HR Leadership Academy€¦ · HR Leadership Academy “Business Expertise To Be C-Suite Ready” 2011 ... ♦ Understand how HR leaders can help marketing and sales better generate

HR Leadership Academy “Business Expertise To Be C-Suite Ready”

2011

Curriculum Overview

Executive Presence and Emotional Intelligence Leading Transformational Change

Strategic Planning, Execution and Alignment Leadership Legacy and Business Results

Strategic Innovation Financial Acumen and Business Analysis

Understanding Marketing and Sales The CAPstone™ Project

Designed and Presented By Corporate Sponsor

Table of Contents

Page 2 of 18 HR Leadership Academy: Curriculum Overview

PAGE

Introduction 3

Program Benefits and Who Should Attend 4

Day One: Leading Transformational Change Leadership Strategies That Really Work

5

Day Two: Change Implementation The GlobalTech ExperienceChange™ Simulator

6

Day Three: Leadership Legacy A Focus on Emotional Intelligence and Influencing Skills

7

Day Four: Executive Presence Strategic Focusing and Developing Presentations with Impact

8

Day Five: Financial Acumen What Every HR Leader Needs To Know About Finance

9

Day Six: Business Analysis for Strategic Initiatives The Science of Solving the Right Problem in the Right Way

10

Day Seven: Strategic Planning Tools to Ensure Strategy Execution and Alignment

11

Day Eight: Marketing and Sales Understanding Revenue Generation

12

Day Nine: Strategic Innovation Sensing, Creating and Capturing the Value of Innovation

13

Day Ten: The CAPstone™Project Implementing a Major Change Initiative Within Your Organization

14

Program Location The UGA Terry College of Business Executive Education Center, Buckhead

17

Application Form 18

Program Professors and Practitioners Photos and Short Bios of the Facilitators Involved in the Program

15


Introduction

Dear Applicant: Thanks for your interest in the HR Leadership Academy! SHRM-Atlanta and the University of Georgia’s Terry College of Business have joined forces to design an executive development program specifically for HR professionals who want to significantly increase their business acumen and strategic thinking skills. By offering this exceptional experience for metro-Atlanta, our vision is to help rising HR stars as they continually strive to be highly-valued strategic business executives. Limited to 40 participants, we expect these HR professionals will be the future Chief HR Officers in the Atlanta community. We have partnered to design and deliver an innovative training program that offers both professors and practitioners experienced in teaching the latest theory and best practices in the areas of...

♦ Strategic Change Management: Leadership Strategies That Really Work ♦ Change Implementation: The GlobalTech ExperienceChange™ Simulator ♦ Leadership Legacy: Leveraging Hard-Wired Behaviors for Business Results ♦ Executive Presence: A Focus on Emotional Intelligence and Influencing Skills ♦ Financial Acumen: What Every HR Leader Needs To Know about Strategic Finance ♦ Business Analysis: The Science of Solving the Right Problem in the Right Way ♦ Strategic Planning: Tools to Ensure Strategy Execution and Alignment ♦ Marketing and Sales: Understanding The Sources of Revenue Generation ♦ Strategic Innovation: Sensing, Creating and Capturing the Value of Innovation ♦ The CAPstone™ Project: Implementing a Major Change Initiative Within Your Organization

The rest of this document provides details on the program benefits, curriculum, and professor/practitioner photos and bios. If you are interested in the HR Leadership Academy, please complete the application form at the end of this curriculum document. If you have questions, please feel free to contact us at the email addresses and phone numbers listed below. We hope to see you on February 11, 2011.


Best Regards,

Diane Tuccito Dan Stotz Project Leader, HR Leadership Academy Director of Strategic Partnerships Executive Vice President, SHRM-Atlanta University of Georgia, Terry College of Business Phone: 770-390-8375 Phone: 404-842-4830 Email: [email protected] Email: [email protected]

HR Leadership Academy “Business Expertise To Be C-Suite Ready”


Program Benefits


The HR Leadership Academy has been designed by SHRM-Atlanta and the University of Georgia’s Terry College of Business. This is a customized executive development program specifically for HR professionals who want to significantly increase their business acumen and strategic thinking skills. The program offers in-depth training on the hottest leadership topics and the sessions are facilitated by experienced professors and practitioners using multi-media presentations, relevant team exercises, and highly-interactive case studies. Who should attend?

♦ HR professionals who are looking to advance their careers to the C-Suite level

♦ HR leaders who desire a better understanding of business acumen and strategic thinking

♦ HR leaders who will be required to drive significant organizational change and innovation

What are the benefits?

