Monday, September 8, 2014
Senior Practitioner Hands-On Workshop:
Millennial: This session will be fab!! J (accompanied by ‘selfie’ in front of advert announcing topic)
Gen X’er: Oh, fantastic! I can apply this learning to my initiatives! (notebook in hand)
Boomer: I look forward to learning and connecting with my peers. (list of attendees & business cards ready)
(note: not based on scientific research!)
With the ongoing evolution of the digital age and the accelerated speed of information sharing, talent practioners have realized the importance of offering learning and talent development solutions that resonate with their changing consumer. Whether a Millennial or a Boomer, there is a growing need to provide not only customized solutions tailored to their learning needs, but perhaps more importantly, development opportunities that connect these generations. When these two generations are on the same page (Web page, that is) they will understand each other’s motivations and technical proficiency and enhance each other’s levels of employee engagement through exposure and mentoring.
The Estée Lauder Companies believes that every employee, regardless of where they are in the organization, can lead from their chair... It is not just senior management’s responsibility to lead; all employees can be great leaders whether they are leading themselves, a team or the organization. So cool, right?
So, the Estée Lauder Companies is proactively engaging Millennials to help increase the digital capacity of our Boomers, and calling on Boomers and Gen X’ers to show Millenials how to maximize in-person networking/peer-to-peer opportunities. All at the same time.
This interactive session, sure to fuel the interests of Millenials, X’ers and Boomers alike, will show you how The Estée Lauder Companies uses innovative digital tools and creative solutions to bring together generations of employees for mutual learning, growth and development and make an impact on employee engagement and retention.
In this session you will learn:
- How employees can lead, regardless of their position in the organization, in this increasingly digital savvy age
- Simple strategies and tools to enable different generations to learn from each other in the new digital age
- Ways to increase employee engagement and retention through innovative learning and development solutions
- One new thing about technology for your own personal toolbox
People today are experiencing extremely high levels of stress in the workplace. And organizations are trying to do more with less, further increasing employee workloads. With no end in sight leaders are discovering the impact of pushing themselves and their teams harder than ever. Leaders need to learn how to ensure both high performance AND sustainable well-being
The Challenge of Change method is an approach to building individual and organizational resilience for the long term. It is based on 30 years of academic research and its methods are firmly evidence based. At its core, it helps people understand the difference between pressure and stress. Pressure is inevitable, yet stress is something we create.
You will learn:
- The difference between pressure and stress in your own life
- How stress is created and how resilient people avoid it
- The results of your personal resilience profile, outlining your approach to dealing with pressure
- A valuable set of tools for dealing with pressure in your life
Tuesday, September 9, 2014
Chairman's Welcome Remarks
In the pharmaceutical industry as in other industries, the rapidly evolving marketplace is creating an ever changing business environment. Specific challenges, including the Affordable Care Act (ACA), managed care dynamics, and new regulatory mandates, are resulting in significant and increasing demands on company leaders AND on HR’s role in enabling the success of these leaders. As HR Professionals, many of us have successfully met the challenge of building foundational manager and leadership programs. Yet, within a dynamic business environment, it is imperative that we find new and complementary approaches to leadership development where we can build critical and emerging leadership competencies in the context of current problems.
Meeting the Challenge:
At Novo Nordisk, our award-winning leadership development programs are grounded in time tested company values and leadership competencies that span across all levels of leadership from senior executives to individual contributors. As a complement to these core programs, we are building critical and emerging skills through a multimodal, portfolio learning approach focused on real leadership challenges in a “learning from experience” type program. Additionally, rather than building a comprehensive (and highly resource intensive) action learning, “President’s Forum” type program, we have been able to leverage the existing work of our Organization Effectiveness Team to both identify within and cross functional challenges and assign project leaders from our key talent population. By partnering with OE experts, leaders solve real business problems and develop skills including strategy development, stakeholder alignment, organization assessment, problem analysis, solution execution, and change leadership.
In this session, we will share the Novo Nordisk Organization Effectiveness Model and our specific approach to leadership development through skill building, expert coaching, and senior executive sponsorship/ mentoring.
You will learn:
- The Novo Nordisk Organization Effectiveness Model and how we leverage this model to create leadership development opportunities
- Our portfolio approach to learning and leadership development through skill building, expert coaching, and senior executive sponsorship/ mentoring of critical problem solving or continuous improvement projects
- Critical success factors for creating this type of leadership development opportunity
What motivates employees? As a manager, you need to know why people come to work every day, what makes them stay-and what drives them to perform their best.
Harvard Business School Professor Teresa Amabile will highlight her research into nearly 12,000 diary entries of employees from seven companies to show how you can enhance your people's inner work lives, boost long-term creative productivity, and foster progress.
Learn how today's best leaders are able to build a cadre of employees who have satisfying inner work lives: consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. With honest examples from the companies studied, Teresa will inspire aspiring and seasoned leaders alike with key insights they need to maximize their people's performance.
