Exec Dev Program Descriptions

8/8/2019 Exec Dev Program Descriptions

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Center for Leadership & Executive Development

http://leadership.udayton.edu

937.229.3115

PREDICTABLY IRRATIONAL

An Executive’s Guide to Better Decision-Making

January 19, 20101:00 pm - 5:00 pm

Why do our headaches persist after taking a one-cent aspirin but disappear when we takea fifty-cent aspirin? Why does recalling the Ten Commandments reduce our tendency tolie, even when we couldn't possibly be caught? Why do we splurge on a lavish meal but cutcoupons to save twenty-five cents on a can of soup? Why do we go back for secondhelpings at the unlimited buffet, even when our stomachs are already full? And how did weever start spending $4.15 on a cup of coffee when, just a few years ago, we used to pay

less than a dollar? When it comes to making decisions in our lives, we think we're incontrol. We think we're making smart, rational choices. But are we?

In a series of illuminating, often surprising experiments, Duke/MIT behavioral economistDan Ariely refutes the common assumption that we behave in fundamentally rational ways.

Blending everyday experience with groundbreaking research, Ariely explains how expectations, emotions, socialnorms, and other invisible, seemingly illogical forces skew our reasoning abilities.

Ariely discovers that not only do we make astonishingly simple mistakes every day, but we make the same types of mistakes. We consistently overpay, underestimate, and procrastinate. We fail to understand the profound effectsof our emotions on what we want, and we overvalue what we already own. Yet these misguided behaviors areneither random nor senseless. They're systematic and predictable making us predictably irrational. From drinkingcoffee to losing weight, from buying a car to choosing a romantic partner, Ariely explains how to breakthroughthese systematic patterns of thought to make better decisions. Predictably Irrational will change the way we interactwith the world--one small decision at a time.

Dan Ariely is the James B. Duke Professor of Behavioral Economics at Duke

University, where he holds appointments at the Fuqua School of Business, the Center forCognitive Neuroscience, and the department of Economics. In addition, Dan is a visitingprofessor in MIT’s Program in Media Arts and Sciences. He earned a bachelor’s degree inpsychology from Tel Aviv University, his master’s and doctorate degrees in cognitivepsychology from the University of North Carolina, and a doctorate in BusinessAdministration from Duke University. His work has been featured in leading scholarly

journals and a variety of popular media outlets, including the New York Times, the Wall Street Journal , the Washington Post , and the Boston Globe, and he has appeared on CNN

and National Public Radio.

This program will help executives:

Understand how irrationality plays a role in everyday life

Learn to doubt our intuitions and seek out counterintuitive ideas

Appreciate the importance of experiments and new approaches – what Ariely calls free lunches





937.229.3115

WHY LOYALTY MATTERS

Maximizing Customer & Employee Loyalty

February 11, 20108:30 am - 4:30 pm

Does Loyalty Matter?

When it comes to business success, relationship success, and even our overall happiness, loyalty is the difference maker. The current economicdownturn has impacted our ability to retain our best employees and keep ourmost valuable customers. A better understanding of loyalty and the tools tounlock its power to increase employee productivity, employee satisfaction,

customer satisfaction, and to reduce employee turnover and customerdefections to improve profitability, is a powerful message. Managers also needspecific insight and tools to seize the opportunities to build relationships withcustomers and colleagues at work.

Renowned loyalty experts Timothy Keiningham and Lerzan Aksoy combine their own groundbreakingresearch with the leading thinking in philosophy, sociology, psychology, economics and management toprovide a better understanding of what loyalty is, what it isn’t and how to unlock its power in yourpersonal and professional life.

Tim Keiningham is global chief strategy officer at Ipsos Loyalty, one of

the world's largest market research firms. A prolific writer, Tim has authored andedited eight books. His most recent book, Why Loyalty Matters, provides compellinginsight into how our loyalties, large and small, lay the foundation for our happiness,and determine the kind of world we live in.

Lerzan Aksoy is an internationally recognized expert on the science of

loyalty management. Lerzan's research on the importance of loyalty has received overa dozen prestigious scientific awards. Lerzan was recognized as the top youngscientist of 2007 in Turkey by the Junior Chamber International.


Gauge and strengthen employees’ loyalty— and why it’s important

Boost company’s profits by finding and developing loyal customers

Make the connection between employee, customer, stakeholder, and your own loyalty

http://www.whyloyaltymatters.com/authors.php#keiningham

http://www.whyloyaltymatters.com/authors.php#aksoy



http://www.whyloyaltymatters.com/authors.php#keiningham





937.229.3115

YOUR NEXT MOVE

Navigating High Stakes Changes

March 10, 20109:00 am - 3:00 pm

One thing we know about today’s dynamic environment, is thatchange is the only constant. The most important skill you and yourorganization can develop is the ability to adapt rapidly to change. Whethergrowing, downsizing or implementing a new strategy, your transitions deserveprofessional guidance today.

