Please note that the times reflected in this agenda are listed in the time-zone where the event takes place.
For this event, the time-zone is Central Time Zone.
Monday, September 18, 2017
The nature of leadership has dramatically changed over the past 100 years. Where yesterday’s leaders were able to issue orders and watch the results unfold, today’s leaders have to be influencers with purpose in order to win the minds and hearts of their people. Leadership is no longer a title that’s handed over on a silver platter, but rather a set of behaviors and skills that are effectively deployed to influence others. Organizations with poor leadership are disrupted and dissolved at faster rates than ever before. Organizations that invest in leadership training are increasing their chances of success. Our research, based on the original and most widely used and evaluated tests of emotional intelligence (EQ-i 2.0 and MSCEIT) have led to dramatic findings on today’s leadership models.
The four pillar model: Authenticity, Coaching, Insight, and Innovation – provides an actionable blueprint for training and coaching the next generation leadership. As part of this workshop a “Walk The Talk” exercise will be used with participants to illustrate turning these core values into leadership behavior.
You will learn:
- How emotional intelligence is defined and why the model fits so well into coaching, training, and development
- The four pillar model of leadership based on emotional intelligence: Authenticity, Coaching, Insight, and Innovation
- How to implement emotional intelligence programs in your organization
- How coaching and training in emotional intelligence can transform organizations and produce return on investment
- How to turn these core values into actionable behaviors using the “Walk The Talk” exercise
This is a preliminary title - updates are on their way!
Tuesday, September 19, 2017
Chairman's Welcome Remarks
Leaders are under increasing pressure to lift their performance in order to meet aggressive corporate growth goals. And yet, many find leadership development to be too disjointed - a collection of ideas and resources that do not fit together or support one another. For many, the process has become hard to navigate and seldom yields the kind of lasting change organizations need.
Neuroscience research provides a lens to rethink leadership development. It underscores the importance of three key principles: simplicity, mutually-reinforced content, and learning that taps into the science of memory. Join Dr. David Rock (Director, NeuroLeadership Institute) to explore a fresh strategy for defining, building and embedding leadership skills across an organization.
Participants will explore research-driven ways to:
- Transform behavior and the culture around learning
- Change the architecture of leadership development across an organization
- Embed learning into the day-to-day life of employees
Morning Networking Break
In this session, Harvard Business School Professor Francesca Gino will discuss her provocative new research on constructive non-conformity in the workplace – how letting employees break the rules and be themselves is the key to fixing the employee engagement crisis. Professor Gino will share the research and inspiring stories of global organizations that have built energized workforces and increased business performance with effective approaches that deviate from tradition, business norms, and the status quo – the usual ways of thinking and doing.
In this session, you will learn:
- Why conformity exists in organizations and how to identify the traditional norms and behaviors that hurt business performance.
- Key strategies leaders can apply to strike the right balance between conformity and nonconformity and constructively deviate from traditional ways for positive business impact.
- Effective approaches leaders can take to support nonconformist behavior that enables employees to do their best work for the benefit of the organization.
*Attendees will receive a complimentary copy of Rebel Talent, the preeminent article that launched Harvard Business Review’s “Big Idea” series.
"See the opportunity in every difficulty.”
Winston Churchill’s words offer compelling counsel as we look at the Learning & Development landscape in today’s transforming workplace.
Although “difficulties” may seem to abound, these challenges offer game-changing opportunities for leaders and organizations to take Learning to a higher level – where we prioritize Learning, and prepare employees for success in both their current and future roles.
In her thought-provoking presentation, SAP CLO Jenny Dearborn will discuss the six forces that are shaping the workplace of today and tomorrow. These forces are revolutionizing our long-held beliefs about life expectancy and the implications for career duration (up to 60 years!) and for Learning. As a result of these forces, Digital Learning is now the #2 topic on the minds of CEOs and HR leaders. Yet there’s also a troubling disconnect between the demand for employees to learn and the supply of time (an average of just 24 minutes per week) that they have available for learning.