Program Participants will learn how to…

♦ Utilize a new realistic framework for planning, communicating and implementing transformational change

♦ Implement a holistic model that justifies the proposed change ♦ Take full advantage of strategic planning frameworks such as

Porter’s Five Forces, VRIO Framework, and Seven-S Model ♦ Recommend changes to improve strategy alignment in your firm ♦ Understand how your hard-wired behaviors impact your

leadership style ♦ Identify the best methods for building and leading high-performance teams ♦ Use emotional intelligence as a powerful tool in improve your influencing skills ♦ Incorporate strategic financial concepts into key HR processes ♦ Identify and overcome the challenges facing innovation in most organizations ♦ Better manage the innovation process, and innovation culture, using design thinking ♦ Develop new business analysis skills that help measure and improve key strategic processes ♦ Recognize process issues that get in the way of profitable growth ♦ Understand how HR leaders can help marketing and sales better generate revenue ♦ Establish a common language for discussing the importance of ethical decision-making ♦ Design a Change Action Plan (CAPstone™ Project) to implement a key change in your organization

What else should I know about the program?

The HR Leadership Academy offers an opportunity to...

♦ Earn a University of Georgia Certificate in Business Strategy that adds value to your résumé ♦ Develop life-time relationships with the other HR Professionals in the program ♦ Earn 58 strategic HR credit hours from the HR Certification Institute

We thank you in advance for taking the time to read this HR Leadership Academy curriculum document.

What are graduates of the HR Leadership Academy saying?

“I so thank you for putting the HRLA together. I have significantly enhanced my strategic thinking skills. Thanks for

making an impact on my life!”

— Rebecca Grandy, PHR HR Business Partner, Allstate Graduate of Spring 2010 Program

“Thank you for all of your hard work. The HRLA program has been amazing!”

— Sara McGinty Lerner HR Leader, nubridges, Inc.

Graduate of Spring 2010 Program

“If you seek advancement within the HR profession, this is the one program

I would highly recommend.”

— Neil Lenane, SPHR Director of HR, Progressive Insurance

Graduate of Spring 2010 Program


Program Module One, Day One, Friday, February 11, 2011

Leading Transformational Change Leadership Strategies That Really Work

“Insanity: Doing the same thing over and over again expecting different results” — Albert Einstein Popular wisdom suggests that fewer than 20% of all change initiatives are really successful. More alarming still for top managers, a survey of 1087 corporate directors, reported in BusinessWeek in 2005, found that 31% of CEOs fired by their boards were removed because they mismanaged change. Why is this happening?

This workshop will focus on why conventional wisdom about change, e.g. people naturally resist it, is wrong. Professor Emeritus David Herold, co-author of Change The Way You Lead Change: Leadership Strategies That Really Work, will lead dynamic discussions on why change success is a function of the complex interplay between the...

♦ Nature of the change

♦ Setting in which it takes place

♦ People asked to embrace it

♦ Process used to implement it

Participants will learn new realistic frameworks for thinking about change that will help the workshop participants better understand why so many change initiatives do not produce the intended results; and why managers at all levels play a critical role in planning, communicating, and implementing change.

The change management frameworks presented in this session are the result of an examination of more than 300 changes and over 8,000 individuals who have lived through them. In writing the book, Professors Herold and Fedor found that while almost all advice about organizational change focuses on a few steps applied to a single change, few people actually lived in a "one change at a time" environment; rather they lived on a "roller coaster of change," with overlapping changes being driven by different executives.

This session incorporates multi-media presentations, relevant team exercises, a guest speaker or panel discussion, and an opportunity to integrate the session’s content into your CAPstone™ project plan.

Expected Outcomes Participants will learn how to…

♦ Utilize a new and realistic frame-

work for planning, communicating and implementing change

♦ Communicate the importance of the different roles that leaders play during a change initiative

♦ Implement a holistic change model that defines and justifies the proposed change

♦ Effectively measure the progress and results of a change initiative


“Words cannot explain what a fabulous day of learning this has been.”

“I felt like the CEO panel was speaking directly to me...a great session today!”

“Dr. Herold was a knowledgeable and generous instructor...very engaging!”

“I loved Professor Herold’s passion about the topic and the CEO panel brought the content to life.”

“Wow! The program surpassed all of my expectations. Fabulous...thank you!”

“Dr. Herold was a realist and the information he provided was relevant and useful.”

What did participants of the last

HR Leadership Academy say about

this session?


Program Module One, Day Two, Saturday, February 12, 2011

Change Implementation The ExperienceChange™ GlobalTech Simulator: Testing Your New Change Management Skills

Excellence requires practice. This concept is well known to athletes, musicians, and doctors, but is rarely applied by business professionals. The UGA Terry College of Business has had tremendous success in using the GlobalTech ExperienceChange™ simulation as a way to bring the discipline of perfect practice to professionals interesting in mastering the art and science of change management.

Building change capability is a HR imperative. The ability to effectively manage organizational change is indeed a competitive differentiator. Firms may have similar strategies, and resources, but those that execute change better and faster will outdistance the competition.

The ExperienceChange simulator is a powerful education tool for managers and leaders. The Leadership Academy participants will have the opportunity to explore and quickly apply change best practices in a challenging business simulation.

