Increase Hiring of Diverse Talents and Backgrounds
2 Drive Accountability To Ensure Compliance The Agency must accomplish four priorities: (1) invest in
The Agency must establish a corporate-level program community outreach and relationship building; (2) reemphasize
evaluation in order to drive and institutionalize accountability relationships and commitments to draw from colleges,
for inclusive behaviors. universities, and professional associations with significant
populations of underrepresented groups; (3) establish
3 Promote Transparency and Build Trust internship and fellow programs supporting the recruitment of
Increased transparency and publication of the results underrepresented groups; and (4) frequently communicate and
for promotions, assignments, awards, and other career socialize Recruitment Center activities in the workforce.
management processes will allow officers to (1) better
understand their career development and (2) more effectively 7 Expand and Diversify Networking Opportunities
compete for promotions and assignments. The Agency should enable and encourage cross-organizational
and corporate opportunities—such as mentoring—to expand
4 Foster an Inclusive Climate professional networks and foster joint mission action.
Leaders must set the standard for what is expected, and all
Agency officers must be fully aware and well prepared to
address diversity, inclusion, and equity issues as they arise.
DIVERSITY IN LEADERSHIP STUDY • YEAR TWO EXECUTIVE REPORT 1/2

OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

YEAR TWO ACCOMPLISHMENTS

1 Set Leadership Expectations Regarding Diversity, Inclusion, and Employee Development
ACCOMPLISHMENT: IMPACT:
Completed a review of the 2017 SIS promotion data. Established baseline to gauge progress on diversity in leadership.

2 Drive Accountability To Ensure Compliance

ACCOMPLISHMENT: IMPACT:
Surveyed officers to gain insight into their knowledge and Gained workforce understanding of overarching attitudes
feelings on Diversity & Inclusion in the Agency. toward D&I and provided insight on their awareness of DLS
initiatives aimed at increasing diversity in leadership.

3 Promote Transparency and Build Trust

ACCOMPLISHMENT: IMPACT:
Initiated an enterprisewide project to review the Launched review of open positions with the objective to increase
Agency’s Assignment Selection process. consistency, transparency, and equity in the process.

4 Foster an Inclusive Climate

ACCOMPLISHMENT: IMPACT:
Partnered with Talent Development Office (TDO)/Professional Highlighted behaviors that support diversity and inclusion concepts
Development Group (PDG) to host two workshops on the subject, “The targeted for managers, supervisors, and future leaders.
Five Agreements: A Simple Framework to Better Leadership.”
ACCOMPLISHMENT: IMPACT:
Participated in runnings Practice of Intelligence– Communicated to new officers that D&I are expected and essential to
Mission Orientation Course (POI-MOC). mission success, leading to ongoing signup of advocates from new officers
to serve as DLS advocates interested in participating in DLS initiatives.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

YEAR TWO ACCOMPLISHMENTS

5 Improve Talent Identification, Development, and Management Practices
ACCOMPLISHMENT: IMPACT:
Finalized and published the Building Blocks for Leadership. Raised awareness of skills, competencies, and experiences that contributed
to SIS paths to leadership. Provided an engaging infographic and pamphlet
that Agency officers can reference on their leadership journeys and that
can be integrated/distributed at leadership-focused training. Provided job
aids for managers to incorporate into their career development discussions
with officers as demonstrated via a DLS-developed and -delivered exercise
in a running of the Executive Skills for Today’s Leaders (ESTL) course.
ACCOMPLISHMENT: IMPACT:
Created partnerships with all Talent Center (TC) offices. Provided opportunities to share data, analysis, and collectively
work to shape specific talent practices and look for diversity trends
across the Agency, by Directorate, and by career service.

6 Increase Hiring of Diverse Talents and Backgrounds

ACCOMPLISHMENT: IMPACT:
Assisted in the development of strategies and principles for recruiting. Partnered with the TC TDO and Diversity and Inclusion Office (DIO) to develop
inclusion questions for recruiting to aid with questions during discussions
with prospective applicants. Questions adopted by the DDI Hiring Division
and integrated into their hiring standard operating procedure (SOP).

