Comprehensive course analysis
Who should attend
- Senior leaders
- Mid- to upper-level managers
- High potentials
- Individual contributors who regularly face change in their organization
- Professionals who are working in (or aspiring toward) leadership roles
About the course
As a leader in your organization, you always need to be prepared for change. Whether you’re dealing with a planned initiative, volatile industry, or unexpected situation, change is inevitable. In this series, you will identify where you fit in the power hierarchy of your organization and how this plays into your role in organizational decision making, giving you the essential skills needed to lead and implement change management strategies.
The Change Leadership certificate program, developed by faculty at Cornell University, will equip you to anticipate where things are moving, implement changes needed, and sustain the momentum of your change management initiatives to advance your agenda. The four core courses and two leadership electives enable you to meet your specific development goals while customizing the program to suit your particular professional outcomes.
Navigating Power Relationships
Leaders at every level need to be able to execute on their ideas. In virtually every case, this means that leaders need to be able to persuade others to join in this execution. In order to do so, understanding how to create and utilize power in an organization is critical.
In this course, developed by Professor Glen Dowell, Ph.D., of Cornell University’s Johnson Graduate School of Management, students will focus on their personal relationship with power as well as how power works in their organization and social network.
Project Management Institute (PMI®) Continuing Certification: Participants who successfully complete this course will receive 6 Professional Development Units (PDUs) from PMI®. Please contact PMI ® for details about professional project management certification or recertification.
Being able to negotiate is a practical, everyday skill that is critical for anyone working within an organization. The good news is it’s a skill you can practice and master. Negotiation skills are ones you can use in any context and, once you master the behaviors of effective negotiation, you will use all the time. In this course, developed by Cornell University's Professor Samuel Bacharach, Ph.D., you will develop an awareness that every conversation is a negotiation, and you will identify the critical components of effective negotiation.
Leading Strategic Change Initiatives
If you’re in charge of developing and leading strategic organizational change, there are certain tools and concepts you must be familiar with. In this course, the emphasis is on cultivating your ability to assess the need for change. By determining why your organization or team needs change, you’ll be able to better answer questions like: What should you change and how should the change be handled? You will explore the political and complex process of introducing change, which includes motivating others, dealing with resistance and the emotional elements of change, and finally, extending change over time and sustaining it. The course is designed to give you practice so you can initiate and carry out a change effort.
Leading Organizational Change
All leadership is change leadership. Good leadership isn’t about stagnation; it’s about moving ahead. In this course, Cornell University's Professor Samuel Bacharach, Ph.D., explores the fundamental, practical skills that effective leaders have mastered.
Effective change leaders do three things; they anticipate where things are moving, they facilitate the implementation of change, and they sustain momentum by taking charge and moving things ahead. Great change leaders know how to be both proactive and reactive, as Professor Bacharach explains. Students in this course will examine their own leadership styles and practice skills that will help them translate ideas into organizational results, find ways to overcome organizational inertia, and examine strategies for overcoming individual resistance to change.
Elective (2 Courses)
Leading Collaborative Teams
In today's workforce, adaptation and responsiveness are key elements in the success for an organization. As turnaround times shorten and demands increase, organizations must leverage teams to reach strategic goals and fulfill initiatives. Based on the expertise and research of Kate Walsh, PhD, students in this course will diagnose team needs, set expectations for development, utilize conflict to augment change, and build team autonomy to support leaders in embracing a more strategic focus.
Leading Across Cultures
Leading across cultures is about adapting, communicating, thinking critically, and understanding your own biases. Dr. Jan Katz of Cornell University’s School of Hotel Administration will help you explore the five key dimensions of crosscultural leadership: culture, context, risk, linear/parallel hierarchy, and individualism/collectivism . After defining and sharing examples of each, Professor Katz will help you explore their impacts on business and how you can adapt to variations in different cultures. This course gives you the tools you need to continuously improve your cross-cultural leadership skills.
