November 7-9, 2012 | New York City, NY

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Wednesday, November 7, 2012

12:00-2:00 PM
Bill Stewart, Founder, President and CEO of Project Management Leadership Group, Inc.
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Strategy = execution = project management excellence.  The ability to consistently plan and execute projects and programs is the most significant differentiator between competing organizations. Does your organization have a culture of disciplined planning and execution?  Has the vision of your organization been clearly communicated to all employees?  Do you have an A Team of employees that have the project management and leadership skills to execute your strategic vision?
Successful corporate and organizational leaders understand that project management is a leadership discipline and it must be applied consistently by individuals across the organization, whether they have a leadership title or not.  They understand that project management is the process for planning and executing strategic programs that project managers are the tactical leaders that execute strategic vision. 
During this motivational presentation, Bill will provide attendees with practical and proven techniques and tips and a step by step approach to implementing a culture of program and portfolio management excellence that they can immediately apply to their organization and their projects and will help them move to a culture of discipline program and portfolio management. 
These tips and techniques will include:

  • Overcoming misconceptions that may exist as to the role of project management and the project manager in the successful execution of strategic vision
  • Gaining the commitment of executives, managers and team members across the organization and overcoming cultural barriers to consistent planning and execution  
  • Energizing and galvanizing all employees toward achieving the vision of the organization 
  • Developing an “A Team” of outstanding leaders, whether they have a leadership title or not.
  • Rapid implementation of the Program Office, Portfolio Management, and how to provide a consistent approach to planning and execution across the organization
2:30-4:30 PM
Allan Calarco, Senior Faculty Member at the Center for Creative Leadership
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Today’s most pressing business challenges span boundaries. So too must leadership. Senior executives agree, but say that spanning wide-ranging functional, stakeholder, and geographic boundaries is easier said than done. What really matters is how leaders collaborate to bridge these divides and transform wide-ranging talents and knowledge to deliver value. This interactive session will help senior level HR leaders develop new insights and skills to think and act beyond current boundaries to achieve inspiring results. 


Drawing upon CCL’s research and the landmark book, Boundary Spanning Leadership, participants will:  

  • Identify which of five types of boundaries limit your organization's effectiveness
  • Experience strategies, practices, and tactics embedded in a process leading to interdependence and innovation
  • Experience Collaboration Explorer™ and take home CCL’s Boundary Explorer™ tool and resources for transferring the learning to your organization by facilitating the development of a culture of collaboration.

Thursday, November 8, 2012

7:30-8:30 AM


9:00-9:30 AM
Keynote Presenter:
Bob Bennett, Vice President, Human Resources and CLO Global Organizational Learning Development and Services at FedEx Express
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Are you a believer that leaders are born, or that they are 'made?' While both approaches have their proponents and critics, it is important to recognize that there is no one person, initiative or action that will ensure success.


Perhaps that’s why we find most Companies are so concerned with what is considered to be an impending 'brain drain' set to occur when the Baby-Boomer generation retires.  Many are looking to the 'best and brightest,' implementing programs to develop High Potentials within their organizations to lead them into the future, while others are striving to find new and better ways to train current and future employees most effectively.


With team members in more than 220 countries worldwide, FedEx Express clearly understands the critical role of learning and leadership in a company’s success.  Join Bob Bennett, Chief Learning Officer of FedEx Express, for a discussion on how business results are impacted by the knowledge, actions and leadership of every employee within a company and why it’s necessary to provide continuous learning opportunities that are practical and meaningful. To whom you provide this, how it is done, what areas are emphasized, and how they are emphasized will most definitely influence the success of these efforts and consequently the success of the business. It is imperative we understand the strategic objectives and leverage all programs and resources to shape a culture that delivers.


