Tailoring Your Program
Participants in our custom executive education programs can choose from any
of the modules below for the design of their program.
Leadership & Human Capital Management
Assessment Debrief – What Kind of Leader Are You: Seeing ourselves as others
see us is the age-old prescription for increased self-awareness and personal improvement.
It’s also a very good way for managers to develop their leadership skills. Once
the assessments are debriefed, managers will be supported in creating an Individual
Development Plan with actionable steps and measurable benchmarks.
Creating and Sustaining a Learning Organization: Peter Senge’s vision of a learning
organization as a group of people who are continually enhancing their capabilities
to create what they want to create has been deeply influential. This session looks
at the five disciplines central to learning organizations and examines elements
of culture, structure and process that must be present to sustain the practice of
Emotional Intelligence and Executive Derailers: This session will focus the learning
on emotional intelligence, the individual, and his or her own leadership strengths,
weaknesses, and potential “executive derailers.” Executive derailers are strengths
that, when over-emphasized, can become liabilities in the workplace. For example,
diligence when carried to an extreme, can lead to perfectionism and over criticality,
a negative in the workplace.
Increasing Organizational Capability Through Diversity and Inclusion: Organizations
which tie diversity and inclusion to their business strategy increase performance,
productivity and customer satisfaction, bringing together a wide range of perspectives,
skills and experiences to innovatively solve problems. How can an organization leverage
diversity to increase organizational capability? After this session, participants
will be able to 1) Understand diversity and its role as a business and individual
success factor, 2) Recognize individual frames of reference and filters and understand
their impact on meeting business objectives, and 3) Work more productively with
team members, leveraging skills and experiences to meet goals.
Leadership Development – Making Your Organization a Talent Factory: Effectively
identifying and developing talent are critical levers for establishing a strong
leadership pipeline. Research suggests that while organizations use multiple strategies
for developing high-potentials, the processes used to identify key players remains
largely subjective. This workshop will enhance participants’ knowledge of practices
for developing bench strength and highlight challenges and biases that leaders face
when developing and implementing talent management practices.
Leading Change: Feeling overwhelmed by the weight of work? Daunted by the challenges
of public service leadership in this fast-paced world? This session examines the
importance of psychological resilience in the success of planned organizational
change. Explore the role that resilience plays in both executives' and their employees'
critical change attitudes and behaviors, and discover how resilience can be developed
and managed more effectively in both parties.
Leading Through Effective Communication: The ability to communicate clearly and
convincingly to employees, peers, customers, and executives is a critical part of
leadership. This course explores best practices in internal and external communication
and the role of communication as a leadership tool to convey information, motivate
employees, and influence upper level management. At the end of this module, participants
will be able to: 1) Manage interpersonal communication to achieve goals, 2) Create
communication strategies for building effective relationships and 3) Advance careers
by communicating their personal brands.
Negotiation: This highly experiential workshop will improve participants’ negotiation
skills and capacity to acquire and effectively use power. By using assessment tools,
skill-building exercises, and exercise debriefings, the workshop will increase participants’
negotiating self-confidence and improve their capacity to achieve win-win solutions
to individual, team, and organizational problems. In addition, this experiential
session will enhance participants’ analytical skills, interpersonal skills (e.g.,
attending to social and emotional cues and adjusting accordingly), creativity (e.g.,
identifying creative solutions to conflict), risk-taking, and persuasive abilities.
As a result of taking this course, participants will be able to(1) diagnose their
own negotiation and conflict style tendencies (e.g., their strengths and development
needs in various negotiation areas), (2) better understand the negotiation process,
bargaining strategies, tactics, and their effects; (3) analyze conflict situations
and effectively prepare for a variety of individual and team negotiations; (4) develop
and implement a plan for improving their negotiation skills; and (5) improve their
ability to negotiate desired outcomes in work situations while developing partnering
Organizational Culture and the Empowered Voice: Organizations where team members
are encouraged to talk about mistakes and share observations about improvements
are positioned to provide greater learning. This thought-provoking session will
provide participants with an opportunity to consider the culture at their organization
and to come up with their own ideas for empowering their teams to speak out.
Strategic Human Capital Management: This session focuses on developing the concepts,
frameworks, and skills that are important to be effective leaders and to successfully
manage human capital. Using exercises, cases, role plays, and classroom discussion,
this session will cover a range of topics including: 1) Strategic management of
human capital, 2) Specification of the skills and competencies requisite for job
success, 3) Recruiting and selecting employees to fit the job and the organization,
and 4) Appraising, providing feedback, coaching and improving performance. All of
the topics selected for discussion are critical ones that every professional needs
to know, regardless of functional area (not just HR professionals). These issues
will be examined from both a strategic and a tactical level and should be relevant
to all practicing managers and leaders.
