Thursday, September 30, 2021 

Presented by Nancy T. Tippins, Principal, The Nancy T. Tippins Group, LLC

Being a competent assessor is a necessary requirement of executive assessment, but it is not sufficient.  In addition to knowing how to collect and process information about an executive, the I-O psychologist must understand how to manage executive assessment projects ranging from one participant to many.  This process of conducting an individual assessment is often not taught in graduate school; teaching the I-O psychologist how to determine what and how to assess is even rarer.  Yet, setting up the right executive assessment program to meet a client’s needs is essential to the success of the assessment.

The purpose of this workshop is not to teach I-O psychologists how to conduct effective assessments; instead, the workshop will offer lessons learned from conducting a variety of types of executive assessments for multiple purposes in different companies.  The first part of the workshop focuses on a critical aspect of executive assessment, gathering information about the client’s needs and expectations.  The second part of the workshop will address issues related to deciding how to conduct the assessment so that the results are both accurate and fulfill the client’s needs.  The third and final set of lessons explored in the workshop come from actually conducting executive assessments.   The objective of this section of the workshop is handling problems that frequently arise in executive assessment. 

The workshop will be presented in three parts.  Nancy will discuss common issues and provide examples, and then ask workshop participants about their own experiences. 

Learning Objectives:

•  Collect relevant information regarding the client’s needs and expectations.
•  Identify the appropriate assessments to meet the client’s needs and expectations.
•  Identify potential issues that arise when conducting assessments and handle them appropriately.

Thursday, September 30, 2021

Presented by Laura Mattimore, Senior Vice President, Human Resources, Global Talent, Procter & Gamble; Co-Presented by A. Silke McCance, Director, Global Talent Development, Proctor & Gamble; and Josh Bush, Direct of Global Talent Management, Proctor & Gamble

This workshop will focus on the critical design factors for building strategic, integrated and successful leadership development programs.   It is based upon extensive experience developing generations of leaders at Procter & Gamble.  While the concepts and tools can be applied broadly, organizational applications range from designing early career identification programs, developing processes with small to medium firms where resources are limited, to those aimed at preparing senior leaders for the next wave of C-Suite roles.

Learning Objectives: This workshop is designed to help participants:

• Apply key components and best practices for success when building a new program from the ground up (e.g., setting the right objectives, context setting for culture change, and alignment to the business strategy).
• Create strategies to address major decisions and challenges associated with the implementation or execution of these types of programs (e.g., tools and techniques, communication and branding, roles and governance).
• Proactively plan for ensuring sustainable processes, evaluating their impact over time, and ensuring accountability for key outcomes for the organization.
• Describe best practices, tools, and case examples of what has worked and what hasn’t from a large, established organization with a deep history in this area.

Friday, October 1, 2021 

Presented by David B. Peterson, Chief Catalyst and Transformation Officer, 7 Paths Forward, LLC

Disruptive experiences have long been seen as key ingredients in accelerating or transforming a leader’s development (Bennis & Thomas, 2002; Dotlich, Noel & Walker, 2004), but rarely are they used systematically or proactively and many leaders actively resist them (Gillespie, 2020). To thrive in the face of more frequent disruption (Diamandis & Kottler, 2020), leaders need sufficient exposure to diverse, novel, and adverse (DNA) experiences such that they learn how to navigate successfully through complex, unanticipated challenges rather than being stressed and overwhelmed.

This workshop outlines the implications of dramatically increasing complexity and the accelerating pace of change for leaders, examines the new capabilities and mindsets leaders will require to thrive and identifies a number of factors that actually make it difficult for leaders to learn and develop in these conditions.

The majority of the session then focuses on:

• types of disruptive experiences that accelerate leadership agility,
• leadership practices and mindsets, such as curiosity, reflection, and first-principles thinking, that enhance learning and agile decision-making, and
• techniques for leading teams and organizations through disruption, chaos, and complexity.

