The Internal Revenue Service was in the midst of Congressional Hearings and there was a demand to become a more customer focused organization.  They had a new Commissioner, were revisiting their mission, and seeking ways to streamline processes and upgrade technology. The necessity to target development efforts that supported strategic objectives was more critical than ever. In the Spring of 1997 the Internal Revenue Service solicited bids to develop or customize two programs they believed necessary to develop “macro-level attributes such as systems thinking, possessing a broad and long-term perspective, and possessing the ability to understand complex situations and take effective actions.”

“Strategic Leadership” was necessary to help enhance strategic thinking abilities and prepare advanced and executive leaders to better utilize strategic leadership skills.  Leaders needed to be able to think and act strategically, reframe problems and issues from all perspectives, and address them with more dynamic approaches.

In addition, the IRS desired to build a more sequential, progressive development program that effectively connected all leadership development. “Strategic Decision Making”, targeted for mid-level managers, was to introduce strategic decision making models to cause participants to view issues from a systems perspective. Strategic Leadership was to build on the knowledge and skills gained in the Strategic Decision Making program.

Accomplishments:

Sterling Institute was selected in the fall of 1997 to develop these programs for the IRS.  To ensure that the programs met the specific requirements of the RFP, and, in particular, addressed current organizational priorities and issues, Sterling Institute conducted numerous interviews within the IRS. Drawing from the information gathered in these interviews, a five-day Strategic Decision Making program was designed and successfully piloted in May of 1998.  Strategic Leadership was designed as a ten-day program, with an Application Project between Weeks One and Two.  This program was successfully piloted in June and August 1998.  Both programs include Sterling Institute feedback instruments, the Decision Making Practices Survey and Leadership Practices Survey.

The Internal Revenue Service purchased a master license for both programs.  At its request, a train-the-trainer was conducted for Strategic Decision Making in order to build internal capacity to deliver the program.  A second train-the-trainer was needed in order to meet the demand.  Strategic Leadership is delivered by Sterling Institute consultants and is up-dated with each offering to reflect changes in the IRS as they occur.  It includes opportunities for interaction with executives and representatives from benchmarked best practices organizations.