Key points will include:

  • How to recognize business challenges, gaps and opportunities
  • Why it’s necessary to develop  ‘leaders’ on all levels throughout the organization
  • How to integrate all efforts into a comprehensive culture that delivers
9:30-10:00 AM
Keynote Presenter:
Melissa Daimler, Head of Organizational Effectiveness & Learning at Twitter
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Education as an industry and as a discipline is undergoing a re-think. Industrial-age lecture-style classrooms? Trending down. Just-in-time contextual learning? Trending up - and fast. Technologies are being explored, mixed and sampled. New business models for education are emerging. No one knows how this is going to turn out. What do we know? As education and learning evolve, we need to explore how to effectively experiment so that our people can learn through the complexities. What works in a culture of continual learning? How do different functions, cultural contexts or even age respond differently? What can we sample and use from e learning and technologies over the past ten years and what do we need to leave behind? The answer gets more complex when we know there is no one right answer. Our ability to evaluate what works in context is a skill we are still honing as learning practitioners: seeing what & how while understanding when & why.  Doing this within a company that continues to evolve itself adds another level of complexity, challenge, and fun to the mix.

The Milleninals are suggestive of a changing workforce that have no intention of sticking around if they are not learning, growing and being valued in a job. Research tells us that entry-level high achievers leave jobs after 2 years; 95% immediately watch for alternative potential employers. Learning is not an extra thing we do in our spare time. We need to continue to find ways to make learning part of the organizational strategy and part of individual goals.

#Trending: Short bursts of just-in-time #learning to give time for #reflection; Connecting people with #conversations; #Iterating and #integrating content through employee feedback and stories.
Melissa’s experience as Twitter’s Head of Org Effectiveness & Learning as well as her journey of being a learning practitioner will guide this session within the context of three conversations: the Learning Organization, the Learning Strategy and the Learning Practitioner.  Specifically, she will share perspectives and answer the following questions: 
1.  The Learning Organization: How do we create meaningful & engaging learning experiences formally and informally, online and offline, while also preserving & integrating the values of our culture? She will share how Twitter’s values evolved, how learning is something beyond HR, and how she continues to iterate and integrate what people learn through direct feedback from leaders and managers.
2.  The Learning Strategy: How do we ensure our managers & leaders are learning what they need now, while also developing learning solutions and technologies for developing future skills? She will share how the organization created the “five core skills” everyone is learning, how learning & development starts with the CEO and the power of the “and” in being part of a hyper growth company.
3. The Learning Practitioner: How do we have the courage to re-define learning from what we know to what can be possible? Melissa will share more about the three key roles she sees Learning leaders playing in organizations today: Connector, Curator and Contextualizer.

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Learning and even leadership development doesn’t always find champions in the boardroom, but for organizational leaders that choose to make it a priority, the benefits continue to be outstanding. Organizations aligned with learning consistently deliver higher employee engagement scores, lower turnover rates, and more satisfied workers – all of which leads to better business outcomes and profits. Yet many learning and even more development initiatives fail without executive support. What can learning and development leaders do to stress the importance and return on their initiatives?  How can they create a champion for L&D in the c-level suite?
This session is designed to give you the tools, language, and resources you need to adequately navigate the path to senior leadership buy-in. Learn what senior leaders are most looking for when it comes to making strategic L&D decisions and find ways to demonstrate the strength and ROI of leadership development and learning.
You will learn:

  • How to build a strategy to get initial support from change agents and key personnel
  • How to determine a step-by-step guide to measure and present the rationale for learning and leadership development initiatives
  • The key three elements you must have in order to drive senior leadership buy-in
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In 2009, almost 10 years after what is often described as the worst merger in corporate history, Time Warner spun out AOL as a public company.  Over the next two years, AOL's stock price fell from $23 to $10; employees were cut by a third; and revenues and profits declined precipitously.  2011 started the turnaround.  The company acquired premier digital brands like the Huffington Post and TechCrunch; it built Patch into the leading local digital platform across more than 850 towns; it positioned its business as the number two provider behind Google of advertising technology and services; it defeated an insurgent shareholder in an aggressive proxy contest; and it sold a portion of its patent portfolio to Microsoft for more than $1 billion and returned the full proceeds to shareholders.  As a result, AOL has become profitable for the first time in over a decade, and its share price recently reached an all-time high above $35. 