Finally, the workshop summarizes additional advantages of increasing exposure to stressful and disruptive experiences -- including greater empathy, resilience, and well-being -- and how to maximize them.

Learning Objectives - Participants will be able to:

• Describe 5 reasons why leaders are not well-prepared to learn and adapt in times of disruption and accelerating change
• Explain why reflection, curiosity, and humility are essential elements in future-proofing leaders
• Explain the critical role that diverse, novel, and adverse experiences play in leader development

Friday, October 1, 2021 

Presented by David V. Day, Professor/Academic Director, Kravis Leadership Institute, Claremont McKenna College

This session will overview a more inclusive approach to leader development focused on building leader identity as part of a broader emphasis on the role of self-views (self-awareness, self-efficacy) in motivating ongoing development. The approach rests on two fundamental assumptions. First, people need to own their development as leaders. High potential programs in large organizations touch a relatively tiny proportion of employees – typically fewer than 5%. The upshot of this is that it may be futile waiting and hoping to be developed by your organization (in addition to being a waste of human potential). Second, identity drives resource allocation. People allocate their most valuable resource (time) to what they most value. One’s identity is a reflection of what is most valued. Internalizing a leader's identity helps to motivate leadership practice over the long term, which is needed to become a more expert leader. Theory and research (i.e., evidence) supporting the merits of identity-based leader development from emerging leaders to senior executives will be presented, along with more concrete ways that emergent, aspiring, and even accomplished leaders can work to develop themselves to higher levels of effectiveness as a leader, even if they are not the leader.

Learning Objectives:

• Define identity-based leader development and describe how it provides data on proximal leader development; 
  
• Identify three (3) different “self-views” and describe how they provide data on proximal leader development; 
• Discover the latest research on identity and leader development and discuss ways to apply it.

Saturday, October 2, 2021 

Presented by Gordon Curphy, Managing Partner, Curphy Leadership Solutions, and Michele Hartgrove, Global Head of Talent at Red Bull

Overview of the Teaching Leaders How to Build Teams:

Groups and teams are basic structures for organizing work, and as such collaboration and teamwork are commonly cited corporate values. Yet effective teamwork is quite rare in many organizations. This workshop equips participants with everything needed to create leadership development programs for building high-performing teams. Participants will learn how to combine self-insight, team roadmaps, team-level feedback, and team-building tools to create powerful team-oriented leadership development programs. Participant learning teams will then design programs that provide leaders with the blocking and tackling skills leaders need to build high-performing teams.

Learning Objectives:

• Understand the role groups and teams play in organizations.
• Identify the major gap in many leadership development programs.
• Describe the four ingredients leaders need to build teams.
• Identify inside, outside, and impact assessments for gaining self-insight.
• Review common roadmaps for building teams.
• Review the team improvement activities available for building teams.
• Design leadership development programs that teach leaders how to build teams.

Saturday, October 2, 2021

Presented by Cindy McCauley, Honorary Senior Fellow, Center for Creative Leadership

Everybody a Leader? The Democratization of Leadership Development

A growing perspective in organizations is that leadership is a responsibility broadly shared across the enterprise, with expectations of leadership contributions from all employees. But what does “everybody a leader” really mean and how can it be realized? This workshop examines this broadening of the leadership construct and its implications for leadership development. It will share strategies and tools for shifting the leadership mindset, equipping individuals to lead without authority, and scaling leadership development. Case studies from entrepreneurial and social sector organizations will be used to spark innovative thinking about the democratization of leadership development.

Learning Objectives

This workshop is designed to help participants:

• Build the case for an inclusive view of leadership
• Identify four capabilities that bolster leading without authority
• Explain how innovative democratization practices are applicable to leadership development in organizations
• Create a plan for increasing leadership development opportunities in one’s organization
• Listen to the lessons learned by early adopters of the ‘everybody-a-leader’ perspective and how it impacted their own organization