Emerging Executive Program Leading Change: Inspiring Action and Getting Results

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1 Emerging Executive Program Leading Change: Inspiring Action and Getting Results Overview: Redefine what is possible for you and your organization. This intensive six month program is designed for Emerging Executives who want to create mastery in their leadership practice by learning to adaptively lead change and create sustainable results. The program s curriculum, as described on the attached pages, is experiential by design. Each participant is asked to apply the program teachings, in-between sessions, within the context of an organizational project that is requiring a shift in mind-sets and challenges the status quo. Participants will receive both group and individual coaching from one of the experienced Program Leaders throughout the six month program. Learning goals include: Mobilizing others by connecting to individual and organizational purpose; Improving one s own relationship with conflict and ambiguity when leading change; Creating a conversational environment for future based language to transform how situations occur; Maintaining perspective and eliciting other s discretionary energy through the turbulence of change. Program Leaders: The program is co-facilitated by two master s prepared Program Leaders with a combined 40 years of experience in advising senior executives, leading corporate teams, teaching at Harvard University and Oxford University, and having earned certifications in Leadership Coaching and Human System Dynamics. Attached are their full bios. Schedule: Full-day sessions June 17, August 19, and October 14 at The International Golf Club, in Bolton, MA Scheduled group calls in July, September and November Individual coaching calls with a Certified Leadership Coach throughout the program Audience: This program is specifically targeted for high performing, emerging executives at the senior manager and/or director levels, as well as individuals new to executive leadership roles and leading change. We intend to bring the best and brightest executive leaders together for a powerful and practical learning experience. Benefits: Expand your leadership competence, experience the difference you can make in leading organizational change Gain a new level of mastery and achieve measurable progress toward a change management project Accelerate the change you want to see through the encouragement of your program coach and peers Join a community of executive leaders committed to deepening their capacity to adaptively leading change This activity has been approved for 21 (HR (General)) recertification credit hours toward California, GPHR, PHRi, SPHRi, PHR and SPHR recertification through the HR Certification Institute. Investment: The six month program investment is $5500 per participant. This investment covers program materials, meals during the all-day sessions at The International Golf Club, and personalized coaching with a Certified Leadership Coach for the length of the program. For more information or to register contact Tim Chase at

2 Day 1 - Mobilizing People and Getting Results 8:00 8:30am Continental Breakfast 8:30-9:30 Welcome and Overview: Framing conversation laying out the overall initiative, how the group will learn together and the purpose for practicing leadership. 9:30 11:00 Generating a Persuasive Case for Action The Persuasive Case for Action answers the question that is always in the background: why should we do anything new now? This question is sometimes posed as why invest organizational time, money and other resources to take action now? The Persuasive Case for Action emerges to answer the questions If no action is taken where will we end up?, and If we don t act now what risks will be exposed and what opportunities will be missed? 11:00 11:15 Break 11:15 12:15 Choices Leaders Face in the Roles They Choose The first key Change Leadership distinction identifies the difference between being and not being in charge. As a leader, your role has great impact on how you can operate, with whom and on what. Through small group work, participants refine their language around exercising leadership and building formal and informal authority and when each is best employed. 1:00 3:00 Identifying the Work to be Done Framework Introduction - the second key Change Leadership distinction identifies the difference between Technical problems and Adaptive challenges, how to recognize leadership challenges and how to generate productive disequilibrium to create progress. 3:00 3:15 Break 3:15-4:00 Diagnosing Leadership Challenges Introduction and whole group practice of peer consulting methodology. 4:00-4:15 Assignment and Work In-Between Sessions Describe in-between session expectations and coaching sessions.

3 8:00 8:30am Continental Breakfast 8:30 9:00 Debriefing Day 1 Day 2- Leading People into the Future 9:00 10:00 The Conversational Environment to Future-based Language The Conversational Environment to Future-based Language examines the conversations that need to be ended and what new conversations need to be started. This module identifies the default future if no change is made in the organization. Future-based language shifts the organizational conversation and transforms how situations occur to others. 10:00 10:15 Break 10:15 11:15 Thinking and Acting Politically What does it take to operate inside a web of human relationships and dynamics? This session identifies six key relationships that can drastically Increase your chances of success if managed successfully as a leader. 11:15 12:15 Leadership Conversations To move forward, off status quo, requires skillful conversation to surface and resolve competing commitments while preserving relationships. This module is an introduction to this important skill set and helps each participant understand their own relationship with conflict and ambiguity. 1:00 2:15 Understanding How we Get in Our Own Way An experiential activity completed in pairs and in the large group. This activity identifies the barriers to performance and potential ways as leaders to move selves and others forward. 2:15 3:15 Engaging Key Stakeholders The module provides participants strategies for engaging stakeholders in a conversation about their ambitions and intentions for moving forward. 3:15 4:00 Peer Consultation Analyzing Leadership Challenges Peer Consultation and Facilitator Coaching on Individual Leadership Challenges. 4:00-4:15 Assignment and Coaching In-Between Sessions Describe in-between session expectations and coaching sessions.