This session will explore how to transform these challenges into opportunities. You will learn:
- What these six disruptive forces are, and how they’re impacting companies, employees and Learning organizations
- How SAP’s robust leadership development program is equipping leaders for greater business impact, improving leadership trust and driving employee engagement
- How you can close the demand/supply Learning gap – by prioritizing and protecting L&D -- so that employees can successfully manage their career aspirations, stay relevant and maximize their contributions to the organization.
Organizations of all shapes and sizes are feeling the pressure to find new ways to proactively lead change and to develop agile leaders and culture. Yet, the research continues to show that 70% of change initiatives fail. And, many of the leaders inside these organizations are struggling to find a solution to break the “change failure cycle” and build a meaningful culture. Despite this urgent need for leadership development as part of the solution, less than half of the organizations that acknowledge this need actually have a formal process for developing high-potential talent. As a result, leaders are not equipped with the mindset and skills they need to successfully lead change and transform the culture – for the better.
In this dynamic keynote, you’ll hear about how three organizations invested in their leaders during a time of significant change and strategically combined leadership development with cultural transformation in order to produce meaningful and lasting results. As part of the session, you’ll understand the tactics they used to break the “change failure cycle” and how to apply them to your organization.
You will learn how to:
- Contribute bottom-line value to your organization by understanding how to assess and enhance your approach to developing change leadership capacity.
- Capitalize on real-time changes happening in your organization to accelerate learning.
- Coach executives and managers of high potential talent to adopt a common language and process that engages for change up, down, and across the organization.
- Move beyond supporting the business strategy to driving the business strategy and molding an agile, innovative culture and agile, innovative leaders.
Abstract is on it's way!
Afternoon Networking Break
Preliminary title - real abstract is on it's way!
Networking Cocktail Party - Business Card Exchange
Wednesday, September 20, 2017
Chairman's Welcome Remarks
“Nothing ever goes away until it teaches us what we need to know.” – Pema Chodron
In the face of adversity, why do some people flourish, while others fold? The essential condition required to live a flourishing life is not found in the absence of adversity, but rather in a person’s response to difficulty.
Here’s what resilience is NOT:
Merely bouncing back, resilience is dramatically more than elasticity.
A mentality of “this too shall pass.” As Andy Warhol said, “Time changes things, but you have to change them yourself.”
Adversity is a trip we take. Resilience paves the road. Resilience is, as Rumi said, “the business of being human,” the willingness to endure hardship, and, as a result, to allow ourselves be fundamentally and forever changed. In return for our effort, we receive gifts of enhanced confidence, strength, wisdom, and compassion.
After working with hundreds of extraordinary leaders, five core practices of particularly resilient people have emerged. Now it has a name: Adversity Quotient (AQ): The inability to be deterred by failure. Perhaps it’s not IQ or EQ, but the ability to persevere, despite the odds, to acknowledge fear, setbacks, and failure, and forge onward is the stuff of true success. In this keynote address, we will share all five practices (Vulnerability, Productive Perseverance, Connection, Grati-osity, and Possibility) including new ways to re-think high potential leadership competencies as well as our own.
“There is only one road to true human greatness: the road through suffering.” Albert Einstein
You will learn:
- The five practices of particularly resilient people
- How best to develop leadership (your own and others’) resilience
- How to create a culture of resilience in your organization
At Google, we believe that everyone should have the opportunity to grow and develop, no matter where they are in the world, or the organization. Google’s g2g program (“Googlers-to-Googlers”) is an internal volunteer teaching network of over 6000 Google employees who make that possible. These Googlers dedicate a portion of their time to helping their peers learn and grow; all outside of their core job responsibilities. Nearly 80% of all internal training at Google is provided through the g2g community - whether it's by teaching courses, providing 1:1 mentoring, or designing learning materials. So what’s the secret? The answer is actually pretty simple; trust people to do great work, given them the tools they need to do it well, help them understand how it connects to the big picture, and then step aside and watch the magic happen.
In this session, you’ll learn more about how Google:
- Provides learning at scale through community-driven initiatives
- Recruits the right people by balancing passion and expertise
- Motivates and supports their volunteer faculty
- Drives consistency and quality across over 6000 participants
Morning Networking Break
Research indicates that today's workforce wants the organization to provide opportunities for development. With the ever-increasing war for talent, organizational leadership must consider how they can invest in the development of their top talent in order to retain them. Identifying high potentials and distinguishing them from high performers can be a daunting task. Not all high performers are necessarily high potentials, those who are ready to take on leadership roles.
