10 Fridays August through December 2016

The University of Chicago Enhancing the performance of high potential leaders in organizational units and furthering the strategy of the University of Chicago 10 Fridays August through December 2016

The Chicago Booth Executive Program for Emerging Leaders (EPEL) is designed for University of Chicago staff with high potential. It will deliver new approaches to leadership development, build and develop high-performance teams, manage cross-functional and cross-organizational relationships, and craft strategy. This program will benefit staff responsible for improving the performance of their organizational unit, as well as contributing to the University of Chicago s broader strategic goals. The program content goes beyond training in the administrative operations of the University. Through small group discussions and highly interactive faculty presentations, EPEL teaches participants to think beyond their own organizational unit and incorporate broader strategic considerations into their management decisions and style. EPEL is delivered in a convenient format that minimizes disruptions to daily operations. Classes convene on Fridays for a total of 10 class days over five months. The content is based on the University of Chicago Booth School of Business general management and leadership programs. It features highlights from our best programs taught by our own thought-provoking faculty. Participants will learn to: n Identify the characteristics of strategic leadership in higher education. n Understand how and when to build a strong team. n Use financial information in decision making and understand how funds are allocated. n Understand the impact of operating decisions on financial performance. n Be better able to identify initiatives that create value. n Develop a strategic action plan for delivering value. n Build social capital and leverage networks and the informal organization. n Recognize, manage, and rise above organizational boundaries. n Engage others to implement important initiatives or change. EPEL Themes Theme 1: Strategy and Decision Making University of Chicago Strategy and Vision Strategy for Growth Decision Making and Negotiation Theme 2: Strategic Leadership Social Capital: Collaborating Across the University High Performance Teams Personal Leadership Agility Influence and Leading Change Theme 3: Managerial Business Acumen Strategic Marketing Topics in Finance Managerial Accounting This program also offers specific content sessions led by officers, vice presidents, and deans focusing on critical challenges and opportunities at the University of Chicago. Virtual Visits During this program, participants will work with their assigned teams to create an insider s look at their own group or unit. Each team will present their findings to the class. Who Should Attend The program is designed for University of Chicago staff members who may or may not have managerial experience but have demonstrated the potential to assume mid- to senior-level leadership positions in the future. The Executive Program for Emerging Leaders offers an interactive curriculum that integrates proven leadership theories with practical application. Participants have the opportunity to improve leadership strengths and to become equipped with the skills essential for solving problems and leading change. Each class session provides an occasion to learn from members of the faculty and University leadership who span a range of business and academic disciplines; participate in collaborative engagement with colleagues from across the University; gain knowledge that leads to a broadened business perspective; and expand your ability to move strategy from vision to action. EPEL embodies the Chicago approach to executive education. Ciaran S. Escoffery, Senior Director, Strategic Planning and Board Relations, Office of the Secretary 2 Fill out the Application Form on pages 5 6. Apply today!

A program designed to provide maximum exposure to key University concepts and strategies in an intensive format. Application Deadline July 15, 2016 To ensure your place in the program and to receive any pre-program materials, please submit your application along with a letter of recommendation from your supervisor by the deadline. Late applications will be considered if space is available. The Setting Classes are held at the University of Chicago Booth School of Business Gleacher Center, 450 North Cityfront Plaza Drive, situated along the Chicago River (one block east of Michigan Avenue) in the heart of the downtown area known as The Magnificent Mile. Gleacher Center, which also houses Chicago s top-ranked Executive MBA, Evening MBA, and Weekend MBA programs, provides state-of-the-art classrooms that complement the exceptional quality of the program s content and faculty. EPEL Dates and Times August 12 and 26 September 9 and 23 October 7 and 21 November 4 and 18 December 2 and 9 This course begins at 8:30 a.m. and ends at 4:30 p.m. each day. A kick-off reception is held after class on the first day and a closing luncheon is held after class at the conclusion of the program. EPEL Fees The fee includes tuition, educational materials, lunches, and coffee breaks. All classroom sessions will be held at Gleacher Center. $13,600 per participant Gleacher Center The Executive Program for Emerging Leaders is a tremendous opportunity to focus on developing and refreshing your leadership skills in specific, substantive areas. The opportunity to learn from world-class Booth faculty and top University leadership is fantastic, but it is even more rewarding because you learn alongside and from colleagues across the University, making the investment of time well worth it. I can t imagine a more efficient, productive, or enjoyable way to invest ten Fridays in your career. I strongly encourage anyone with the opportunity to participate to seize it and cannot recommend the EPEL more highly. Amy M. Gardner, Dean of Students, The Law School Fill out the Application Form on pages 5 6. Apply today! 3