You will also learn how to activate two forces that engage progress:
- “Catalysts” – events that directly facilitate project work such as clear goals and autonomy
- “Nourishers” – Interpersonal events that uplift workers including encouragement and demonstrations of respect and collegiality
Attendees will receive a copy of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Review Press, 2011)
Morning Networking Break
Over the last thirty years, there's been tremendous progress within cognitive science in understanding the nature of expertise and what works and doesn't work to lift learning. However, even though helping people in our highest impact job categories become more expert is incredibly valuable, we're still not applying what's been discovered in a systematic way: We're still not doing much "learning engineering."
This talk will discuss (occasionally surprising) results from learning science, give examples of the positive impact of using these results at scale, and describe what it takes to bring more "learning engineering" to bear.
You will learn:
- The critical results from learning science that impact performance - and how to find more
- Ways to apply learning science at scale - "learning engineering" - and it's impact on real-world performance
- How to evaluate any learning environment against key principles grounded in evidence about what really works for learning with a "checklist for learning"
When the senior leadership of Avis Budget Group identified a competitive threat to their business, they needed an innovative solution to help maintain and grow valuable market share while differentiating their services. Committed to developing their women leaders and a diverse workforce, senior leaders called on 29 of their top female leaders across the organization to develop and execute a new strategy that would strengthen the company’s marketplace advantage.
By working in highly focused groups led by experienced and knowledgeable experts, they devised an entirely new program, Select and Go, to meet a critical market need. The result? A member of the team was promoted to be dedicated to work on the new venture, and revenue and customer satisfaction scores increased almost immediately after the new, company-wide program launched only a few months later.
Since this initiative was first launched three years ago, subsequent teams have been tasked with similar challenges and have delivered similar results. Just as importantly, many attendees report the immersion learning experience was life-changing both personally and professionally. Immersion learning has inspired, guided, and brought women leaders together, and they continue to move up the leadership ranks and make a significant impact at Avis Budget Group.
You will learn:
- The ABG strategy for developing and advancing women and inclusion
- How ABG uses immersive and action learning to tackle current business challenges
- The return on talent engagement and advancement when leadership development is focused on business needs
Tomorrow’s leaders must be able to not just direct and motivate teams, but to inspire them. Often these leaders need to understand how best to catalyze a distributed, remote workforce. Yet most leadership development programs are limited to in-person training around “hard” management skills.
In this session, participants will learn how adding an Inspirational Leadership Development layer to an existing LD program while leveraging the collaborative power of the internet can generate exponentially higher leadership ROI. Back on the job, participants will curate a library of relevant learning content and be able to structure an online Inspirational Leadership training experience.
You will learn:
- The difference in substance and impact between “inspirational leadership” and “management skills”
- How to identify the elements from your own LD program that are amenable to distributed, online delivery
- Current assessment resources and identify opportunities for improved feedback and accountability
Afternoon Networking Break
Zenith Insurance wants to ensure that they are hiring top quality talent to service their customers. Recognizing that making insurance claims can be an emotional circumstance for customers who have suffered a great loss, Zenith knew that high Emotional Intelligence (EI) was a key component of job success for their claims adjusters.
In 2013 Zenith conducted a study to determine which key EI skills were related to their star performers. This investigation resulted in the incorporation of an EQ (Emotional Quotient) assessment into their selection process, enabling Zenith to identify the best qualified talent whose emotional intelligence more closely matches their star performers and help hiring managers interview with those EI factors in mind.
Since this initiative was launched, employees have benefitted from awareness and training about EI skills and workshops have been held to help them develop their competencies further.
You will learn:
- How Zenith determined that Emotional Intelligence skills were important to job success
- Why Zenith chose an assessment to measure the Emotional Intelligence of their current and future employees
- Best practices around the process of using an Emotional Intelligence assessment in selection and development
For years, leadership development experts have wondered how to bring depth to the conversation about executive presence. The problem with “I know it when I see it,” is that executive presence remains mysterious, and feedback about it isn’t actionable. In this session you’ll learn about a brand new, research-based, scientifically validated model that frames executive presence in three dimensions – character, substance, and style. You’ll learn about a pragmatic, actionable approach to assessing and developing presence and influence.
You will learn:
- Why certain observable facets of behavior are critical to a leader’s impact
- How presence goes beyond the style issues that are often the start and stop point of the conversation
- How presence has a powerful, practical effect on those whom leaders seek to engage, align, and mobilize
- A strategy for integrating this model into your assessment and leadership development programs
Leaders in all organizations are struggling to effectively lead in times of gut-wrenching change. This especially true of organizations grappling with changes driven by Health Care Reform. The way forward is to ensure that leaders at all levels take personal accountability to leading change and stepping up to their leadership obligations
This session will share the BCBSNC story in how they worked to strengthen leadership accountability and build a strong community of leaders.
You will learn:
- How to ensure leaders at all levels make the deliberate decision to lead transformation change
- How to set clear leadership expectations within the organization to drive greater leader commitment and accountability
- How to create a strong community of leaders that fosters enhanced collaboration, innovation and a united front
- The framework to building leadership accountability
- Why you need to bring leaders together to build community
- Strategies to sustain momentum and impact over the long term
Leadership and commercial results have never been more inextricably linked. In order to achieve business success and drive growth, today’s leaders must foster innovation by engaging a diverse, multigenerational workforce while adapting to business cycles and regulatory requirements. The next generation of leaders must contribute to a culture where the best ideas can come from any level and where leadership is not just an aspiration but an expectation of every person in the organization.