4 8:00 8:30am Continental Breakfast 8:30 9:00 Debriefing Day 2 Day 3 Creating Habits for Sustainability 9:00 9:45 Peer Consultation Analyzing Leadership Challenges Peer Consultation and Facilitator Coaching on Individual Leadership Challenges. 9:45 10:45 Seeing the System The Emerging Executive Program adds three critical key components to traditional stakeholder analysis to illuminate the system s factions and creates strategies for mobilizing people across traditional loyalties. The tools and concepts are applied to the individual leadership challenges. 10:45 11:00 Break 11:00 12:15 Connecting to Purpose The only reason to do anything different, hard or important is for purpose/deeply held values. A critical resource to leaders is the connection and presence of purpose in individual and organizational life. Experiential and group exercise 1:00 2:15 Building Stability Leading change requires increasing organizational agility and holding people enough to compete for their discretionary energy but pressure them enough to take on the innovation and adaptation. 2:15 2:30 Break 2:30 3:30 The Road Ahead Testing to Change for Our Organizations and Ourselves During the ensuing days and months following the program, the leaders will try out the skills and practices learned. These experiments are designed to provide low risk, real world opportunities to apply the framework in the service of those things for which they care the most. This is an opportunity to plan and share ideas on how to engage others. 3:30-4:15 Building a Network of Resources The Super Hero Moment As the workshop comes to a close the real work begins. The biggest mistake leaders can make is to overlook the resources available to them from their colleagues. This group experience generates an incredible array of assistance and support for the work ahead.

5 Jeff Lawrence Jeff has served as an advisor to senior executives across multiple sectors for over 25 years. In addition to his experience in the corporate and non-profit sectors, Jeff has taught leadership at Harvard University, Oxford University, the University of Warwick, and Northeastern University. Jeff s experience in the fields of personal, organizational, and business development help him bring a broad range of capabilities to his advisory work. He is considered a unique talent for his ability to help clients generate new insights and options in the face of even the most vexing situations. His most recent work has focused on helping senior teams in the technology, finance, healthcare, and government sectors increase their ability to adapt, respond and thrive in turbulent times. Prior to founding Organizational Agility Advisors, LLC, Jeff helped create and develop Cambridge Leadership Associates, a firm based on the Adaptive Leadership work of Ron Heifetz and Marty Linsky of Harvard University. Prior to his role at CLA, Jeff spent nearly 20 years in financial services, both in a corporate setting as well as starting and building two companies designed to help entrepreneurs build productive and agile businesses. A former Peace Corps Volunteer and Training Director in Southern Africa, he holds a B.A. in English and a M.A. in Counseling from Colgate University. Timothy Chase, M. Ed Timothy Chase is a Certified Associate in the field of Human System Dynamics (HSD). HSD is an emerging leadership field focused on adaptive action by starting at the intersection of chaos, complexity and social sciences helping to make sense of the patterns that emerge when people work together. Tim s extensive Human Resource and Organizational Development background, of over 15 years, includes roles as Director of Talent and Organizational Development, Senior Organizational Development Consultant, and Manager of Employee Relations. Currently Tim is the Founder/Principal Consultant of Davis Tree Consulting where he collaborates with Executive Leadership to understand and influence complex patterns within their organizations, leading to the development of positive and coherent options for action and the implementation of formal leadership development programs. As a Certified Leadership Coach through Linkage Inc., Tim s coaching clients include CEOs, Senior Executives, Directors, and Physicians. In addition, Tim is accredited with the Hay Group in the use of the Emotional and Social Competency Inventory (360 Feedback). Tim received a Master s Degree in Instructional Design from the University of Massachusetts in Boston and a Bachelor of Science Degree in Business Administration from Fitchburg State University.

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