Program Sample Design Any future course designs of the Executive Program for Emerging Leaders will be similar, yet not necessarily identical, to this one. Theme 1: Strategy and Decision Making Theme 2: Strategic Leadership Theme 3: Managerial Business Acumen Day 1 Day 2 Day 3 Day 4 Day 5 Program Introduction and Leadership Underpinnings The elements of performance Purpose-driven and purpose-finding journeys Introducing the virtual visits Strengthening your action and insight skills Systems Thinking Framework for systems thinking Decision making from a systems perspective The Power of Strategy Alternative strategies for growth The limits of strategy Leadership s role in strategy implementation Identifying necessary capabilities for implementation Action and Insight Skills Developing your insight skills Learning from experience Applying collected data Being your own coach Competitive Advantage of Social Capital: Foundation Your network: not important in its own right Your network: an important indicator of how you position yourself Your Personal Leadership Brand Your leadership brand and how it is perceived The value of authentic leadership Maximizing your natural talents How your strengths may be misunderstood and underutilized Enhancing your brand How to avoid detracting from your brand The reality of who you are, what you stand for, and how you communicate A View From UChicago Personal Leadership Agility Understanding how I am currently playing in my leadership role Identifying how to set the stage to be more effective what characters need to be center stage Seeing how others respond and how to influence their responses Adapting and growing in a new role with broader responsibilities Career transitions for myself and for others Kick-Off Reception Day 6 Day 7 Day 8 Day 9 Day 10 Finance and Accounting Accounting the three financial statements income statement, balance sheet, and statement of cash flows Financing a business Analyzing financial statements Working in Teams Common obstacles to effective team work Improving group decision making Knowing What Is a Good Decision Frameworks for decision making under uncertainty Understanding which decisions need to be made Knowing what is a good decision Identifying common decision traps Collaborative Decision Making Identifying interests Finding opportunities for joint gains (win/wins) rather than zero-sum outcomes Approaches to group decisions Strategic Marketing Introduction to marketing Forming and evaluating marketing strategies Analysis of customers and competitors Service positioning Assessment of pricing and other tactics Building and maintaining strong brands Competitive Advantage of Social Capital (cont.) Review of social capital Your importance in an organization Strategic partners Workshop on Communicating Effectively in Organizations Influencing organizational behavior and success through communications Elements of a sound communication plan Case study to put principles into action Influence and Managing Change: Experiential Challenge Leading large scale change efforts Understanding and managing multiple stakeholders Confronting resistance to change Reading the organization for effective leadership Working with peers to lead a change effort Framework for leading change Closing Luncheon 4

Application for Admission August 12 December 9, 2016 The University of Chicago Booth School of Business Instructions Please complete, duplicate, and mail or fax this form to: Executive Education The University of Chicago Booth School of Business 450 North Cityfront Plaza Drive Chicago, Illinois 60611-4316 Fax: 312.464.8769 Personal Data Please type or print all responses. Fee $13,600 per participant Application deadline July 15, 2016 To ensure your place in the program and to receive pre-program materials, please submit your application by the deadline. Late applications will be considered if space is available. Invoices will be sent directly to the participant unless otherwise noted. The fee includes tuition, educational materials, lunches, and coffee breaks. For more information Phone: 312.464.8732 Email: exec.ed@chicagobooth.edu Web: ChicagoBooth.edu/EPEL M Mr. M Ms. M Dr. Name (for roster, certificate) Last Middle First Name (for name badge) Title of present position Department name Department address City State Zip Country Telephone (area code and number) Fax (area code and number) Email Present Occupation Please feel free to attach a current resume. Description of duties To whom do you report? (name and title)...an absolutely essential forum for me to think through a series of transformative decisions about how I wanted my role to grow at the University. Far from an abstract exercise, it was a real-time laboratory, allowing me to examine and test each step of my progress, and to check in with other participants for their thoughts and insights. This program exemplifies the many ways in which the University of Chicago is a great place to commit creative energy it is where excellence, innovation, and compassion are valued highly and across the board. Elspeth J. Carruthers, Executive Director, Foundation Engagement, Alumni Relations & Development APPLICATION FORM 5