As human capital professionals, the responsibility is on us to provide the right development experiences and data-driven insights on why leadership is, in fact, one of the most important drivers of business strategy and results.
The purpose of this session is to discuss how to build a strong culture of leadership and prepare the next generation of business leaders.
You will learn:
- Why leadership is as critical as ever in today’s environment
- What makes a leadership development organization best-in-class
- How to build a lasting culture of leadership
Networking Cocktail Party – Business Card Exchange
Wednesday, September 10, 2014
Chairman’s Welcome Back Remarks
Thought Leadership Opening Remarks:
Opening Keynote Address:
For more than 160 years, American Express has innovated and evolved to serve our
customers in whatever way they needed most – from a shipping company, to trusted travel
advisors, to offering financial products and making global payments easier. With today’s
fast-paced changing environment there is the need to transform once again - even more
quickly – and this type of change stems from our most valuable asset, our employees.
One of the most successful ways to innovate is by constantly trying new things; to
experiment and then iterate after learning from any setbacks or failures. Encouraging this
type of learning is at the heart of BOTH why and how we are reimagining the creation,
content deployment, and experience of learning at the company.
In this session David Clark, Chief Learning Officer, will share how American Express has
started to apply Design Thinking, typically thought of as a product development approach, to
deliver this type of transformational learning.
You will learn:
- How Design Thinking techniques can be a way to assess and refresh your approach to learning.
- How to truly collaborate with your company’s employees and internal learning community to generate insights and learning strategies.
- How to let go of the ways learning has always been developed and brainstorm innovative concepts with “play”.
Your current and future leaders need to develop new and, sometimes, different capabilities. Sylva Juliano will share how the Coca-Cola's Bottling Investments Group addressed critical business needs and capabilities through developing their Summit Leadership Program. This program, tailored to senior executives, focuses on building the right culture, capabilities, and engagement.
You will learn:
- How to adjust and lead in a fast changing, increasingly complex, and diverse work environment to deliver on both short-term and long-term goals
- What is required to build organizations that constantly innovate, stay focused on key priorities, get things done, and have a culture of change
- How to build individual and team skills to unite the organization on a compelling vision for the future via inspirational leadership, effective communications and coaching, that result in strong business performance
Morning Networking Break
Today's turbulent and complex business environment poses unique and demanding challenges for leaders at all levels. Many lead in an environment of both abundance and scarcity, where the work is abundant (emails, meetings, projects…) and time is scarce. This is the leadership development conundrum of our time. Leaders believe they must choose between getting work done, as more and more gets put on their plate, or developing themselves and their team. This is a false choice.
In this session, we will demonstrate an innovative approach to leadership development, which addresses how to accelerate leadership development and effectiveness when the bandwidth of leaders to learn and grow themselves and others is limited. HINT: the answer isn’t a new a new leadership development program but a process.
You will learn:
- An innovative approach to leadership and executive development – moving beyond immersive programs
- Key success factors to make leadership development scalable and sustainable
- The latest research on the leadership mindsets most prevalent today and the ones most needed for tomorrow
In an era where unprecedented value and power has been placed on talent – identified by ManpowerGroup as the Human Age – talent is the key determinant of business success. Business leaders and human resource professionals alike are under increasing pressure to drive results by strategically investing in their organization’s leaders.
In fact, in a recent Right Management study, 40% of respondents report that their “senior management recognizes the connection between investing in leader development and its business impact.” So how do you ensure your talent development investments are having an impact?
Join us for an interactive discussion as we discuss these dynamic topics:
You Will Learn:
• The newest benchmarking data on the top talent management challenges around the world
• How organizations are prioritizing talent identification and development investments
• What companies are doing to develop the talent they need, and recognize the skillsets they currently lack
• The key actions needed to improve leader pipeline and talent management strategy
Competency models and Career Development documents are prevalent in many companies, but often aren’t viewed as an essential part of the strategy. See how The Hershey Company ensured that their competency model is understood, relevant to their workforce and aligned to their vision.
You will learn:
- How to facilitate innovative, engaging techniques to communicate and educate the workforce with the Hershey competency model
- How to integrate the Hershey model into key HR processes
- How to measure the project’s success
One of the most critical challenges that organizations face in a struggling economy is competing in a volatile market. However, often in an attempt to create long-term stability, organizations must slow their growth to focus on their infrastructure. This is what happened to Virgin America in 2012. This course change prompted another need: a way to explain the strategy shift to employees and gain their support. In this case study you will hear the story behind Virgin America’s strategy change and how the company rallied its employees behind the new strategy.
You will learn about:
- A business challenge that Virgin America faced and how the company decided to shift their strategy
- How Virgin America communicated the strategy change to every employee and gained buy-in
- Best practices in designing and delivering an enterprise-wide learning and change management intervention