The simulation focuses on Global Tech, a company fraught with realistic change challenges. Through careful application of change management best practices, the program participants, in small teams, will be asked to build stakeholder buy-in and lead the company to success. The teams will be instructed that Global Tech has hired them to save the company. With limited time and resources, the teams must identify the issues, create a change plan, and implement this plan in the face of company-wide resistance.

ExperienceChange™ is a web-based, multi-media simulation utilizing the change process and steps created by John Kotter in his book Leading Change. The simulation has been used by hundreds of organizations including General Electric, Johnson & Johnson, Microsoft, NASA, Nokia, and the U.S. Navy.


♦ Identify forces for and against

change

♦ Apply change leadership best practices

♦ Manage and overcome resistance to change

♦ Deal with the inevitable surprises that accompany change projects


“I loved the GlobalTech simulation. It provided a holistic view of what needs to be considered during a major change initiative.”

“Going through the change simulation was an eye-opening experience.”

“Great experience! The simulation really caused me to think differently.”

“A great way to learn how to implement a major change in an organization.”

“The simulator was awesome! Rick is a good presenter, very knowledgeable.”

“A good mix of presentations and group interactions. I had a great time today!”



this session?


HR Leadership Academy: Curriculum Overview Page 7 of 18

Program Module Two, Day Three, Friday, March 4, 2011

Leadership Legacy A Focus on Emotional Intelligence and Influencing Skills

“The emotional brain responds to an event more quickly than the thinking brain.” — Daniel Goleman Today, companies worldwide routinely look through the lens of Emotional Intelligence (EI) in hiring, promoting, and developing their employees. For instance, according to award-winning author Daniel Goleman, “Johnson and Johnson found that in divisions around the world, those identified at mid career as having high leadership potential were far stronger in EI competencies than were their less-promising peers. J&J and other firms around the globe continuously foster research that offers evidence-based guidelines for organizations seeking to enhance their ability to achieve their business goals or fulfill a mission.”

This session of the HR Leadership Academy will provide the levels of self-awareness necessary for improving leadership skills. Leadership experts, past and present, have found that self-awareness is the foundation of leadership.

The key content areas covered include:

♦ Understanding that you cannot be objective about others until you gain an objective view of yourself

♦ Discover your “Leadership Wiring” to lead others uniquely

♦ Use behavioral knowledge to understand team dynamics and address team dysfunctions

♦ Finding the right balance between results-oriented and relationship-oriented approaches

♦ Using emotional intelligence as a powerful tool to improve leadership and communication skills

♦ Learning proven methods for influencing others while developing trusting relationships



♦ Better understand why self-

awareness is the foundation of leadership

♦ Identify ones own natural or hard-wired behaviors to lead others uniquely

♦ Develop the right balance between results-oriented and relationship-oriented approaches

♦ Use emotional intelligence as a powerful tool to improve leader-ship and influencing skills



this session?

“Great session...presenters were well-engaged and passionate about their subjects.”

“I loved the assessment tools...can’t wait to apply the material within my team.”

“The RightPath information was very relevant. I especially liked the workbook.”

“Both presenters were engaging. Enjoyed the group discussions and exercises.”

“I could have listened to the RightPath presenter for another day—the information was fascinating...and thanks for taking such great care of us!”

“I left this session with lots of ideas on how to be a more effective leader.”



Program Module Two, Day Four, Saturday, March 5, 2011

Executive Presence Communicating and Presenting with Impact

“Many attempts to communicate are nullified by saying too much.” — Robert Greenleaf Communicating and presenting with impact is a key element in developing your executive presence, getting ideas heard and embraced, and positioning yourself for future promotions. This session will provide practical frameworks and tools for improving your communications strategies and skills in a way that effectively influences others while building trusted relationships. Connections will be made between the concept of executive presence and the notion of emotional intelligence which was covered in the previous session.

The Herrmann Brain Dominance Instrument (HBDI®) will be used as the foundation for developing communications strategies that respect the audience’s preferred way of thinking and communicating. The HBDI® methodology will be integrated with popular presentation approaches as described in Presentation Zen by Garr Reynolds.


♦ Improving executive presence by understanding the communication preferences of the different brain quadrants

♦ Designing a presentation that respects the optimal flow for communications that influence a “whole brain” audience

♦ Utilizing key tools for creating a powerful PowerPoint deck

♦ Assessing one of your recent PPT presentations against these new guidelines

♦ Understanding the power of mind-mapping to develop content for an upcoming presentation

♦ Using the concept of “Feed-Forward” to determine how to overcome a key communication challenge This session incorporates multi-media presentations, presentation effectiveness exercises, a guest speaker or panel discussion, and an opportunity to integrate the session’s content into your CAPstone™ project plan.


