Note: The educational sessions are under review for continuing education credits for psychologists and human resource professionals. Check back for updates.


  Pacific Time Central Time Eastern Time UTC +1:00 (Paris/Berlin) UTC +8:00 (Singapore)
Thurs., Oct. 7  
Conference 7:30AM - 1:00PM 9:30AM - 3:00PM 10:30AM - 4:00PM 4:30PM - 10:00PM 10:30PM - 4:00AM
Social 3:00PM 5:00PM 6:00PM 10/8/21 Midnight 10/8/21 6:00AM
Fri., Oct. 8  
Conference 8:00AM - 1:00PM 10:00AM - 3:00PM 11:00AM - 4:00PM 5:00PM - 10:00PM 11:00PM - 4:00AM
Social 3:00PM 5:00PM 6:00PM 10/9/21 Midnight 10/9/2021 6:00AM
Sat., Oct. 9  
Conference 8:00AM - 1:00PM 10::00AM - 3:00PM 11:00AM - 4:00PM 5:00PM - 10:00PM 11:00PM - 4:00AM
Social 3:00PM 5:00PM 6:00PM 10/10/21 Midnight 10/10/2021 6:00AM


Thursday, October 7


Welcome and Introduction

Keynote: Leadership Lessons From “The CEO Test”

Adam Bryant, Managing Director, The ExCo Group

In this dynamic presentation, Adam Bryant will share key insights from his new book, “The CEO Test: Mastering the Challenges that Make or Break All Leaders,” published by Harvard Business Review Press. Takeaways will include how to build alignment in organizations through a proven and practical tool for setting and communicating a clear and simple strategy, and how to master the inner game of leadership.

Taking Stock: The Current and Future State of Leadership Development


  •   Alexis Fink, Vice President, People Analytics and Workforce Strategy, Facebook
  •   Allen H. Church, Senior Vice President, Global Talent Management, PepsiCo, Inc.
  •   David V. Day, Professor/Academic Director, Kravis Leadership Institute, Claremont McKenna College
  •   David Peterson, Chief Catalyst and Transformation Officer, 7 Paths Forward, LLC
  •   Gordon Curphy, Managing Partner, Curphy Leadership Solutions
  •   Laura K. Mattimore, Senior Vice President, Human Resources, Global Talent, Procter & Gamble
  •   Samanth Guerre, Global Talent and Testing Specialist, 3M
  •   Mike Benson, Vice President, Talent & Organization Capabilities, General Mills
  •   Karen B. Paul, Director of Executive Planning and Development, 3M

Keynote: Leadership in Crisis: What the Pandemic Has Taught Us About Leadership (In)Competence

Tomas Chamorro-Premuzic, Chief Talent Scientist, ManpowerGroup

The pandemic has focused everyone's attention on leadership. With ever public and corporate leader on the spot, and people's lives and wellbeing at stake, debates about leadership and the effectiveness or ineffectiveness of leaders have inundated every forum. I-O psychology has a long and rich history researching the nature of good and bad leadership, and throughout this global pandemic many known questions have been asked, which have put major models and theories of leadership to the test. Do we need to revise our leadership models, and re-imagine leadership because of the pandemic? Has the pandemic called for a new, different type of leadership? How will the science and practice of leadership selection and development change in the post-pandemic world? And what have we learned about leadership competence and incompetence in this past year? These are the main questions examined in this talk.

Pragmatic Approach to Diversity, Equity and Inclusion

Bob Lockett, Chief Diversity and Talent Officer at ADP

If the past year and a half has taught us anything, companies have to be able to think fast, innovate and constantly stay ahead of the curve while balancing the needs of their employees and customers alike. By creating an environment of inclusion and equality, employees and customers are more inclined to share their perspectives and this diversity of thought drives innovation. Businesses that want to improve, grow and innovate know that building an end-to-end inclusion ecosystem takes money, talent and commitment. In this session, we'll discuss how to hire for culture, coach to it and make decisions based on it.

Key Takeaways
•    Learn how to create a self-sustaining, end-to-end inclusion ecosystem that will give your company a competitive edge.
•    Explore ways to foster a culture for growth and innovative thought.
•    Increase and retain diverse talent who can provide the different perspectives needed for product innovation.

Keynote: Resilience: The Litmus Test of Future-Ready Leadership

Melissa Dawn Simkins, CEO, Velvet Suite | Founder, The She-Suite

The world of work has forever changed for the good. The anatomy of leadership has to evolve at the speed of change. We need to prepare to lead the future – now. The attributes and assumptions about leadership development are broken. HR leaders have the opportunity to be the pioneers of embracing new paradigms, processes and partnership to deliver what is needed to succeed now and in the future.