Dr. Michael Watkins is the world’s leading expert on navigating businesstransitions. Be it the ―first 90 days,‖ or the next business challenge, you need totake the time to assess yourself and the situation you are facing to maximizeyour results. You’ve got big ideas and ambitions, and have done well … so far.But are you really ready for what’s next? This session will prepare you for the 8classic transitions, and discuss the challenges of organizational change and theimpact of company-wide change initiatives.

The most successful leaders adapt their leadership style as conditions change in their organizations. Youmay be facing the ―hidden transitions‖ that are part of normal growth and downsizing or coping with amerger, reorganization, or new leadership. Filled with actionable takeaways, Michael will explain thecritical relevance of leadership style, and how you can master the art of adaptive and inspirationalleadership for ongoing success.

Michael Watkins is the world’s leading expert on accelerating transitions.

Michael is the author of the international bestseller The First 90 Days: Critical Success Strategiesfor New Leaders at All Level s and the recently released Your Next Move: The Leader’s Guide to

Navigating Major Career Transitions. Michael is Chairman of Genesis Advisers(www.genesisadvisers.com), a leadership development company located in Newton,Massachusetts. Previously he was a professor at IMD in Switzerland, INSEAD in France,the Harvard Business School, and the Kennedy School of Government at Harvard, and aconsultant to the Fortune 500.


Recognize the opportunities and challenges in your next 90 days

Define the organizational transitions that are going on around you

Map out an acceleration plan toward greater success, faster





937.229.3115

FIERCE LEADERSHIP

A Bold Alternative to the Worst “Best” Practices

of Business Today April 22, 2010

9:00 am - 3:00 pm

There’s a bold, compelling line between leadership and FIERCELEADERSHIP. It’s OK to cross the line. In fact, IT’S ESSENTIAL.

―Hire smart people.‖ ―Implement customer-centricity.‖ ―Communicate optimism.‖

These (and other mantras) may look like best practices for sharpening yourcompany's competitive edge. But they’re not. For years these mantras have beenblindly adopted by business leaders everywhere. In fact, says Susan Scott, the best-selling author of Fierce Conversations, these widely-accepted practices are not onlyineffective, they are actually escalating your company’s costs, driving valuableemployees away, alienating profitable customers and eroding performance. Yetthey are so deeply ingrained in our organizational culture that no one hasquestioned them.

How do you stop the destruction that supposed "best" practices are inflicting on your company? Become a fierceleader-spotting the signs that your company has fallen prey to seemingly sensible but actually dangerous practices,and destroying each practice by applying the right antidote. Only then can you unleash the force truly essential forexponential growth: human connectivity . In her refreshingly candid, no-nonsense style, leadership developmentexpert Susan Scott explains how to root out six worst "best" practices lurking in your firm and replace them withfar more potent practices. You'll discover how to:

Combat 360-degree anonymous feedback with daily, face-to-face feedback.

Replace hiring for smarts with hiring for smart-plus-heart.Root out holding people accountable to modeling accountability and holding people able.

Drop all those employee engagement programs and shift to actually engaging people.

Eradicate customer centricity with customer connectivity .

Replace legislated optimism with radical transparency.

Susan Scott is a best-selling author and leadership development architect who

has enabled top executives worldwide to engage in vibrant dialogue with one another, withtheir employees, and with their customers for two decades. For 13 years, Susan ran think tanks for CEOs and designed and delivered training to peers working with CEOs in 18countries. In 2002, her book Fierce Conversations: Achieving Success at Work and in Life, OneConversation at a Time was soon listed on The Wall Street Journal best seller list, and wasone of USA TODAY'S top 40 business books.


Learn bold, pragmatic alternatives to the worst "best" practices

Increase your awareness of "best" practices that stand directly between you and the results you want

Gain the capacity to connect with colleagues and customers at a deep level and create the culture you want





937.229.3115

OPEN LEADERSHIP

Leading in the Era of Social Technologies

May 13, 20109:00 am - 3:00 pm

Talk with your customers. Listen to your employees. These are long-time, welltested truisms of business. But many executives grow nervous at the thought of engaging with customers on Facebook, or allowing employees to openly blog oruse Twitter.

Why, in the midst of the largest seismic technological and sociologicalshift of our generation, are organizations so hesitant to engage? Rather

than jump at the opportunity to interact, engage and dialog with customers andemployees, most run in the opposite direction. The problem: they areuncomfortable letting go of what they think control is.