♦ Develop high-impact presenta-

tions that respects the optimal flow for communications that in-fluence a “whole brain” audience

♦ Utilize visuals to tell a story that will influence your audience to take action

♦ Effectively incorporate new tools for improving PowerPoint slides

♦ Use mind-mapping to better develop content for presentations

♦ Develop an Individual Action Plan for improving executive presence



this session?

“The entire day was extremely informative and useful...great speakers and content.”

“Donald, one of the executives on the panel discussion, was very informative! Great to hear from other senior HR executives on how to succeed at the C-suite level.”

“I look forward to using what I learned to enhance my personal brand and credibility.”

“Fantastic day! Relevant, applicable information was shared by all of the speakers.”

“Kimberly’s session was best part of the day! Wish she could have had more time.”

“The panel discussion and guest speaker were wonderful!”


Financial Acumen What Every HR Leader Needs To Know About Finance

“You don’t get paid for the hour. You get paid for the value you bring to the hour.” — Jim Rohn By understanding to what extent a particular unit, project or idea adds value to an organization, we can better allocate scarce resources and improve operational and financial decision making in a way that creates economic value. This workshop explores the tools and concepts that help us use financial data for decision making, analysis, and valuation. It will help participants to better communicate the basis of their decisions and compete successfully for scarce resources.

The Business Financial Acumen will incorporate and stress the practical application of finance tools to real-life HR issues, without sacrificing the theoretical rigor that will enable you to better apply what you learn in a variety of situations. The session will begin with a brief introduction to finance and a walk through several examples to demonstrate the most fundamental finance tools and techniques. We will then explore more fully each component of the basic valuation model and apply it in the context of various capital budgeting situations experienced by the company’s clients. The session’s key content includes:

♦ Basic valuation tools and techniques: the time value of money and basic stock and bond valuation.

♦ Understanding commonly used investment analysis tools: including IRR, payback and NPV, and the costs and benefits of each approach.

♦ Using discounted cash flow analysis to make capital spending decisions: identifying incremental cash flows, how to treat opportunity costs and sunk costs.

♦ Being prepared to defend your data: effectively using the investment analysis and cash flow analysis tools



♦ Incorporate fundamental finance

concepts into key processes that impact the HR function

♦ Utilize key analytical tools related to the fundamental concepts

♦ Apply the tools to solve HR prob-lems and use the problem solu-tions to make better decisions

♦ Improve communications with the company’s accounting and

finance executives

Program Module Three, Day Five, Friday, March 25, 2011




this session?

“Professor Linck did a great job of breaking the topic down for us in “layman” terms.

“I enjoyed the instructor, did a great job of making an intimidating subject enjoyable.”

“Homework might be useful for a deeper dive and retention of the information.”

“Final spreadsheet example that Jim shared brought the presentation altogether.”

“This session was very valuable in helping me quantify future HR initiatives that I want to implement in our organization.”

“The instructor took a subject that is not “top” on my list and made it very interesting.”


Business Analysis for Strategic Initiatives The Science of Solving the Right Problem in the Right Way

“It is a passion for solving extraordinary problems that creates the potential for extraordinary accomplishment.” — Gary Hamel, author of “The Future of Management” The goal of today’s professional business analyst is to ensure that business operations align with strategy and that technology aligns with business. To accomplish this, analysts must have the techniques and mindset for bringing diverse teams to consensus on the desired ways of doing business. This should include the ability to analyze all aspects of the business—processes, information, locations, events, and people.

With the ever-increasing complexity and pace of change in today’s business environment, Business Analysts need to transition to a higher level of responsibility and performance. For many, this transition has not been straightforward or simple. Rarely is there consensus within an organization on (1) the underlying approach to be followed in discovering and analyzing the business and its requirements, (2) how requirements should be documented and transformed into systems that fit the business, or (3) the distribution of roles and responsibilities between business analysts and project managers. Participants will gain an understanding of business analysis, including:

♦ Overview of Business Analysis: What is Business Analysis? Causes of Project Failure, Evolution of the Business Analyst Role, and Promoting a Vision of the Professional Business Analyst

♦ Five Premises of the BA Mindset: Business Driven, User Centric, Appropriate Enabling Medium, Situations are Unique, and Professionalism

♦ Project Framework and Context: Core Principles, Path to a Solution, Project Framework, Business Aspects, Difficulties with the Business, and Difficulties with Solution Providers



♦ Develop business analysis skills

that help an HR leader to better identify, measure, and improve key strategic processes

♦ Recognize process issues that get in the way of profitable growth

♦ Utilize business analysis method-ologies to improve the HR strate-gic planning process

♦ Communicate the “Path to a Solu-tion” methodology and framework

Program Module Three, Day Six, Saturday, March 26, 2011




this session?

“I loved Richard, the facilitator, and the Advanced Strategies materials.”

“The concept of A Path To A Solution was helpful and I will use it in my work.”

“I really enjoyed today’s session...I plan on using the methodology with my leaders.”

“Richard was engaging and his stories brought life to the material. His ability to “make it personal” was refreshing.”