In this session come ready to put your leadership paradigm to the litmus test. Melissa Dawn Simkins, brings a fresh approach to these challenging times with her wealth of insight and experience advising executive leaders on future-ready leadership and how to build sustainable and scalable solutions for growth and competitive advantage through the lens of people.

You will leave this inspiring session with several take-aways to effectively implement a framework to apply in your organization as well as application for your own personal brand of leadership.

Friday, October 8


Welcome, Opening

Keynote: Speaking Up and Teaming Up: Adventures in Psychological Safety Research and Practice

Dr. Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business School

This presentation will describe some of the research underlying Amy Edmondson’s recent book “The Fearless Organization.”  This session will explore why psychological safety and teaming matter for innovation, engagement, and performance in today’s workplace.      

What Can Senior Leaders Do to Develop Teamwork in Organizations?

Gordy Curphy, Managing Partner, Curphy Leadership Solutions, and Karishma Buford, Chief People Officer, OppLoans

Groups and teams are fundamental structures for organizing work, and organizations are made up of dozens to thousands of teams. Although teamwork and collaboration are frequently cited corporate values, many organizations inadvertently commit sins of omission and commission when it comes to fostering effective teamwork. Participants will evaluate the extent to which their organizations promote or hinder teamwork and get practical advice on what they can do to scale effective teamwork. 

Global Leadership Development at P&G—Lessons Learned: Past, Present and Future

Laura Mattimore, Senior Vice President, Human Resources, Global Talent, Procter & Gamble

At 184 years young, Procter & Gamble (P&G) is one of the oldest, most successful multinational companies in the world.  While many companies have struggled to find new sources of growth and/or failed to continually reinvent themselves during vast times of change, P&G has continued to thrive over many decades and many generations of leaders.  One critical factor to P&G’s success has undoubtedly been its people – an extraordinary pipeline of talent, exceptional leaders and a rich culture of development.  At the center of it all is a time-tested philosophy and set of strategic choices, an integrated activity system as called by strategists, that produces these results year upon year.  During this session, Dr. Laura Mattimore, Senior Vice President of Global Talent, will reflect on the distinguishing elements of P&G’s talent systems that have contributed to its long-term success.  The discussion will include both where P&G has been on its journey as well as focus areas for the continued evolution of the approach.  

Developing Leaders: Is There a Future for High-Potentials in the New Talent Marketplace?

Allan Church, Senior Vice President, Global Talent Management, PepsiCo, Inc.

It is hard to imagine that the world of work, the role of leadership, and how we identify, select and develop our future leaders with the highest potential will be the same as we emerge from the pandemic.  As the realities of remote, flexible, hybrid and other alternate job models have emerged, the concept of having an internal Talent Marketplace as a means of democratizing employee development has become hot!  The idea of freeing employees through technology and AI to truly drive their own skill building with open access to jobs, gigs, learning, mentors and coaches, has shifted from an “interesting possibility” offered by a few leading-edge thinkers to a new “strategic imperative” for many organizations as they figure out the future of work in their company.  While these new platforms offer exciting opportunities for transforming how employees access and experience their own development, they also represent a fundamental shift for many organizations away from traditional, centralized, and highly orchestrated talent management systems and practices.  In effect, the rise of the Talent Marketplace and its AI driven use of skill matching may signal the end of our need to focus on finding and managing the development of high-potentials at all.  If employees are to be responsible for developing their leadership skills and landing in internal developmental experiences on their own, what role can and/or should talent management and leadership development professionals play in this space?  This session will focus on the dynamics inherent in the Talent Marketplace concept vis-à-vis the future of high-potential systems, tools and processes.  Current realities and key strategic questions that organizations need to consider before making the leap in this emerging area will be presented.  Learnings from PepsiCo’s recent deployment of a new fully integrated talent marketplace model will be shared as part of the discussion.   

Developing Millennials and Gen C: What They Have Missed, What They Have Gained—and What to Do Next

Jennifer Deal and Alec Levenson, Senior Research Scientists, Center for Effective Organizations, USC

Millennials are no longer the youngest group in the workforce.  Gen C (sometimes called Gen Z) is younger than Millennials, and many have entered the workforce during the pandemic to a radically changed employment environment.  In this conversation we will discuss what losses and gains Millennials and Gen C have had, and how can you leverage what they have gained and backfill what they’ve missed, including insights from the 2007-08 financial crisis.

INCLUSIFY: Moving From Performative to Transformative Inclusive Leadership Practices

Stefanie Johnson, Associate Professor, Organizational Leadership and Information Analytics, University of Colorado-Boulder

In this presentation, Stefanie Johnson (author of the national bestseller, INCLUSIFY) will explain what leaders can do to effectively create diversity and inclusion in an authentic, impactful way. She will examine some of the challenges and opportunities for businesses to create more diverse and inclusive envrionments amidst the Black Lives Matter movement and the Corona Virus pandemic. Finally, she will differentiate between “performative” diversity practics and “transformative” inclusion efforts.  