7 Expand and Diversify Networking Opportunities

ACCOMPLISHMENT: IMPACT:
Launched a reverse mentoring pilot, pairing senior officers Created a unique opportunity for officers by providing a forum to exchange
and officers with less than five years tenure. ideas and expand thinking through exposure to different perspectives.
ACCOMPLISHMENT: IMPACT:
Advised and launched local networking initiatives that serve to expand Assisted officers in developing more effective networks, building connections
and diversify networking opportunities across the Agency. and professional partnerships to cultivate career advancement.
DIVERSITY IN LEADERSHIP STUDY • YEAR TWO EXECUTIVE REPORT

OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

YEAR TWO APPROACH

The DLS Implementation Team adopted several approaches to address the seven Study
recommendations. These approaches directly align with the CIA Diversity and Inclusion Strategy CORE INITIATIVES
(2016-19) by working to “ensure that every CIA officer is able to bring a full range of views and • Demonstrate the value of
talents to our mission.”b acquired diversity
In Year Two, the implementation efforts focused on three key areas: advancing core initiatives • Safeguard our talent process
to support a more inclusive culture at the CIA; building partnerships with the Agency’s • Identify and analyze metrics
Talent Center (TC) business areas to further the advancement of diversity in leadership; and to measure success
completing Action Team initiatives that began in Year One.
Specifically, DLS focused on developing and managing projects aligned with challenges found
in the Study, such as how to improve inclusivity and eliminate barriers to advancement, PARTNERSHIPS AND OUTREACH
and working with other Agency stakeholders and partners to offer more D&I resources and • Integrate D&I themes into
learning opportunities. leadership courses and training
DLS efforts continued to work toward a CIA where all officers: • Evolve the role of Human
Resource Officers within
• Are heard and respected; the Agency
• Can apply their authentic self, their talents, and their skills to their work every day; and
• Are developed to their fullest potential.
ACTION TEAM WRAP-UP
• Identify transition activities for
teams that will sunset in Year Two
• Continue planned activities to
accomplish team goals

bCIA Diversity and Inclusion Strategy (2016-2019), 2016.

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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE ONE

Demonstrate the Value
of Acquired Diversity
Analyzing the two dimensions of diversity, inherent and acquired, are critical to the strategy of DLS. In Year Two,
focus was targeted on the area of acquired diversity which is defined as aspects of cultural differences that are
gained through experience and understanding unique perspectives (for example, gender, age, culture, socioeconomic
background, nationality, disability, or sexual orientation). This is in contrast to the aspects we are most familiar with
as defined by inherent diversity, which involves traits we are born with such as gender and ethnicity. According to
research from the Center for Talent Innovation, individuals with greater acquired diversity are more likely to behave
inclusively.c Some of the traits of an individual with acquired diversity might be cultural fluency, generational savvy,
gender smarts, social media skills, cross-functional knowledge, global mind-set, military experience, or language skills.
The evidence for the benefits and impact of inclusive behaviors is mounting. Research by Deloitte, for
example, shows that inclusive teams outperform their peers by 80 percent in team-based assessments.d “Managing a multigenerational workforce
Harvard Business Review stated that “Leaders need acquired diversity to establish a culture in which all demands strong leadership, recognition
employees feel free to contribute ideas.” A “speak-up” culture as well as leaders who give equal time
throughout the organization that different
to diverse voices increase value-driven insight and innovative potential by twice to 3.5 times more.e
From the DLS perspective, an inclusive environment benefits the entire workforce and allows for a more generations may need different styles of
comprehensive view of the available talent for growth into leadership positions. It also directly benefits the management.”f
CIA mission through enriched perspectives that enhance the ability to creatively solve hard problems. fMillennials at Work—Reshaping the Workplace, PWC, 2011.

cInnovation, Diversity, and Market Growth, Center for Talent Innovation, 2013.
The flagship project of the center is its task force—of which CIS is a member—focused on
helping organizations leverage talent across the divides of gender, generation, and culture.
dWaiter, Is That Inclusion in My Soup? A New Recipe To Improve Business Performance,
Deloitte Australia and Victorian Equal Opportunity & Human Rights Commission, 2013.
eHow Diversity Can Drive Innovation, Harvard Business Review, December 2013.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE ONE