“Very practical ideas/tools and very engaging speakers.”

“The guest speaker started out a bit dry and monotone but eventually reeled us in.”


Program Module Four, Day Seven, Friday, April 15, 2011


Strategic Planning Tools to Ensure Strategy Execution and Alignment

“However beautiful the strategy, you should occasionally look at the results.” — Sir Winston Churchill, 1874-1965, English Statesman In times of economic uncertainty and increased competition, strategy execution and alignment has become a required competency for leaders at all levels of the organization. This session offers highly-interactive discussions on how to develop and implement an effective strategic planning process.

Strategy is about moving the organization forward. But moving forward requires work in the here and now. As we work to see things differently, we must never neglect realities that remain fundamentally the same. This session includes focused discussions on:

♦ Creating and sharing a vision ♦ Gathering multiple inputs ♦ High-level cognitive activity ♦ Anticipating and creating the future ♦ Revolutionary thinking

Professor Amason will also provide an overview of time-proven strategic planning models including:

♦ Porter’s Five Forces Model: Bargaining power of customers, threat of new entrants, threat of substitute products, competitive rivalry with an industry, bargaining power of suppliers

♦ The VRIO Framework: Value, Rarity, Imitability, Organization

♦ The Seven-S Model: Strategy, shared values, structure, system, staff, style, and skill

♦ Value Chain Analysis: Defining core competencies and the sources of competitive analysis



♦ Utilize strategic planning to create

and share a compelling vision

♦ Take full advantage of planning models such as Porter’s Five Forces, VRIO, Seven-S and Value Chain analysis

♦ Communicate the importance of strategy execution and strategy alignment

♦ Recommend changes to improve strategy alignment in your firm



this session?

“This was the best program session yet. Professor Amason was brilliant.”

“Dr. Amason was very engaging and funny! The guest speaker was excellent too.”

“Engaging speaker, good tips and tools. I learned a lot about strategic thinking!”

“Very good content! This session aligned well with the module on business analysis.”

“Dr. Amason presented strategic thinking in a way I can fully understand and get excited about...very practical tools.”

“I liked the strategy on top of economics...this session was very thought-provoking.”


Program Module Four, Day Eight, Saturday, April 16, 2011


Marketing and Sales Understanding Revenue Generation Marketing and Sales are two functions working the same process—the Buying Process. Where Marketing ends and Sales begins varies widely from company to company. Instead of a careful analysis of the process, skills, and market preferences and needs, most companies draw a line based on politics, power, and dogma; “Qualification is a sales activity!” “Marketing should not be calling customers!” “I’ve always done it this way!” Regardless, bridging the “gap” successfully means defining, tracking, and supporting the buying process. The major topics for this session include:

♦ End-to-End Process: Know your buyer’s process and who “owns” each step of that process—on the buyer and seller side.

♦ Seamless Hand-Off: Wherever you decide to “hand off” the prospect, that point should be monitored carefully and appear seamless to the prospect. Full, real-time visibility is a must.

♦ Enabling Technology: Use one system, one dashboard to manage this process. Sales and marketing using the same system, seeing the same information is critical to alignment.

♦ End-to-End Sales and Marketing Messages and Tools: Ensure marketing and sales work on messages, content and tools that support the ENTIRE buying process. How many times do you see terrific marketing communications or “marcom” that works for webinars and direct response, but the Sales Team is essentially “naked” with nothing that works in their environment.

♦ Cascading Metrics: Metrics should be aligned and cascade from the goal—revenue. People, process and technology need to be aligned across the buying process for Sales and Marketing to be a successful partnership.



♦ Bridge the gap between sales

and marketing by successfully defining, tracking, and supporting the buying process

♦ Identify the buyer’s process and who “owns” each step of that process

♦ Ensure that marketing and sales work together to develop mes-sages, content, and tools that support the entire buying process



this session?

“The speaker was absolutely awesome. Content and delivery exceeded my expectations!”

“Ken did an excellent job of blending lecture with dialogue and group exercises.”

“Dr. Bernhardt’s use of example vs. stories was very helpful and he connected.”

“I loved the whole day. Ken did a great job tying in real-life examples to the material.”

“Fascinating topic...I didn’t realize marketing was so connected to HR.”

“The guest speaker on personal branding was a great addition to the program.”


Program Module Five, Day Nine, Friday, May 13, 2011




this session?

“This was excellent! I really enjoyed the content and the teaching style.”

“Excellent balance of theory and application. I loved the group exercises.”

“I like group exercises and the professor made good use of this teaching technique.”

“Was a terrific day of content and presentation. Very usable tools with excellent breakout activities. One of the very best sessions. A great, great day!

“The content was very good today. Activities were very easy to follow.”

“I learned a lot about strategic innovation that I can apply right away.”