In the course project, you will examine the cultures and dimensions you work in, explore how compensation relates to risk, examine the hierarchy at your company, and evaluate your own leadership style as it relates to the cultures you work in. You will also get to investigate the 2015 Greek financial crisis and interview an international colleague before creating an action plan for your own future education around the impact of cultural variation on leadership.
Coaching Skills for Leaders
Coaching is about building relationships—and it’s essential in order for your organization to move forward together to achieve better results. Being an effective coach requires skills that can be practiced and mastered, including listening, building credibility and trust, and showing empathy. In this course, Cornell University’s Dr. Samuel Bacharach, will help you distinguish between coaching and traditional supervision. You will identify the five functions of coaching and the rules for having coaching conversations. Finally, you will examine some of the classic coaching mistakes that people often make and identify how you can avoid repeating those mistakes yourself.
Motivating People for High Performance
Leaders are responsible for encouraging the highest possible performance from their employees. Most leaders recognize that motivation is a key driver of high performance. Few leaders are skilled at choosing the right combination of approaches and tools to motivate all of their people. Cornell University Professor Risa Mish provides a learning experience that builds on the important premise that not all individuals are motivated by the same things, and some might be demotivated by the same conditions or incentives that motivate others. This course prepares leaders to analyze performance problems and assess whether they actually can be attributed to a lack of motivation or to one of several other root causes.
When students determine that poor workplace performance is indeed caused by a lack of motivation, they will use the motivation techniques that will be most effective for all the people involved. Leveraging the work of two American social psychologists to address the factors that may be demotivating people, students will learn how to increase the factors that do motivate people and improve workplace performance. Students will also use the three primary drivers of human motivation to foster better performance on the job.
Quality and Service Excellence
In an increasingly competitive global environment, quality is no longer considered a nice-to-have luxury. It's a requirement for successfully competing and surviving in the marketplace. While the concepts, tools, and procedures for quality and process improvement are now universally recognized and firmly placed in a large number of high-performing organizations around the world, it was not always so. The importance of quality in organizations has gone through a complete evolutionary cycle.
In this course, you will develop measures and standards of service quality, devise practices that improve employee learning and outcomes, and evaluate different approaches to process improvement, all based on the research and expertise of Cornell University Professor Rohit Verma, PhD. Using the tools provided in this course, you will be able to relate strategic decisions to their impact on organizational performance. And with the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.
Planning and Delivering Effective Presentations
To be an effective leader, you must be able to articulate your thoughts and positions in a clear and concise manner.
Professor Angela Noble-Grange of Cornell University’s Johnson Graduate School of Management draws on her own extensive experience as a speaker and communicator to guide students through the preparation and delivery process. She discusses how to identify the communication purpose and analyze your expected audience. She then shares how to formulate and rehearse your message, including how to pay attention to nonverbal communication.
To fine-tune these skills, this course includes interacting with fellow students. Students will participate in discussion forums and will record and share a video of a short presentation that serves as the course project. This provides rich opportunities for students to hone their communication and presentation skills in a practical way, and to learn from the efforts of others.
Participants in this certificate need a high-speed Internet connection, a computer or device that can shoot digital videos with reasonable quality, and access to Adobe Flash software. The eCornell course delivery system provides the ability to record and upload videos, so you won’t need special video software.
Leading With Credibility
Managers who are seen practicing what they preach and following through on promises enjoy dramatically enhanced credibility and loyalty. They inspire workers to perform well and even to go beyond what is asked of them. Credibility is not all it takes to be successful, but no trust or meaningful relationship with those you manage can happen without it.
This course, developed by Professor Tony Simons, Ph.D. of Cornell University’s School of Hotel Administration, focuses on this critical element of leadership, and helps students develop the awareness, skills and habits necessary for mastering it.
Leading for Creativity and Innovation
One of the challenges organizations face today is how to innovate. Innovation has become the modus operandi of organizational life. Every organization needs to innovate quickly to stay competitive. But what does “innovation” really mean?