Demonstrate the Value
of Acquired Diversity
Reverse Mentoring Workshops

The DLS Reverse Mentoring Pilot was a highly successful Working in partnership with the Talent Development Reverse Mentoring Pilot Program
activity during Year Two. Reverse mentoring is a career Office (TDO) Professional Development Group (PDG) • Partnered senior officers with officers
development practice that helps businesses gain insights and and the LeadershipNOW! Team, DLS assisted in having less than five years tenure.
perspectives from less tenured, often younger employees. the delivery of two workshops focused on building
Unlike traditional mentoring, reverse mentoring has the junior five key behaviors to deepen one’s awareness of • Created a unique opportunity for officers
employee as the mentor and the senior leader as the mentee. authenticity, trust, and inclusion in their personal by providing a forum to exchange
performance. The workshops introduced the ideas and expand thinking through
The 2017 pilot was conducted with many mentoring exposure to different perspectives.
duos during a six-month period. Reverse mentoring concept of acquired diversity and explored a
introduced senior officers to junior officers to simple framework for better self-leadership and
facilitate two-way communication across genders influence of others. The impact of this training Workshops
and generations. By partnering officers with less than has served to address DLS Recommendation • Partnered with TDO/PDG on two
five years of Agency experience with those who have Four, Foster an Inclusive Environment. workshops “The Five Agreements:
CIA careers spanning at least 15 years, the program A Simple Framework to Better
helps more senior leaders understand the challenges Leadership”—that demonstrated the
faced by newer intelligence officers and supports importance of authenticity, inclusion,
the latter in developing their leadership skills. and trust in the workplace.
Plans for a second Reverse Mentoring phase is • Workshop highlighted the following
under way, with a goal of transitioning the program behaviors that can be emulated
to an enterprise partner in Year Three. to support inclusion, such as:
• Be impeccable with your word
• Don’t take anything personally
• Don’t make assumptions
• Always do your best
• Be skeptical, but learn to listen
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE TWO

Improving Our Talent Process
Safeguarding and developing talent—as well as providing developmental
opportunities—are critical to building a cadre of diverse leaders. The FIGURE 1
CIA is working to ensure that all officers have the opportunity to reach
Talent Life Cycle
the most senior levels of the Agency by taking a thorough and detailed
look at all talent processes and proactively working to eliminate barriers
TALENT TALENT
to advancement. To this end, DLS launched a project to examine the ACQUISITION ONBOARDING
Assignment Selection process in Year Two, offering options to address
problematic processes while in support of equitable practices. PROMOTION TALENT
TALENT DEVELOPMENT
LIFE CYCLE LEARNING
TALENT EXPERIENCES
REVIEW

RETENTION ASSIGNMENT
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE TWO

Improving Our Talent Process
Assignment Selection Process Review

In the summer of 2017, the DLS Implementation Team undertook an enterprisewide project Assignment Selection Process Review
to review the consistency, transparency, and equity in CIA’s Assignment Selection process. • Researched how officers are selected
The team interviewed officers from all Directorates and Mission Centers, predominantly for assignments with a lens to study
Lead Talent Officers (LTOs) and Lead Talent Integrators (LTIs), about how their processes consistency, transparency, and
aligned with the current Agency policies related to personnel assignments—as well as the fairness of process and practices.
documentation process for the consistency of how selection decisions are made. The data
gathered are now being analyzed, and any substantial areas of concern regarding inequity, • Will recommend improvements in Year
or opportunities for perceived inequity, will be distilled in a final report. Data, findings, Three to address the research findings.
and any associated recommendations for improvement are planned for Year Three.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE THREE

Identify and Analyze Metrics
To Measure Success
Measuring the diversity of Agency leadership is critical to evaluating the outcomes of the DLS efforts and
determining if they are driving the desired progress. Research by global management consultants McKinsey &
Company show that when companies commit themselves to diverse leadership they are more successful in real
business terms. More diverse companies are better able to win top talent and improve their customer orientation,
employee satisfaction, and decisionmaking, leading to a virtuous cycle of increasing returns.g
Annually, the DLS Implementation Team conducts rigorous analysis of workforce data to evaluate progress and
focus our efforts. During Year Two, we conducted a thorough review of Senior Intelligence Service (SIS; Agency
senior executives) promotion data to discern trends and launched a “pulse” survey to a segment of the workforce
to gauge awareness of the DLS implementation efforts and opinions of diversity.

gWhy Diversity Matters, McKinsey & Company, January 2015.