During this interactive presentation, participants will discover how to distinguish between high performers and high potentials, and how to develop a strategic development program to prepare them to assume critical leadership roles within the organization.
Upon completion of this session, participants will:
- Discover how to distinguish high performers from high potentials
- Design a strategic leadership development program tailored to the needs of high potentials
- Build a strong succession plan to retain top talent
What was good enough yesterday is not good enough today. This session examines the challenges facing effective succession planning today. We examine how succession planning will become more challenging and require far more dynamic management and collaboration outside of your organization in order to survive. We also explore the trends of succession planning over the past decade. We touch on the classic, tried and true foundational elements of Succession Planning, while spending most of our time discussing next practices that will be necessary to compete in the future retention of leadership talent.
A great focus is placed on integrating succession planning seamlessly with Development, Talent Acquisition and other Talent Management areas, since such integration will be essential in the future state for successful succession planning.
We also explore innovative ways that leaders can increase succession bench strength and ensure continuity in their organizational leadership roles.
You will learn how:
- To provide leaders with an understanding of the past and changing trends of Succession Planning
- To challenge leaders to examine their succession planning processes in order to explore whether or not their current strategies will be sufficient for the near future
- to integrate Succession Planning seamlessly with other areas of Talent Management in order have a healthier leader bench strength
- Develop leaders for tomorrow beyond yesterday and today
As the workforce moves to a more integrated “work” and “life” approach, leadership development is synonymous with self-development. Today’s leaders want to build skills and collect experiences that will help them in all aspects of their lives – not just what’s needed for their job. With the demands of our “change is constant” environment, it’s imperative that we support leaders in mastering context vs. content and help them shift from competence to consciousness.
What often separates successful leaders from unsuccessful ones is not experience or expertise in their day-to-day arena – it’s often in their mental models, their ability to adapt and master the context of the world around them, and their grit and resiliency to course-correct as priorities shift through the process. Focusing on psychological agility and safety can increase your organization’s ability to move at the speed of business – without the aftermath of burnout and fatigue.
You will learn:
- VMware’s mindset-focused leadership development strategy
- How whole person growth and creating and environment of psychological agility and safety supports your business and your people
- Strategies for evolving from competencies to mindset shifts – without derailing the system
In this keynote presentation, we will examine the updates in the recent reforms in the performance appraisal process across many firms, especially those that are effectively doing away with it. As Douglas McGregor noted 50 years ago, traditional performance appraisals are an uneasy mix of holding employees accountable for past performance, getting them to improve current performance, and pushing them to develop new skills that will advance their careers. The arguments behind the reforms essentially represent playing down accountability in order to advance learning outcomes.
You will learn:
- What companies are doing to advance learning objectives
- How they are managing the residual accountability concerns, such as awarding merit pay.
- What the prospects are for the success of these reforms - what is required to make them work.
With the recent advances in neuroscience, we have seen compelling research around the old paradigm that its success first and then happiness later and how this has been turned on its head. By retraining the brain and developing new positive mental models, we can improve our outlook, how we respond to negative challenges, and upgrade our own work performance. Psychologists have completed a meta-analysis and determined that a positive mental model leads to success in every relevant domain, including work, home, health, and relationships. This also is a fresh approach to employee engagement and well-being. HOP employees are engaged employees and improving engagement scores on a team, business area, or organization has irrefutable benefits. [i]A multi-industry study of six companies found on average that a thriving workplace increased performance by 16%. [ii]Happy employees are 85% more efficient at their work and 10 times less likely to take sick leave. By increasing engagement, productivity and well-being, “going positive” has immediate impact on the bottom line.
You will learn how to:
- Explain how happiness, optimism, and positivity literally changes the physiology of the brain
- Provide a roadmap to overcome our evolutionary bias to negativity
- Begin developing new neuromaps that default to the positive
[i] Author Glen Rifkin, Happy People Spark High Performance.
[ii] The Science of Happiness, globoforce.