Strategic Innovation Sensing, Creating, and Capturing the Value of Innovation

“Don’t be trapped by dogma—which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice.” — Steve Jobs, Apple Strategic innovation is one of the hottest topics being discussed at the senior-executive level in both for-profit and not-for-profit organizations. Innovation is fast-becoming the most important core capability that a company needs to deliver higher levels of value to customers, achieve better margins, and differentiate themselves from competitors. Successful companies know how to tap a higher level of cognitive agility creating better products, services, and business models.


♦ Developing a deep, rich understanding of what your customers and end-users want

♦ Determining the direction the market needs to take and defining where future opportunities will emerge

♦ Establishing a natural rhythm and flow of new ideas

♦ Implementing a step-wise innovation process for refining your existing top ideas to increase reward and reduce risk

♦ Helping big new ideas to “cross the chasm” and ensure a working innovation commercialization plan

Strategic Innovation refers to the development of game changing ideas, like the i-Pod, facebook.com, or Bank of America’s “Keep-the-Change” program. These ideas became innovations that were inspired by uncommon connections and were enabled by high levels of mental flexibility, openness, and vigilance. This session incorporates multi-media presentations, exercises based on HBDI®, introduction to the “knowledge wheel,” and an opportunity to integrate the session’s content into your CAPstone™ project plan.


♦ Effectively sense, create, and

capture the value of innovation

♦ Overcome the challenges facing innovation in most organizations

♦ Better understand the concepts of “misfits” and creative abrasion

♦ Bring key organizational elements together to drive profitable, and sustainable innovation

Program Module Five, Day Ten, Saturday, May 14, 2011


The CAPstone™ Project Implementing a Major Change Initiative Within Your Organization “Future HR leaders will need to be credible activists for transformational change.” — Dave Ulrich In order to successfully complete the HR Leadership Academy, and receive the UGA Terry College of Business Advance Certificate in Business Strategy, program participants must complete a CAPstone™ Project for implementing a future change project within their organization. The CAPstone™ Project is developed by the participant by utilizing the key concepts learned in the program to effectively plan, communicate, and implement a change initiative identified as important and strategic by their company’s senior executive team. The CAPstone™ Project will focus on leading a major change initiative using everything they learned during the program, especially the Change Model (pictured above) developed by Professor Emeritus David Herold. According to Dr. Herold, to be effective, the Change Model presumes that WHAT has to change has been determined or selected by the Executive Team after very careful analysis and consideration. Thus a strategic decision has been made to introduce a major change involving organizational systems, processes, structures, people, or business models. The white boxes and arrows down the middle (pictured above) represent the way change is often handled. The blue boxes and arrows represent the critical missing elements and options that are too often ignored during the change management process. According to validated research, it are these missing factors that explain why most change initiatives do not generate the expected outcomes. The final day of the program will be used as an opportunity for the participant teams to present their initial CAPstone™ outline to the rest of the class, and perhaps invite select executives to attend, to gain their initial feedback and advice before moving forward. The goal is to help HR leaders play a key strategic role in improving change planning, communication, and implementation across their entire organization.


Program Professors and Practitioners—Page 1 of 2


David Herold, Ph.D., is a Professor Emeritus in the University System of Georgia who teaches in both custom and open-enrollment executive education programs conducted by the UGA Terry College of Business. His research has been published in the major management and psychology journals, and he is a popular educator with executive audi-ences. He is the co-author of Change The Way you Lead Change. David’s areas of specialization include leading change, talent management, organizational design, and performance feedback. He has taught in customized leader-ship programs for numerous Fortune 100 companies in multiple industries including healthcare, manufacturing, high technology, and professional services. David earned his Ph.D. in Organizational Behavior from Yale University.

Rick Brandt, Ph.D., is the President of Consulting Services for the TalentQuest Corporation which is a UGA Terry College of Business strategic partner. Rick works directly with clients in the areas of strategic organizational develop-ment, leadership development, and executive coaching. He has focused the second half of his career specializing in leadership development, executive coaching, succession planning and talent management system development. Rick has been an active leader in the creation and implementation of talent management and leadership development systems for Fortune 500 companies as well as mid-size firms. He earned a Doctorate degree in psychology from The University of Southern Mississippi. Rick is a member of the American Psychological Association.

Kimberly Douglas, SPHR, President of FireFly Facilitation, Inc., a Terry College of Business strategic partner, is a recognized expert in helping leaders creating a communicating a compelling strategic plan—and then building the strong team to make that vision for success a reality. She has worked with hundreds of teams over the last 15 years, in such organizations as Coca-Cola, Home Depot, AT&T, and even the U.S. Marine Corps. Kimberly holds a master of science in industrial/organizational psychology and author of The Firefly Effect. Prior to founding FireFly ten years ago, Kimberly was an organization effectiveness manager for Coca-Cola; a Director of Consulting with the Hay Group; and served in senior HR leadership roles in the healthcare, telecommunications, and hospitality industries.