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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE THREE

Identify and Analyze Metrics To Measure Success
2017 SIS Promotion Analysis

The 2017 SIS promotion data were FIGURE 2

reviewed to monitor and gauge progress
CIA Careerists by Minority, Race, and Fiscal Year SIS Careerists by Minority, Race, and Fiscal Year
on the diversity in leadership. The
analysis showed an increase in the Across FY13 to FY17 minority careerists Minority careerists made up 11 to 13 percent
number of minority males promoted made up 24 percent of all CIA careerists. of all SIS careerists (FY13 to FY17).
to SIS but a decline for the minority
female, indicating that the CIA must Percent
focus efforts on diversity throughout the 25 25
talent life cycle. This first review allowed Two or more races
DLS to establish a baseline that will be
analyzed yearly to track progress. 20 20 Other
The Agency’s talent life cycle is enhanced
by robust feedback mechanisms, Native American
15 15
mentorship opportunities, and
sponsorship support. DLS continues its Hispanic
work to aggressively partner and engage 10 10
in all areas of the talent life cycle to Asian American
bring ideas to help the workforce better
understand how to prepare to step into 5 5 African American
more challenging leadership roles.

0 0
FY 2013 FY14 FY15 FY16 FY17 FY 2013 FY14 FY15 FY16 FY17

Source: CIA Careerist Diversity Analysis FY13-FY17, Talent Management Office, Workforce Strategy Group, December 2017.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

CORE INITIATIVE THREE

Identify and Analyze Metrics
To Measure Success
Pulse Survey

The DLS Implementation Team randomly selected officers for a survey in April 2017 to gain a better understanding of the FIGURE 3
workforce’s attitudes toward D&I and to gauge the awareness of initiatives aimed to increase diversity in leadership.
Pulse Survey—Highlights
DLS will continue to measure progress toward increasing diversity in leadership and building an inclusive culture. Percent
Metrics will continue to feed our business case as we work to better frame our current and future initiatives and
tackle the complex challenges by preparing and promoting the leaders needed to accomplish our mission.
Across the Agency,
97 97 percent of respondents
believe that diversity is
important to mission.

84 percent of respondents
84 see DLS implementing
positive change.

More than 75 percent of

respondents reported that
75 they are aware of DLS
and consider its efforts
beneficial to all officers.
DIVERSITY IN LEADERSHIP STUDY • YEAR TWO EXECUTIVE REPORT

OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

PARTNERSHIPS AND OUTREACH

Partnerships Internal and External Outreach

Many of the DLS recommendations require partnerships with other Agency During 2017, the DLS Implementation Team achieved several
components to implement and institute new approaches to broaden the diversity successful outreach milestones. Along with officers from DIO
of leadership. In Year Two, the DLS Implementation Team worked to create and DAG, DLS participated in many runnings of Practice of
partnerships with the TC offices to share data, to analyze, and to collectively Intelligence–Mission Orientation (POI-MO) h course segments to
work to shape specific talent practices. As the responsibility for the growth and communicate to new officers that D&I is expected and essential
development of the CIA workforce is a requirement for all Agency managers to CIA mission success. As a result, new officers have signed
and supervisors, it was critical that DLS achieve synergy with the TC. up to become DLS advocates. DLS also hosts a table at the
The partnerships with the TC entities are playing a vital role in the data analysis, POI-MO career resource fairs to inform new officers of DLS
instructional content review, and communication of DLS products. In support efforts and distribute our literature and leadership development
of these efforts, DLS developed and is coordinating an ongoing review of an products. Additionally, DLS discussed the DLS Study and the
action plan to maintain the visibility and accountability of the partnerships. implementation efforts with visiting CIA partner delegations.

DLS is also working closely with the TC’s Diversity and Inclusion Office (DIO)
and the Director’s Advisory Group (DAG) as well as the diversity components
of the Agency Directorates and Mission Centers to align DLS strategies and
to deliver initiatives that tackle the issues outlined in the DLS Study.
We believe that these partnerships will enhance our efforts to inform, educate,
and advise in all areas related to expanding opportunities to leadership at the CIA.
DLS established a format to collaborate, report, and communicate partnership
goals. DLS will continue to lead as well as serve as a stakeholder in any project
that is aligned to current and future talent processes. This approach has allowed
DLS to identify operational efficiencies, bring consistency of approach and
messaging, and ensure that initiatives are integrated with existing programs.

hPractice of Intelligence–Mission Orientation is the CIA’s introductory onboarding program for new officers.
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OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
ACCOMPLISHMENTS APPROACH AND OUTREACH WRAP-UP APPROACH