What Makes a Leader: How is leadership different from management? What kind of
leadership is called for in your workplace? How do you define your own leadership
style and how can you learn to calibrate it to match different challenges? At the
end of this module, participants will be able to: 1) Identify key features that
improve leaders’ effectiveness, and 2) Understand their own personality characteristics
and talents and how these affect the way they interact with others.
Finance and Economics
Financial Management: For managers to contribute fully toward achieving the organization’s
financial goals, it’s imperative that they understand the financial metrics that
are used. This session examines how the decisions that individuals make impact financial
metrics. This session will link the participants’ day-to-day decisions to their
organization’s strategic and financial goals, using examples relevant to the organization.
The Global Economic Environment: To be successful, firms must align their actions
and strategies with the external environment. The national and international macroeconomic
environment, with its complex fluctuations of outputs, interest rates, prices and
exchange rates is of great importance to virtually every business. Moreover, the
global economy is highly dynamic, as witnessed by key players such as the EU, Brazil,
Russia, China, and India. Finance leaders must be aware of changes in this environment
and the implications of these changes for their own companies. In addition, they
must be able to analyze the impacts of national policies (including fiscal policy,
monetary policy and trade policy) on their companies. This module is intended to
provide the participant with the tools necessary to intelligently interpret the
national and international economic environment, including the impact of economic
policies on the economy and the firm. More specifically, our objectives are to go
over the key elements in the global economic environment most relevant to the industry
and discuss the effects on companies from past, present and future changes in the
Strategy and Innovation
Creativity and Innovation: In this session, participants will be exposed to and
will apply the concepts of Idealized Design to explore new strategic possibilities
and transform the current way of solving problems. Upon completion of this session
participants will be able to 1) Reduce some of the barriers to creativity in the
workplace, 2) Challenge daily business routines and processes and explore new ways
of doing business, 3) View old problems from a different perspective and generate
Strategic Thinking: To be a successful manager, you need to master the skills
that characterize strategic thinking--from examining situations to interpreting
information--and know how to apply those skills on the job. This course will highlight
the importance of utilizing strategic thinking and methods within a holistic, collaborative
perspective, one that recognizes a balance between efficiency, and effectiveness;
between planning and action; between problem solving and problem dissolving; the
voice of the process and the voice of the customer; and between short-term and long-term
implications for the organization. This approach is not only relevant; it is essential
to organizations and individuals in seeking to create a viable future.
Strategy and Innovation for Customer Value Creation: Today’s complex and challenging
world demands that leaders continuously assess and adjust how they see the world
and how they interpret it. The ability to adopt different perspectives, operate
with multiple mindsets, be nimble and responsive is at a greater premium than ever
before. In this session we explore practices to adopt a disciplined process to innovate
continuously, by identifying, and helping remove the obstacles that prevent innovation
from flowing freely, and by keeping the company focused on continuous customer value
creation that results in new value for the customer and in sustainable profitability.
Systems Thinking: This module delineates ideas and methods executives need to
overcome operational and strategic complacency and how to deal with the complexity
and uncertainty associated with the future. Foundational components of “systems
thinking” will be presented. Participants will be able to translate key concepts
into practical applications within the organization.
Introduction to Action Learning Projects: This session will establish the framework
and guidelines for a successful Action Learning Project. Participants will receive
best-practice advice on how to decompose their “problem statement”, and begin the
process of delving into tasks that will need to be completed prior to their final
presentation at the end of the program. The tools and techniques taught in this
session are valuable not just for the immediate completion of the project, but also
for future projects they may undertake.
Leadership Lessons from Gettysburg: The Smith School and the Gettysburg Foundation
have partnered to co-develop leadership programs that integrate the lessons from
Battle of Gettysburg, on the battlefield in Pennsylvania. The Battle of Gettysburg
was a pivotal moment in American history. Communication, decision-making under pressure,
innovation, influence and persuasion—all of these were employed with varied results
during the conflict that served as the turning point of the Civil War. Ordinary
men were placed in extraordinary situations. Some led effectively. Some did not.
Your organization faces many of these issues today—empowerment, accountability,
adaptability, strategic thinking, vision, execution and team building.
Site Visit to the Capitol: Visit to the U.S. Capitol with former Rep. Jim Moody
(D-WI), including individual meetings with Members of Congress, visit to hearing
and briefing on committee work. Participants will gain insights from our network
of Public Affairs professionals about best practices for inquiry and advocacy on