Change at that scale has required AOL’s leaders to move at an extraordinary pace, and to sustain its success the company has developed an innovative leadership program to help its leaders go “from frantic to agile.”  The centerpiece combines a 2-day workshop and three months of coaching to help leaders develop high performance habits in the areas of mindset, nutrition, movement, and recovery with the goal of enhancing their energy, stamina, mental agility, and resilience. 


Learning Objectives:

  • Learn how investing in the more personal dimensions of leadership can help engage and motivate leaders
  • Gain insights into how a focus on sustainable high performance can help leaders drive engagement across the organization
  • Learn about new ways to measure organizational performance
11:40-12:10 PM
Keynote Presenter:
Liza Taylor, Director of Talent Development at Hulu
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Social learning is creating a fundamental shift in how people work and is a new buzz word.  With more than 80% of North Americans using social media [Forrester] there is a new focus on the intermingling of ideas, information and experiences to produce learning.  By leveraging our organization’s collective wisdom we can build internal bench-strength by better mirroring how people are already learning and communicating today.
Classrooms and top down learning programs can no longer contain all the learning required to do our jobs.  Research shows that no one person is as smart as the collective, therefore a new imperative exists to leverage team members broadly as both consumers and creators of content.   And with potentially half the workforce made up of Millennials by 2014, there is a broad expectation to use technology in new and unique ways to meet their learning expectations.
This requires: 

  1. Expanded opportunities for personal connection
  2. Creating and leveraging people’s knowledge
  3. Involving team members in creating content

This session will cover Liza Taylor’s experience implementing a social learning platform as well as:

  • Research helpful for understanding and selling the social learning concept
  • Differentiators between social learning and e-learning
  • How employee engagement results can be uplifted by social learning initiatives
  • Tips on sorting through the sea of options
  • Planning, sourcing and making the business case
  • Defining and measuring success
  • Experiences implementing it an organization
  • Digging deeper: Additional resources to find more information
12:10-1:00 PM


1:00-1:45 PM
JC Heinen, SVP Leadership Consulting Global Practices at Lee Hecht Harrison
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The rise of globalized organizations and a more collaborative nature of work, along with the growing risk and cost of employee turnover have propelled coaching into the spotlight as a primary means of employee development and an imperative skill for leaders to learn. Indeed, in the face of weakened talent retention and a fragmented labor market, turnover costs can reach $400K for organizations, notwithstanding the loss of morale and poor branding.

As a result, organizations have a renewed focus on investing in activities and development methods to motivate, engage, and retain employees, especially among global organizations seeking a consistent approach to coaching. But, how prepared are organizations to scale their coaching worldwide? What measures must be considered and implemented in order to move from an individual coaching model to building an organizational coaching culture? How can global reach be accomplished with local touch?  In this session, Lee Hecht Harrison will explore how the development method of coaching, historically an individual process reserved for senior leaders, has shifted to a global necessity among all levels of an organization, based on data from their 2012 report in partnership with HCI.

Don’t miss these key takeaways:

  • Learn who among employees is provided coaching and why?
  • Recognize critical behaviors and skills that are strongly influenced by an effective coaching model
  • Determine ways that coaching can be better integrated into the practice of talent management and employee development lifecycle
2:25-3:10 PM


Matthew Kleinman, Corporate Vice President, Organizational Development, New York Life
Stanley Fung, AVP, Talent Management at New York Life
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New York Life has embarked on a widespread effort to shift its culture to a less-hierarchical and more employee empowered environment (known internally as "distributed leadership") as a means of enhancing the competitiveness of its businesses.  To get there, the Company first had to re-architect its performance management, learning and development, and career mobility programs to support the broader cultural shifts.  This session will discuss the details of how New York Life approached its talent process redesign efforts to support the Company's ongoing business and cultural evolution.