ACTION TEAM WRAP-UP

Involving the workforce through volunteer-led Action Teams was a key imperative upon the release of
the DLS Study in June 2015 and, by October 2015, seven teams had been launched. Officers nominated DLS Action Teams
by the Directorates and each Action Team were paired with SIS executive champions to ensure they • Promote Workforce Awareness
had senior leadership support. Each Action Team addressed needed process improvements, leadership of Diversity and Inclusion
behaviors, or cultural resistance to change. In Year Two, several key deliverables from the remaining • Build an Inclusive Environment
Action Teams were published and laid a foundation for future efforts. • Create a Framework for Key
Assignments and Experiences
• Ensure Equity and Fairness
in Personnel Processes
• Fostering Networking Opportunities
• Establish Corporate Mentoring
Program Oversight
• Talent Acquisition for the Future
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ACTION TEAM WRAP-UP

Building Blocks for Leadership Development

One highly regarded outcome was the publication of the Building Blocks for Leadership Development
resource tools by the DLS Frameworks Action Team. The Action Team conducted a meta-analysis
by reviewing SIS officers’ career paths through DLS interviews or surveys, previous interviews
conducted by the DAG, and a sample collection of data to explore SIS paths to leadership, all of
which identified the skills, competencies, and experiences that contributed to their career journey.
This insightful information and sage advice are incorporated into
an engaging infographic and pamphlet that Agency officers can
reference on their leadership journeys. These resource tools were
incorporated into a running of the Executive Skills for Today’s Leaders
(ESTL), a leadership course attended by GS-15 and SIS officers, and
distributed at a variety of additional leadership-focused courses.
The “Building Blocks for Leadership Development” pamphlet,
infographic, and associated report are currently available.

FIGURE 4 Building Blocks for Leadership Development

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ACTION TEAM WRAP-UP

Networking

The Networking Action Team’s efforts have advanced

networking into a practice that is being adopted and
embedded across the CIA with continued facilitation by
former Action Team members. In addition to networking
events being held, SIS Networking Champions from all
Directorates have made themselves available to help
officers strengthen networks and build connections.
In addition, a site with networking resources was
established that hosts leadership and networking
tips and articles, a calendar of upcoming networking
events, and a list of SIS networking champions.
Networking communities have grown organically across
the Agency, and multiple Directorates are experiencing
success demonstrated by an increase in participation
and number of networking events held across the
Agency. Officers are empowered through professional
partnerships and cultivate career advancement. DLS
has transitioned our lead role to local organizational
coordinators and continues to be a stakeholder of
this initiative to expand and diversify networking
opportunities as recommended by the DLS Study.

FIGURE 5 Foster Networking Opportunities Brochure

DIVERSITY IN LEADERSHIP STUDY • YEAR TWO EXECUTIVE REPORT

OVERVIEW FOREWORD BACKGROUND YEAR TWO YEAR TWO CORE INITIATIVES PARTNERSHIPS ACTION TEAM YEAR THREE
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YEAR THREE APPROACH

CIA will need to “double down” to advance LEAD: The core initiatives that focus on assessing
implementation at this critical midpoint of our five-year and expanding the pipeline to leadership will begin to
effort. The focus for Year Three will be on initiating deliver annual analysis and metrics. There will be a
actionable events, training, and analysis to expand the renewed focus on CIA senior leaders serving as visible
pipeline to leadership opportunities. The framework and approachable mentors, sponsors, and champions
“Listen, Learn, Lead” outlines the key components of of inclusion.
our plan to reinforce our message, broaden the core The DLS goal in Year Three is to build upon the
understanding of the value of a diverse leadership at foundational framework established in the first two
CIA, and further engage our senior leaders to set an years by continuing to educate the CIA workforce about
example that demonstrates inclusive behaviors. the value of diversity and inclusion, the contribution
Each component of the Year Three framework will of diversity and inclusion to Agency mission, and to
address a different method to reach the workforce and help minority officers to be better prepared and more
reenergize the discussion about how we can start to competitive for senior leadership positions.
build a stronger pipeline for advancement, continue to Reducing, mitigating, and eliminating barriers to
remove barriers, and develop prepared and successful advancement; preparing our workforce to be ready
candidates for future leadership roles. for future leadership roles; and increasing the
LISTEN: Speaker series and networking events will diversity pipeline remain critical components to our
focus on improving leadership skills to help overcome approach. We will continue to promote embracing a
barriers for professional growth. DLS will work closely diverse set of ideas, viewpoints, and perspectives
with DIO to bring in exciting speakers and schedule while demonstrating the core principles of inclusion,
other events. sponsorship, and a united purpose.
LEARN: DLS plans to develop products and resources
that can be used within existing training and leadership
programs. DLS will develop and launch a manager’s
toolkit and website resources.