Dale Gauthreaux, Ph.D., is director of the Institute for Leadership Advancement which is a multi-disciplined unit within the University of Georgia Terry College of Business. Dale has over 20 years of experience in leadership and executive coaching and is a founding partner of Accelerated Growth Resources, a leadership and organizational effectiveness consulting firm. Since 2000, he has been a senior manager in the human resources and organizational effectiveness units of Capital One Services Inc., a wholly-owned subsidiary of Capital One Financial Corporation. Virginia-based Capital One is a Fortune 200 corporation that is ranked a top 20 leadership development company by Hewitt Associates. Dale earned a Ph.D. in organizational communication from Purdue University.

Richard Branton is co-founder of Advanced Strategies, Inc., a Terry College of Business strategic partner. Advanced Strategies is a consulting and training firm specializing in developing consensus on problems and solutions for large complex problems. Richard has more than 30 years of experience in strategic planning and business analysis. He is well-known as a pioneer in the field of Business Analysis and is a popular consultant and speaker. During his career, Richard was Manager of Data Administration for the Southern Company where he often felt frustration at seeing soft-ware development initiatives fail, be scrapped, or be completed but never used; so he started a program to address this concern and the premise of "error-free" software was conceived.

Mike Allred is the founder and president of SalesLeaderDNA, a sales leadership consulting firm based in Atlanta. With more than 30 years of experience as a salesman, sales manager, general manager, and CEO, Mike brings unique depth and breadth to his role in helping executives better understand revenue generation and the role they play in developing a market-driven organization. Mr. Allred is also the founder of The Allred Company which provides consulting services related to revenue generation to Boards all across the country. Business leader Lang Lowrey calls Mike Allred “the grand master of sales who has it all—great sales experience in the legendary Xerox organization and an enviable track record as a CEO.”

Allen Amason, Ph.D., is an Associate Professor of Management at the Terry College of Business and a leading authority on issues related to strategic decision making, strategy alignment, managing team conflict, values and leadership in top management teams, and organizational performance. Allen has taught numerous courses at the Executive MBA level and received The Terry College of Business Outstanding Teaching Award in 2006. He is the author or co-author of numerous articles published in prominent business publications, including the popular leadership article “Improving The Performance of Top Management Teams.” Allen is past Senior Associate Editor for the Journal of Management. He earned a Ph.D. in Strategic Management from the University of South Carolina.


Program Professors and Practitioners—Page 2 of 2


Tonya McKinney is a veteran of startups and large enterprises ranging from Newmerix and OnTarget to SBC and Siebel. Tonya has proven time and time again that she can get a range of innovative software products to market and exceed revenue targets. More importantly, she leads and inspires her teams to reach new levels of performance. Tonya is currently the Vice President of Marketing at Computer Associates, Inc., a highly-respected business consult-ing and software development company. She is a very popular speaker on the subject of integrating sales and marketing strategies. Tonya has a Bachelors of Science in Marketing from Texas Christian University and a Masters of Arts in Technical Communications from the University of North Texas.

Paul J. Voss, Ph.D., is president of Ethikos, LLC, which is an UGA Terry College of Business strategic partner. Paul is an award-winning professor, gifted public speaker, and published author. He lectures nationally and internationally throughout the year on a wide variety of topics including ethics, leadership, Shakespeare, the Renaissance, marriage, and family. Paul has delivered executive-level workshops on leadership and ethics for numerous Fortune 100 corporations including the FBI Crime Labs, Global Payments, GE Energy, British Petroleum, and the Home Depot. He is currently working on a new book about Machiavelli, business ethics, and leadership. Paul earned his Ph.D. in English Literature from the University of California at Riverside.

Shannon Schultz is consistently recognized as a guiding presence in transforming the way organizations operate to improve performance. Through a seasoned blend of systems change strategy, group process facilitation, and executive coaching, Shannon guides organizational change and increases people’s capacity to lead it. She founded Schultz Consulting Group in 2003 after 10 years of marketing roles in advertising, public relations, research and product development and four years of internal corporate consulting. Shannon holds an M.B.A. in Marketing and Strategic Management from the University of Georgia and a B.A. in Journalism from the University of North Carolina. Her certifications include Accredited Public Relations (APR) and Certified Professional Coach (CPC).

Jerry Mabe is CEO and co-founder of RightPath Resources, Inc., a leadership and talent development company. Jerry’s blend of experience as a corporate officer and executive in the Fortune 500/1000 arena, and as a successful entrepreneur, offers a unique quality as an executive coach and leadership development consultant. He serves as a senior executive consultant as well as being a keynote and conference speaker at various professional and trade associations around the United States. RightPath® partners with companies throughout the United States and include: AT&T, Southern Company, Coca-Cola, The Weather Channel, State Farm, to name just a few. Jerry is a graduate of the University of North Carolina at Chapel Hill with a B.S. degree in Industrial Relations.