Angela Blum-Finlay, Director of Human Resources at Mitsui & Co. (U.S.A.), Inc.
Jennifer Riggs, Manager of Leadership Development Programs at Pratt & Whitney, a division of United Technologies Corporation
Matt Stevens, Assistant Vice President, Professional Development at USAA
Sandra L. Edwards, Senior Vice President, AMA Enterprise, American Management Association International
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The numbers are startling.  AMA Enterprise’s latest research survey found that nearly 27% of respondents believe their organization’s high-potential program is flawed, but well intentioned, while almost 24% think it is unfair and political.  What may be even more disconcerting is 37% responded that they don’t even know about the program.  This research demonstrates that many employees perceive high-potential leadership programs to be less than equitable, which has a powerful effect on engagement within the entire organization.
This survey also showed that even as CEOs and senior teams cite talent retention and employee commitment as top priorities essential for productivity and growth, many organizations have both insufficient talent pipelines and counterproductive engagement practices. Despite investing substantial resources in both formal and informal development, most companies find they aren’t able to identify or retain their best people ─ a situation which has a serious impact on their leadership pipelines.  Identifying and retaining the best talent is a challenge for any high performing organization.  However, equally important is ensuring the remaining workforce receives the recognition and development they deserve ─ indeed a delicate balance. 
This facilitated panel discussion will include case studies from Pratt & Whitney, USAA, and Mitsui & Co. (U.S.A.), Inc., and will highlight key findings from AMA Enterprise’s recent research reports:  Identifying and Developing High-Potential Talent and Organizational Bench Strength and Succession Plans.   This innovative panel will share their experiences and lessons learned on how to most effectively design and implement high-potential programs that lead to smooth succession planning. 
We will explore:

  • Practical solutions to help your organization achieve the balance between developing successful high-potential talent while ensuring employee engagement
  • How to get back on track when it comes to bench strength and succession planning
  • How to develop a transparent high potential process and align leadership to a common competency model
  • Effective measurements and metrics to use for evaluating success
3:10-3:20 PM

Room Change Break

3:20-4:05 PM


Joel Cataldo, Senior Director of Talent Management & Development for Arrow Electronics, Inc.
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Are your developmental initiatives linked appropriately to your talent strategy?  Do employees see how a given talent initiative will help them perform better in their job?  Do they leverage the value of the tools and platforms you put in front of them?  Thinking holistically about your talent development strategy ensures that you don’t miss opportunities to connect the dots for employees. 
Arrow has been successful in painting a picture of development for employees that draws from multiple mediums and weaves together key elements of their talent strategy.  This approach has significantly influenced training adoption and results in a number of key areas.
During this presentation you will:

  • Learn how Arrow is taking a proactive approach to employee development by integrating its global talent processes, programs and platforms.
  • Gain insight into the creative strategies the Arrow team has implemented to best coordinate three critical vendors to enable learning “stickiness.”
  • View  real-world examples in driving and sustaining learning asset utilization
Mike Shur, Human Resources Manager, Talent Development at JDSU
Bonnie Hagemann, Author and Principal Consultant at Executive Development Associates
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Global 1000 Organizations shared their leadership development practices, processes and strategies in the 2012 Trends in Executive Development: A Benchmark Report prepared by Executive Development Associates and Pearson TalentLens.  We will present compelling data showing how leading-edge companies develop talent that attendees can compare their own organization’s efforts. What we learned was revealing:  Organizations’ most pressing need is to develop critical thinking and its intertwined components - strategic thinking, creative thinking, problem solving, and decision making - and action learning is the best way to develop those skills in emerging leaders.  


Learn how the publically traded technology company JDS Uniphase Corporation developed an innovative solution to develop the critical thinking skills of emerging leaders within this rapidly growing organization.  Discussions will cover how JDSU developed the training program, successes and lesson learned, and how the program fits with JDSU’s strategic talent development initiative.