The key to leadership in this new era of social technologies is the ability to practice "open leadership", arigorous approach to strategy and management that can be studied, emulated, developed, andimportantly, measured. This is not about vague buzzwords of being "transparent" or "authentic." Indeed,being open requires much more work, planning, effort than the status quo of hanging on to the illusionof control.

This session will lay out a process by which leaders can develop a strategic, objective-driven approach toleveraging the open world. We'll also look at the skills, behaviors, and mindsets that open leaders must

have if they are to survive and thrive.

Charlene Li is an independent thought leader and analyst on emerging technologies,

with a specific focus on social technologies, interactive media, and marketing. She discussesthese topics on her blog, The Altimeter . Most recently, Charlene was a Vice President andPrincipal Analyst at Forrester Research. She joined Forrester in 1999, after spending five years inonline and newspaper publishing with the San Jose Mercury News and Community NewspaperCompany. She was also a consultant with Monitor Group in Boston and Amsterdam. She is agraduate of Harvard Business School and received a magna cum laude degree from HarvardCollege.


Understand how social technologies are impacting today’s environment

Identify the traits of an open leader

Develop a new approach for thriving in the new world of social technologies

http://blog.altimetergroup.com/



http://www.forrester.com/








937.229.3115

CULTURE EATS STRATEGY FOR LUNCH

Key Ways to Build a Winning Organizational Culture

June 9, 20108:30 am - 4:30 pm

Looming between the strategy and the outcomes desired is the organization: roughlydefined by people, management, and structure. Of these three components, structureis the easiest to change – and that alone explains corporation’s fondness for re-organization and process improvement. Re-structuring certainly does create change,but often the end results are not entirely predictable. Rather than closing the gap,structure and process change often create a larger one in terms of business results.The real gain relative to the ―strategy gap‖ can only be overcome by changing the waypeople work, individually and collectively. People and managers are the building blocksof culture.

Dissonance between what is and what could be is the fuel for change. Everyleadership team faces this challenge – the gap between their current state and the strategy-inspired vision of thefuture. Does your organization have a strategy gap? Would your employees agree? Does it bridge the gap betweenyour strategic plan and your culture? Does your engagement stop at measurement? Or do you strive for more?Engagement is not a survey. It’s a gut feeling about your work. A great place to work is not what you say it is – it’swhat they say it is.

Your strategy is market driven, logical and future focused. Your organizational culture is people driven, emotionaland historical. It’s amazing it works at all! This program will help you understand the importance of building astrong organizational culture, some key ways in which you can align your culture with your strategy, and a new

approach to building a collaborative culture that bridges the strategy gap.

Curt Coffman is a New York Times Bestselling Author; Curt currently serves

as a Senior Partner of The Coffman Organization. Curt spent over 22 years at The GallupOrganization and was the Global Practice Leader for employee and customer engagementconsulting. He is the co-author of one of the best-selling business books of all time, “First Break

All the Rules” with Marcus Buckingham. Curt also serves as Executive Fellow at The DanielsSchool of Business at the University of Denver.

This program will help executives:Unlock the formula to insure full execution and impact of strategy

See how direction can be set and alignment to every associate can be made

Reduce lag in reaching market potential and thus creating competitive advantage -- quickly





937.229.3115

CRUCIAL CONVERSATIONS

FOR EXECUTIVES

Interpersonal Communications for Flawless Execution

September 23, 20108:30 am - 12:00 pm

After more than thirty years of research in two dozen industries involving more than 25,000individuals, Joseph Grenny has observed leaders struggle with poor performance, stalledchange initiatives, low productivity, strained relationships, and general lack of results. Joseph'sobservations confirm that leaders who avoid talking honestly with the right people about theright issues can expect poor results. On the other hand, top-rated leaders routinely employskills that turn diverse thought into synergy and synergy into results by mastering CrucialConversations.

In the groundbreaking study, Silence Fails: The Five Crucial Conversations for Flawless Execution, researchers found thatproject failures are almost always preceded by conversation failures. Specifically, they found that success and failurecan be predicted with 85 percent accuracy based on how well participants — from the executive suites to cross-functional teams — perform in five crucial conversations. More importantly, these five conversations are not just apredictor of, but an inoculation against shockingly high rates of failure to execute on ambitious and otherwiseright-headed plans. When leaders are skilled at holding these five conversations, the odds of success increase 50-80 percent.