Jim Linck, Ph.D., is an Associate Professor in Banking and Finance at the Terry College of Business and a leading authority on issues related to corporate finance and corporate governance. Jim has taught numerous courses at the MBA and Executive MBA level in the areas of managerial finance, valuation and financial statement analysis, and corporate control, among others. He is well-known for his use of innovative approaches to teaching across a variety of programs, and has received numerous teaching awards. Prior to entering academia he held various accounting and finance positions at businesses such as Intel, NCR, Ernst & Young, and IBM. He earned a Ph.D. in Finance from Arizona State University, and an MBA from the University of Michigan.


David Sutherland, Ph.D., is a University of Georgia Terry College of Business Adjunct Professor who teaches innovation in the Executive MBA program. He is an international expert in the area of innovation management and the application of new cognitive models to create great business ideas. David has worked with companies like BMW, Apple, Nike, and Bank of America to tap their “latent innovation potential.” He consults and lectures to companies on five continents. Dr. Sutherland is Founder and Managing Director of The Launch Institute, an international firm focusing on strategic innovation. The Launch Institute has effectively designed and delivered customized programs for numerous Fortune 100 companies. David received his Ph.D. from the Darden Business School, U of V.

Luis Martins, Ph.D., is an associate professor of management at the McCombs School of Business at The University of Texas at Austin. Prior to joining UT, he was on the faculty of the College of Management at the Georgia Institute of Technology. He earned his Ph.D. in Management and Organizational Behavior from the Stern School of Business at New York University. Dr. Martins conducts research and consults on the role of managerial and group cognitive factors in performance, innovation, and change. His research has appeared in several top management journals. Dr. Martins has taught innovation management and organizational behavior in graduate, doctoral, and executive programs. He has taught executive development programs for Accenture, Coca-Cola, GE, McKesson, and NASA.

The UGA Terry Executive Education Center



The Terry College of Business "home away from home" in Atlanta is the Terry Executive Education Center.

The HR Leadership Academy described in this document will be held in the Terry Executive Education Center located at 3475 Lenox Road in the heart of Buckhead. Designed with an eye toward maximizing each executive's educational experience, the Center features tiered state-of-the-art executive classrooms, conference rooms, and break-out meeting spaces.

Thanks to its prominent location on Lenox Road directly across from Lenox Square Mall, executive education program participants can avail themselves of all the Buckhead business and entertainment district has to offer, including retail shopping, fine dining and nightlife. When overnight lodging is required, UGA Terry has a special arrangement with the Marriott Buckhead.

The Terry Executive Education Center is easily accessible from nearby limited access highways (I-85, I-75 and Ga. 400) or by Atlanta's rapid transit system (MARTA). Hartsfield-Jackson International Airport is a 20-minute drive to the south and can be reached by MARTA train from the nearby Lenox or Buckhead stations. A MARTA station is only two blocks from the UGA Terry College of Business building. Secured parking is provided in our adjacent multilevel garage.

Terry Executive Education Center Highlights

♦ WiFi cloud for wireless computer network access throughout the building's 25,000 square feet ♦ Easily adaptable space for customized executive programs ♦ An executive education center staff dedicated to providing the highest level of customer service

♦ Located next door to the newly-renovated Marriott Buckhead Hotel and Conference Center which offers… — Buckhead restaurants, Lenox Square Mall and Phipps Plaza Mall all in walking distance — Upscale Marriott in Buckhead featuring a recent 50-million dollar hotel renovation — Newest IAAC Certified Conference Center in Atlanta. 25,000 square feet of space on 2 levels.

Application Form

There are two easy ways to begin the application process...

OPTION ONE

Online: Visit the SHRM-Atlanta web site at www.shrmatlanta.org and complete the online application form. OPTION TWO

Fax-Back: Provide the information requested below and then fax the completed form to 404-240-0998.

Individual Name __________________________________________________________________

Email Address __________________________________________ Phone ___________________

Job Title _______________________________________________________________________

Company Name __________________________________________________________________

Mailing Address __________________________________________________________________

City _________________________________ State ______________ Zip Code _______________

Résumé Requirement: Email your résumé to [email protected] or fax it to 404-240-0998

Letter of Support Requirement: Email or fax a letter of support from your direct supervisor

APPLICATION AND PROGRAM FEE

SHRM-Atlanta and the UGA Terry College of Business has established an Application Committee to review all of the application forms and to help applicants determine if the HR Leadership Academy will best meet their professional development needs. The class size is limited to 40 participants.

Program Fee: $4,900 per person, Early bird fee $4,400 if payment received by December 31, 2010.

Special Notes:

Payment plans and a limited number of partial scholarships are available

Questions regarding application process—contact Mary Lynn Miller, SHRM-Atlanta, at 404-442-7335

Questions regarding program content—contact Dan Stotz, UGA Terry College, at 404-842-4830



Documents

HR Leadership Academy€¦ · HR Leadership Academy “Business Expertise To Be C-Suite Ready” 2011 ... ♦ Understand how HR leaders can help marketing and sales better generate