You will learn:

  • The top priorities in the development efforts
  • The hot topics for executive education programs
  • Major competency gaps of next generation leaders
  • What processes companies are using to identify high potentials
  • Which activities are most likely to accelerate development
  • How leadership development dollars are being allocated during tight economic times
4:05-4:15 PM

Room Change Break

4:15-4:55 PM

HCI's Chief Learning Officer's Closing Remarks:

Final Thoughts: Important Considerations for the Future of Learning

Keynote Presenter:
David Forman, HCI Faculty
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The major themes of the conference are briefly highlighted in this closing session.  In addition, David Forman presents the lists of key resources and books that have been used to create HCI courses over the years.  These resources have formed the basis for HCI’s certification programs taken by over 8000 people since 2005.  Several popular video segments  will also be played.  And finally, Forman presents five ideas that need to be considered for the future of learning and leadership development.   These ideas have been generated by discussions with students, colleagues, thought-leaders and from case examples of leading organizations.  These ideas form the basis of a new article currently being developed on the future of learning and leadership development.

  • Become a decision science
  • Foster learning in the white spaces of the organization
  • Focus on managing performance and not performance management
  • Open up leadership development
  • Drive collaboration and connection through various means
  • Build cultures that are sustainable and meaningful

Friday, November 9, 2012

7:30-8:25 AM


8:25-8:30 AM

HCI Chairman's Recap & Remarks

Moderator and Host:
David Forman, HCI Faculty
8:40-9:30 AM
Keynote Presenter:
Brigadier General (Ret.) Thomas Kolditz, Author and Director of the Leadership Development Program at the Yale School of Management
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Cut through faddish, flavor-of-the-month leadership approaches and get in extremis. Gen. Tom Kolditz shows how extreme life-and-death situations can offer profound lessons for leaders in any setting. Gen. Kolditz’s research reveals that the leadership skills and principles evident in dangerous settings also apply to leading in business and everyday life, making this program applicable to both personal and professional success.

9:30-10:15 AM

Keynote Presentation:

The Neuroscience of Leadership

David Rock, Ph.D., CEO and Founder, NeuroLeadership Institute
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Can neuroscience help us to create better leaders?  NeuroLeadership is a new field of research exploring the biological underpinnings of leadership tasks such as making decisions, regulating emotions, enabling collaboration and facilitating change. In this insight and research-rich session you will discover the big surprises emerging about the brain that help explain why selecting and developing leaders is so tough, and how we might do this better.

10:55-11:40 AM
Michael Molina, Chief Human Resource Officer, Vistage International
Henry C. Hardin, III, Founder, CEO and President of SCI Companies
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Though organizational hierarchies have flattened in the past decade, the need for strong leadership at the executive level remains constant, and a wide breadth of research demonstrates that executive leadership has a clear effect on other areas of the business. In addition, executive development is an effective catalyst of leadership readiness and succession planning. Employees look to leaders to set the attitudinal and behavioral tone of an organization, so investing in a sustainable method of development for this population is critical to strengthening the ability and reach of the leadership pipeline. Yet, questions remain about how to accurately identify and measure what types of development methods inform other areas of the business, and in what ways.
In this presentation, we will explore the findings of the latest research conducted in partnership with HCI and Vistage International. Specifically, the relationship between executive development and its impact on the following five measures of Execution; Alignment; Collaboration; Succession; and Retention will be analyzed.


Don’t miss these key takeaways:


  • Learn which executive development methods have the highest impact on the 5 key ROI measures (execution, alignment, collaboration, succession and retention)
  • Determine what competencies and methods are best positioned to contribute to the development of organizational leaders
  • Learn how to foster an environment of commitment to shared goals among your executive team, rather than mere compliance
11:50-12:35 PM
Kenneth Murphy III, EVP Sales and Operations, Mattress Firm
Mike Barger, Chief Operating Officer for CorpU
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Creating leadership development and training programs that produce lasting impact and generate real business results may be the most significant challenge faced by L&D professionals today. Developing programs that can accomplish this virtually may even seem next to impossible. In this session, you’ll hear how Mattress Firm, one of the world’s largest and most successful specialty bedding companies, has employed a transformational, 21st century learning approach to meet this challenge. A fast-growth company, with over 1,000 stores in 28 states, the firm needed to develop their next generation of leaders while enhancing negotiation and sales skills in the field.  Their solution leveraged expertise from two of the best-known universities in the world, a unique social learning platform, and the collaborative power of cohort-based education in a virtual community—and it was executed without spending a penny on travel. The futuristic approach to enterprise learning they’re applying at Mattress Firm is truly changing the way organizations are thinking about developing their human capital. 