Key Note: Developing Leaders Who Will Change the Future of Human Health

Peter Fasolo, Executive Vice President, Chief Human Resources Officer, Johnson & Johnson

As the world’s largest and most broadly-based healthcare company, people across the world rely on Johnson & Johnson innovations and products every day. In this keynote, Chief Human Resources Officer Peter Fasolo shares how Johnson & Johnson’s professional development philosophy and programs enable employees to build healthy careers and become capable leaders to help advance the Company’s purpose of changing the trajectory of health for humanity.

Saturday, Oct. 9


Welcome, Opening

Keynote: Rebel Talent: A New Mindset for Innovation and Reinvention

Francesca Gino, Tandon Family Professor of Business Administration, Harvard Business School

Can a leader be a rebel? Should you be a rebel? Rebels have a bad reputation, but in truth, rebels are also those among us who change the world for the better with their unconventional outlooks. During transformational change leaders often need to shift their personal leadership approach, or at the very least send signals to employees and stakeholders that the time has come to move from standard strategies and practices to new approaches that spur creativity, innovation, and reinvention. In essence, leaders like you need to write a new story – a new script that people can embrace and enact. They need to embrace their inner rebel.
Francesca Gino, a behavioral scientist and professor at Harvard Business School, has spent more than a decade studying rebels at organizations around the world. In this session, Professor Gino will argue that the future belongs to the rebel – and cultivating rebel talent is what will allow your organization to evolve and create new value for the world. 

The Next Frontier: Executive Development in the Spatial Web

Adam Gordon, Aarhus University (Denmark)

If you or your kids were out stalking Pokémons in 2016, you already know what it feels like when physical and Web worlds collide. Your phone merged a virtual object into your real-world location. Crank this forward a few years and we’ll be fully in the “Spatial Web,” that is real and virtual worlds overlapping and blending. On the one hand, ubiquitous digital representation overlaid onto our real-world view, and on the other, virtual environments that are three-dimensional and “enterable”. The necessary kit will be augmented but otherwise normal-seeming eyeglasses (your phone will be a brick.) All this will upend how we meet, learn and work. Not least, it will sweep through the executive development industry, releasing some of its key pinch points and opening new areas of possibility. 

Developing the Senior Leadership Team for Dynamic Capabilities

Jay Conger, Henry R. Kravis Chaired Professor of Leadership Studies, Claremont McKenna College, and David Day, Professor/Academic Director, Kravis Leadership Institute, Claremont McKenna College

This session will be a conversation between co-authors of a chapter in a forthcoming SIOP Frontiers Series book on Senior Leadership Teams and the Agile Organization. The focus of the chapter and the discussion about it will be on theories and practices related to developing collective dynamic capabilities in the senior leadership team. Theoretical influences are drawn from the literature on collective leadership development and the interrelationship between collective dynamic capabilities and requisite complexity (matching the complexity of the senior team with the complexity of adaptive challenges in the competitive environment). Practices and processes on how collective dynamic capabilities can be developed will be shared using data from case study interviews and relevant literature. An overarching issue that will frame the discussion is on building on a foundation of individual leader development to enhancing the collective capacity to create leadership by a senior team when needed. As such, the focus of development is at the senior team level, with a particular focus on developing shared norms and beliefs (i.e., team culture) that emphasizes: (a) executing with speed and quality, (b) socialization around candor and radical transparency, and (c) ongoing real-time feedback sessions. The proposed approach is not suitable for every organization, especially not for traditional and highly bureaucratic ones. Instead, investing in developing collective capacity for leadership in the senior team is best-suited for organizations grounded in dynamic and fast-moving business.

Making Good Decisions in Complex and Uncertain Time

Francesca Gino, Tandon Family Professor of Business Administration, Harvard Business School

Uncertainty is a constant challenge facing leaders, and affects decision making across the organization. A leader’s ability to think strategically through uncertain situations and with integrity is critical to their team’s success. Unfortunately, many leaders fail to strategically manage uncertainty and complexity, due to poor analytical thinking, failure to follow their moral compass and from falling prey to the many psychological traps uncertainty and complexity bring. This session will how leaders can face uncertainty in a more strategic way, avoiding the pitfalls of uncertainty and leveraging its considerable power to strategic advantage. 

Francesca Gino, a behavioral scientist and professor at Harvard Business School, has studied decision making across organizations for over two decades. In this session, Professor Gino will argue that, as leaders, we can be decision architects and create the conditions for us and others to make better decisions.