In simple terms, innovation is the practical application of creative ideas to drive organizational results; innovation results in something useful that benefits the organization. In this course, Cornell University's Professor Samuel Bacharach, Ph.D., clears away common misconceptions about the mystery surrounding this popular buzzword and identifies how individuals can harness creative energy to drive innovative results. Students will identify strategies for encouraging divergent thinking and examine methods of fostering a culture of innovation.
Strategic Decision Making
The ability to make effective and timely decisions is an essential skill for successful executives. Mastery of this skill influences all aspects of day-to-day operations as well as strategic planning. In this course, developed by Professor Robert Bloomfield, Ph.D. of Cornell University’s Johnson Graduate School of Management, you will hone your decision-making skills by following a methodology based on tested actions and sound organizational approaches. You will leave this course better equipped to confidently tackle any decision large or small, and you’ll do so in a way that creates the optimal conditions for success.
Key course takeaways
- Analyze your organization in terms of its tendency toward change
- Build an approach for identifying and influencing key stakeholders
- Devise an approach for overcoming resistance
- Explore critical decisions such as when to negotiate, when not to negotiate, whether you should make the opening move in a negotiation, and how many issues you want to put on the table
- Analyze, enhance, and activate your network to achieve goals and improve your ability to exercise power
What you'll earn
- Change Leadership Certificate from Cornell SC Johnson College of Business
- 48 Professional Development Hours (PDHs)
- 36 Professional Development Credits (PDCs) toward SHRM-CP and SHRM-SCP recertification
- 75 Professional Development Units (PDUs) toward PMI recertification
Biography Professor Glen Dowell is an associate professor of management and organizations at the Johnson Graduate School of Management. He researches in the area of corporate sustainability, with a focus on firm environmental performance. Recent projects have investigated the effect of local demo...
Since coming to the Johnson Graduate School of Management in 1991, Prof. Robert Bloomfield has used laboratory experiments to study financial markets and investor behavior, and has also published in all major business disciplines, including finance, accounting, marketing, organization behavior, a...
Risa Mish is professor of practice of management at the Johnson Graduate School of Management. She designed and teaches the MBA Core course in Critical and Strategic Thinking, in addition to teaching courses in leadership and serving as faculty co-director of the Johnson Leadership Fellows progra...
A graduate of the Johnson MBA program, Professor Angela Noble-Grange, a senior lecturer of management communication, teaches oral communication and management writing at Johnson. Her interests include persuasive speaking and writing, as well as gender and race differences in message perception. S...
Samuel Bacharach is the McKelvey-Grant Professor of Labor Management and the Director of the Smithers Institute. He received his BS in economics from NYU. His MS and Ph.D. from the University of Wisconsin. Upon joining the Cornell faculty in 1974, he spent most of his time working on negotiation...
Cathy A. Enz is the Lewis G. Schaeneman Jr. Professor of Innovation and Dynamic Management and a professor in strategy. She currently serves as the associate dean for academic affairs in the School of Hotel Administration. Her prior administrative roles included serving as associate dean for indu...
Professor Tony Simons teaches organizational behavior, negotiation and leadership at the Cornell School of Hotel Administration. His research examines trust–employee trust in leaders, executive team member trust, and trust in supply chain relationships. Simons''s research has focused on how well ...
Rohit Verma is the dean of external relations for the Cornell SC Johnson College of Business, Singapore Tourism Board Distinguished Professor in Asian Hospitality Management at the School of Hotel Administration (SHA), and Professor in Operations, Technology and Information Management area. Verm...
Dr. Kate Walsh is the Dean of the School of Hotel Administration, and is an E. M. Statler Professor. She received her Ph.D. from the Carroll School of Management at Boston College and her M.P.S. degree from the School of Hotel Administration. She holds a Bachelor of Science degree in Accounting f...
After receiving her S.B. (biology) and Ph.D. (management) at the Massachusetts Institute of Technology, Jan Katz began teaching international management at New York University. Moving to Cornell 21 years ago, she continued teaching international management and marketing at the Johnson Graduate Sc...
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