Grenny will guide you through the steps to mastering crucial conversations and harnessing the power of turningevery employee interaction into an experience that achieves synergy, alignment, and agreement. You will walk away from this session with a new set of high-leverage tools to effectively achieve breakthrough results.

Joseph Grenny has taught and advised more than 100,000 leaders on every major continent from the

boardrooms of Fortune 500 companies to the slums of Nairobi, Kenya. He has advised CEOs and senior executiveson more than a dozen major change initiatives — receiving credit from Lockheed Martin Aeronautics' President asa key factor in helping the organization win the $200 billion Joint Strike Fighter program.

Joseph is co-author and contributor to eight books, including three New York Times bestsellers, Influencer: ThePower to Change Anything ; Crucial Conversations: Tools for Talking when Stakes are High; and Crucial Confrontations: Toolsfor Resolving Broken Promises, Violated Expectations, and Bad Behavior . Joseph has been cited in dozens of newspapersincluding the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal . He has also appearedon more than 100 radio and television programs including CNN, Bloomberg, CNBC, and the Today Show.Formerly, Joseph was president of California Computer Corporation and an executive for the Covey Leadership

Center.


Develop the skills needed to step up to controversial and heated issues

Professionally discuss issues in a way that makes it safe for everyone to speak

Create an environment where people share their best ideas, make wise decisions, and then act on thosedecisions with conviction





937.229.3115

INFLUENCER

Develop the Power to Change Anything

September 23, 20101:00 pm - 4:30 pm

What do a high-powered Fortune 500 executive, a tribal leader in sub-SaharanAfrica, and the founder of a San Francisco-based conglomerate run exclusively byex-cons have in common? They’ve all helped themselves and others changebehavior. In other words, they’re all influencers.

We all need to be influencers. Hardly a day passes that we don’t try to influenceourselves or others to do something new and different. Whether you’re looking

to improve your relationships with your direct reports or motivate youremployees to demonstrate more concern for profitability, you are continuallyworking on ways to exert influence.

And yet, in spite of the fact that we are routinely trying to help ourselves and others alter theirbehavior, few of us can articulate a model of what it takes to do so. It ’s time this changed.

Joseph Grenny has taught and advised more than 100,000 leaders on

every major continent from the boardrooms of Fortune 500 companies to theslums of Nairobi, Kenya. He has advised CEOs and senior executives on morethan a dozen major change initiatives — receiving credit from Lockheed MartinAeronautics' President as a key factor in helping the organization win the $200billion Joint Strike Fighter program.

Joseph is co-author and contributor to eight books, including three New YorkTimes bestsellers, Influencer: The Power to Change Anything ; Crucial Conversations:Tools for Talking when Stakes are High; and Crucial Confrontations: Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior . Joseph has been cited in dozens of newspapersincluding the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal . He has alsoappeared on more than 100 radio and television programs including CNN, Bloomberg, CNBC, and theToday Show. Formerly, Joseph was president of California Computer Corporation and an executive forthe Covey Leadership Center.


Motivate yourself and others to do things you don’t feel like doing

Rapidly master new skills to achieve greater results

Harness the power of peer pressure to accelerate change





937.229.3115

LEADING CHANGE

DURING ECONOMIC CRISISGuiding Strategy to Reality

October 13, 20108:30 am - 4:30 pm

In the best of times, 70% of significant change initiatives fail to deliver on theirpromises — despite excellent planning and honorable intentions. Today, the stakesare much higher, and even fewer initiatives will succeed. In this executive exchange,

we will explore how to successfully lead the strategic change your company needsto survive. We’ll discuss the top three risks to successful execution, and thefundamentals of executing major change. How well your organization survives thecurrent economic downturn will depend on your ability to plan for and mitigateexecution risks.

All change is difficult. The more ―major‖ the change, the greater the difficulty. The greater the difficulty, the morecritical it is to allocate sufficient senior executive time and attention. But, c’mon— in these chaotic times, we can’tdevote significant amounts of executive resource to every major change, so how do we decide which ones requireHerculean effort? We follow our instincts — our gut tells us. Unfortunately, our gut is often wrong.

You Should Attend this Program if:

You are executing a functional, divisional, or enterprise-wide change that is a ―must do‖ to survive in thiseconomic climate

You are considering or are in the process of executing a change that is a significant shift from what you havedone in the past

You must deliver on your strategic change initiative, and know that there is little to no margin for error

Daryl Conner is Chairman of Conner Partners®, an Atlanta-based consulting

firm that specializes in strategy execution. He is an internationally recognized leader inorganizational change and serves as an advisor and mentor to senior executives aroundthe globe. He has authored two books — Managing at the Speed of Change (RandomHouse, 1993) and Leading at the Edge of Chaos (John Wiley & Sons, 1998) — and morethan 250 publications, including journal and magazine articles, monographs, book chapters, and videos.