The Agile Hybrid Work Model: What Leaders Need to Know about Leveraging Bridging and Bonding Social Capital to Enable Productivity, Innovation and Learning

Michael J. Arena, Vice President of Talent & Development, Amazon Web Services

These are truly extraordinary times and the expectations for leaders are no less extraordinary. Hybrid work has put us at risk for social disengagement and has threatened to deplete one of our most important and relevant resources—our social capital. Perhaps more than ever, how we are connected is essential for determining productivity, innovation, learning and individual wellbeing – a leader’s role is creating and supporting these new organizations is equally important.

Social scientists suggest there are two types of social capital. Bonding social capital, which is exclusive in nature and facilitates in-team interactions, and bridging social capital, which is more inclusive of others and connects those from outside a given team. Bonding social capital improves within team functioning while bridging social capital helps coordinate the actions across teams. These two types of capital show up differently inside a hybrid work network, but when combined, they create the necessary connections for a healthy set of interactions that are both productive and innovative. Bonding social capital, which initially increased by 15% during virtual work, can be seen within groups that are able to move fast and quickly iterate. Bonding social capital acts like superglue in holding a group together. In contrast, bridging social capital, which declined by 30% in the early days of the pandemic, can be seen through the connections across groups. These are connections to external people and resources that might facilitate change.

Based on years of organizational network research, and a comprehensive fifteen-month analysis, this session will share tested methodology and practical advice for leaders for enabling productivity, innovation, and tacit learning in a hybrid working world. Leveraging the discoveries from the pandemic’s grand experiment with remote work, this session will propose an alternative work model, the Agile Hybrid Work Model. Which focuses on employee flexibility with business intentionality. This model openly recognizes the benefits of certain face-to-face interactions, along with the advantages of virtual work, and ensures the right set of connections, to drive deliberate outcomes – it also challenges leaders to lead and work differently to achieve those outcomes.

Leading Through Listening: Redefining the Leadership Value Proposition

Kalifa Oliver, Head of Behavioral Science and Architecture for Integrated Talent at Stanley Black and Decker

The last year and a half has highlighted the need to shift away from more traditional roles of leaders. Empathy and Adaptability have become more desirable traits especially as organizations face the reality of the need to have leaders who inspire confidence and reflect stability and humanness in the face of both organizational and societal change. Leaders now need to embrace flexibility, diversity, corporate responsibility, and  have to move away from the concept of "normal"  as we look toward the future of work much more than was expected previously, and the need to do this with an unprecedented level of visibility. Effective leadership requires high levels of employee listening and taking a data-driven approach to decision making. This session is intended to challenge the traditional notion of leadership and redefine the concept of what or who is an effective leader.

Keynote: Beyond Collaboration Overload:  How Successful Leaders Reclaim Time, Drive Performance, and Support Well-being

Rob Cross, Edward A. Madden Professor of Global Leadership, Babson College; co-founder/director, Connected Commons

In today’s hyper-connected, always on environment, expectations for executives and leaders continue to change and usually expand.  Collaboration and how to do it effectively – in ways that create organization agility, speed decision making and foster innovation – to create value will be paramount to success and survival.  Some executives think that the path to pursue is about longer hours and trying to create larger networks – those efforts would be misguided.  Rob Cross, based on over a decade of research studying successful leaders and how they collaborate, will help all of us do the impossible, create time.  In fact, this talk will showcase how high performers collaborate in ways that enable them to be 18-24% more efficient than their peers. Additionally, these successful people invest this time in ways that promote performance and well-being for themselves and their teams.

Specifically, Rob will show you how to break your work addiction and reclaim close to a day a week by: 

  •  Identifying and challenging beliefs that lead us to jump into collaborative work too quickly
  •  Imposing structure in our work to shield from unproductive collaboration and
  •  Altering behaviors to create efficiencies in collaborations

Reinvesting this reclaimed time in specific ways is another critical step toward success—more successful people invest this new time to collaborate in ways that generate performance and well-being by:

  •  Cultivating and then mobilizing a broad network – not a big one – for innovation and scale
  •  Collaborating in ways that energize others – typically a 4x predictor of high performance and
  •  Connecting with others in ways that reduce micro-stressors and enhance physical and mental well-being

Focusing on how to play offense in this hyper-connected world and not fall prey to work addictions that will undermine success offers leaders a clear path to higher levels of success for themselves, their teams, and their organizations.

Keynote: Leaders and Leadership Development Coming Through Pandemic Times!

Elliott Masie, Chair, Elliott Masie Learning COLLABORATIVE

Elliott Masie will provide a perspective on shifts in Leadership, Leader Skills, Leader Development and the Leadership Careers, as we evolve the next chapter of the Pandemic experience.   He will focus on Hybrid Work, Hybrid Learning and the Malaise Impact on the Workforce.  Elliott will add a spark of his Broadway work with a specially produced segment highlighting the need for Empathy as a Leadership Skill going forward.



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