Education Please list most recent first. School Endorsement/Supporter Approval To be signed by an authorized senior officer who personally knows the candidate and is familiar with the department s future plans for the candidate. Degree Year Signature of applicant Area of Specialization Endorsed by (please type or print) Signature of endorser School Degree Area of Specialization Year Title Department name Department address School Degree Area of Specialization Year City State Zip Telephone (area code and number) Email Areas of Previous Experience Please indicate your proficiency in the following areas of management: High indicates major job responsibility and/or formal education. Some indicates working familiarity. Little indicates unfamiliarity. Billing Name Department name High Some Little Accounting M M M Marketing M M M Finance M M M Human resources management M M M Strategy development M M M Managing change M M M Negotiations M M M Department address City State Zip What general function do you perform? M Accounting M General management M Management information systems M Engineering M Marketing M Legal M Finance M Human resources M Production M Research and development M Sales M Operations This course helped me to broaden my definition of leadership in many ways. One of the most important changes in my perspective is to realize that the best leaders are continually emerging. No matter how much experience one has, you can always learn ways to grow, broaden, and deepen your knowledge and thinking. As a corporate relations professional, it is my job to represent the best that Chicago Booth and the University of Chicago have to offer. By participating in EPEL, I was able to learn from the best faculty, understand the view from the top leaders of the university, and closely collaborate with staff from multiple departments who shared their best practices. It was a most valuable experience! Nancy Johnston, Senior Associate Director, Corporate Relations, Chicago Booth 6 APPLICATION FORM

Faculty Director Harry L. Davis Roger L. and Rachel M. Goetz Distinguished Service Professor of Creative Management The University of Chicago Booth School of Business Harry Davis teaches MBA and executive education courses at the University of Chicago Booth School of Business, where he has been on the faculty since 1963. His teaching and research interests lie in the areas of strategy, leadership, creativity, and innovation. Professor Davis served as interim dean in 2010 and deputy dean from 1983-1993. During his tenure, he instituted many new programs and organizational changes, all of which were aimed at strengthening the learning environment for the students. The faculty instituted the Harry L. Davis Award in 1994 to recognize his contributions. The Award, given annually, recognizes the graduating MBA student who most exhibited creativity, a willingness to take risks, and a strong commitment to Booth. Professor Davis created the New Product Laboratory in 1978, which was designed to complement the traditional lecture and case study curriculum by providing a real, action-oriented component to the MBA program. More than 50 companies have sponsored the laboratory, representing fields as diverse as packaged goods, high technology, durables, and financial services. In 1989, Professor Davis initiated an innovative program for Leadership Exploration and Development (LEAD) at the Booth School of Business. This required, non-credit course for full-time students is designed to strengthen general management communication and interpersonal skills through experiential learning. Professor Davis has introduced innovative executive education programs in the US and abroad. Professor Davis has served on several boards of directors in both the public and non-profit sectors. He currently is a trustee of the National Opinion Research Center at The University of Chicago, a national organization devoted to large-scale social research in the public interest. He also serves on the Board of Governors of the Argonne National Laboratory, one of the Department of Energy s oldest and largest national laboratories for science and engineering research. Professor Davis also consults for many organizations. Action and Insight Skills Transform knowledge gained at Chicago Booth into results for you and your department. This program provides a web tool that encourages you to identify one action skill that you would like to strengthen. You will be able to reflect actively on the data stemming from your actions to assess whether you are drawing insight skills and the right lessons from your experience. He earned a master s degree in sociology and PhD in marketing from Northwestern University. Through the program, I was able to not only meet and learn from tremendous colleagues across the University, but also re-examine my MBA with a new lens. Through a combination of highly-selective readings, thought-provoking discussions, and well-orchestrated simulations, I already find myself approaching challenges in a new way. Classes initiating with Harry Davis explanation of the unique nature of the UChicago/Booth education combined with lectures from top faculty and presentations from senior University leaders provide an amazing experience to help not just a University. Robert J. Jericho, Chief of Staff, Facilities Services Fill out the Application Form on pages 5 6. Apply today! 7

Executive Education The University of Chicago Booth School of Business 450 North Cityfront Plaza Drive, Chicago, Illinois 60611 312.464.8732 chicagoexec.net An adapted program for high potential leaders Designed to support enhanced performance in organizational units and to further the strategy of the University A blend of general management education with Booth faculty and University of Chicago leaders Intense Applied analytical discussions Practical tools State-of-the-art knowledge and research Dynamic format Engaging faculty Contact To learn more about how the Executive Program for Emerging Leaders can help you reach your professional goals, contact: Executive Education The University of Chicago Booth School of Business 450 North Cityfront Plaza Drive, Suite 514 Chicago, IL 60611-4316 The Nobel Wall honors the achievements of some of the University s greatest minds. Catherine Cabrera Associate Director, Executive Education Phone: 312.423.8044 Email: catherine.cabrera@chicagobooth.edu Web: ChicagoBooth.edu/EPEL 8