This session is designed to help change the way you think about learning and development.  You’ll also hear how the right social media technology can help you build virtual learning communities that connect your employees from anywhere in the world to learn from world-class experts and collaboratively solve your most pressing and complex business problems. The story you’ll hear in this session examines how Mattress Firm was able to teach the negotiation program developed and taught at Harvard and MIT to their leaders around the country and drive improved business performance in some of their most important business metrics.


Discover how to advance your thinking about learning and development based on Mattress Firm’s best practices for:

  • Delivering world-class content to geographically dispersed learners
  • Harnessing the potential of social media technology to help creatively solve complex business problems
  • Improving business results through ongoing, collaborative, virtual development


12:35-1:30 PM


1:30-2:00 PM
Keynote Presenter:
Heather Boatman, SVP, Organizational Strategy and Development at Burlington Coat Factory
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Learning and even leadership development doesn’t always find champions in the boardroom, but for organizational leaders that choose to make it a priority, the benefits continue to be outstanding. Organizations aligned with learning consistently deliver higher employee engagement scores, lower turnover rates, and more satisfied workers – all of which leads to better business outcomes and profits. Yet many learning and even more development initiatives fail without executive support. What can learning and development leaders do to stress the importance and return on their initiatives?  How can they create a champion for L&D in the c-level suite?
This session is designed to give you the tools, language, and resources you need to adequately navigate the path to senior leadership buy-in. Learn what senior leaders are most looking for when it comes to making strategic L&D decisions and find ways to demonstrate the strength and ROI of leadership development and learning.
You will learn:

  • How to build a strategy to get initial support from change agents and key personnel
  • How to determine a step-by-step guide to measure and present the rationale for learning and leadership development initiatives
  • The key three elements you must have in order to drive senior leadership buy-in
2:00-2:30 PM
Keynote Presenter:
Andrea Procaccino, Chief Learning Officer, New York Presbyterian Hospital
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This session will explore how one large corporation is using various innovative technologies and social media to enable collaborative learning long after the classroom training or eLearning module has been completed.  When faced with the challenge of training a geographically and generationally diverse sales force, the Learning Function needs to ensure that there is collaborative peer to peer learning happening after the learning event.  The use of virtual 3D, mobile and social media technologies have been used to create a long-acting, comprehensive activation of collaborative learning that will help to successfully change behaviors for increased performance.


In this session, we will:

  • Explore how virtual 3D and mobile training technologies can be used to not only innovate learning but increase learner collaboration.
  • Explain how social media can be integrated into a learning program for ongoing collaboration.
  • Explore a case study where one corporation has taken to activate collaborative learning from multiple angles.
2:30-3:15 PM
Keynote Presenter:
Ana Dutra , Chief Executive Officer of Korn/Ferry Leadership and Talent Consulting, and Executive Vice President of Korn/Ferry International
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Experts predict that the next 12 years will remain challenging for organizations to drive growth, yet there are organizations that are outperforming their competitors.  Research reveals that those organizations have a richer concentration of leaders with the ability to deliver top and bottom line growth in volatile, uncertain, complex and ambiguous environments.  In addition to high levels of Learning Agility, these leaders possess other critical characteristics that contribute to their successful performance.
Join Ana Dutra, CEO of Korn/Ferry Leadership & Talent Consulting, as she shares this groundbreaking research and explores how you can ensure that your succession pipeline is filled high-potential employees ready to deliver growth for your organization in the challenging years ahead.
In this session you will learn:

  • Which key characteristics future leaders will need to drive growth for your organization
  • What options your organization has to assess these characteristics in employees and candidates
  • How to provide the development opportunities today to prepare your high-potential talent to deliver results in the years to come