Move from gut analysis to a proven system for assessing the success risks for your initiative

Determine which major change initiatives require their extensive attention to ensure success

Understand how to lead change when a successful outcome is a business imperative





937.229.3115

INNOVATION ENGINEERING

Jump Start Your Business Brainand Boost Your Bottom Line

October 29, 20108:30 am - 4:30 pm

Innovation Engineering teaches business leaders a systematic approach to leadingprofitable growth through innovation. Learn how to create, communicate andcommercialize meaningfully unique ideas and products. It is about commercializingideas for new business models and more profitable customers and markets.

Innovation Engineering is about achieving an ORDER OF MAGNITUDE improvement.Results do vary by company. At Procter & Gamble, Innovation Engineering methodsdelivered ideas to market 4X more of the time with 10% of the staffing and cost.

Doug Hall is founder and CEO of Eureka! Ranch International, an

Innovation Research & Development firm that uses scientific methods to helpbusiness leaders find, filter and fast track innovations that are meaningfullyunique versus those of the competition.

Doug began his entrepreneurial career at the age of 12 producing and

marketing a line of magic and juggling kits. After earning a degree in ChemicalEngineering at the University of Maine, he spent 10 years working in Procter& Gamble’s Brand Management Department where he rose to the rank of Master Marketing Inventor and shipped a record 9 new business initiatives in12 months. In 1990, he retired from corporate life and founded what is todayknown as ―America’s #1 Idea Company‖ (Inc Magazine), the Eureka! Ranch. Most recently Doug has added a newtitle to his resume, Adjunct Faculty. Doug spent fall of 2009 teaching the innovation Engineering curriculum hehelped to develop at the University of Maine creating a once in a lifetime opportunity for him and his students.

Doug is a best-selling author of four books on courage, creativity and innovation including Jump Start Your Business

Brain named one of the 100 best business books of all time by business book expert, Jack Covert. Broadcast mediaappearances include: co-host Brain Brew Radio on Public Radio International, Truth Teller Judge on the firstseason of ABC’s American Inventor plus feature stories on NBC, CNB, CNN, CBS, NPR and CBC. Doug serveson a number of boards and holds an honorary Doctorate of Engineering from the University of Maine and an honorary Doctorate of Laws from the University of Prince Edward Island, Canada.


Lead the creation of ideas for more profitable products & services

Communicate ideas to customers, investors & partners more efficiently and effectively

Learn to commercialization of more profitable innovations to market faster, cheaper & more successfully





937.229.3115

FROM INDIVIDUAL SUCCESS TO

ORGANIZATIONAL SIGNIFICANCEBeyond Personal Leadership Excellence

November 18, 20108:30 am - 4:30 pm

Nearly all leadership development centers on helping individuals improve their abilities.From the front line to middle management the growth components are predictable:developing individual credibility, increasing interpersonal skills, strengthening the abilityto strategize and promote goals, learning to coach others, gaining industry experience,and expanding negotiation skills.

Somewhere between being a first line and fourth-line manager, a massive leadershipshift takes place that requires developing a different skill set. The middle managementcrunch comes from the increasing expectations to not just be able to lead directreports against common goals, but to influence the growth and survivorship of theentire enterprise. This shift from individual to organizational leadership is tough and yetmost leadership development and reward systems remain overly devoted to individualleadership models.

When it comes to organizational leadership some argue culture is king. Others stake their fortunes on navigatingthrough changing times. Strategic decision-making and understanding predictable irrationality is a perennial favorite.And maintaining customer loyalty and expanding brand penetration is an inarguable dictum. The reality is that eachof these arenas is part of how organizational significance (meaningful viability) is maintained. Understanding the shift

from individual to organizational leadership is more than simply acquiring the skill to lead more and moreindividuals. It is rooted in the mentality that any leader is an actor in an organization’s stream of history and thatorganizational significance is not the product of any one person.

Ron Crossland is former Vice-Chair of Tom Peters Company and former

Chairman of Bluepoint Leadership Development. He is co-author of The Leader’s

Voice and The Leadership Experience. He has worked with talent from the boiler roomto the boardroom in eighteen countries. Over the past ten years he has worked withhigh potential managers seeking to make the cross over from individual leadership toorganizational leadership at Autodesk, Microsoft, Intel, New York Life, AT&T, andDeloitte.


Learn how the four components or organizational significance work as a system

Consider how to develop senior leaders who are focused on the organization

Learn a system for resolving organizational ethical decisions

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Exec Dev Program Descriptions