Executive Leadership Development: Analysis to Action
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Learn to lead with confidence in this rigorous general management program for executives on the verge of achieving great things.
Executive Leadership Development prepares you to take the helm — to analyze critically, lead confidently, and articulate strategically.
This intensive, experiential program encompasses analysis to action — with an emphasis on the action. Develop and hone your leadership style and effectiveness with 360º assessments and one-on-one coaching. Learn design thinking with real, hands-on challenges. Study the art of negotiation by actually negotiating. Manage a hypothetical crisis with team role-playing sessions. Then, return to work with a 100-day action plan that focuses on implementation and impact.
Experience two one-week modules on campus filled with dynamic lectures, hands-on workshops, visits from guest speakers, and leadership development. Between modules, return to your office to work on a design challenge for your company and initiate the 360º leadership assessment. Post-program coaching sessions and a 360º re-assessment keep you engaged and accountable.
You will work closely with Stanford GSB faculty, thanks to the program’s small size, and collaborate in small groups with highly motivated global peers to share business challenges, gain relevant insights, and develop a valuable network that extends far beyond the classroom.
Strengthen your management acumen, analytical tools, and interpersonal skills to build effective teams and successfully navigate challenges.
- Improve core analytical skills required for approaching business challenges holistically and making better executive decisions.
- Develop greater awareness of your leadership style and how it’s perceived by others.
- Enhance your understanding of the critical interface between execution issues and internal and external strategic challenges to the organization.
- Apply design thinking principles to solve business problems — learn effective ways of designing teams, business operations, change management initiatives, and organizational structures and culture.
- Understand relevant psychological principles needed to create high-performance teams and increase employee motivation.
- Hone interpersonal skills to increase your impact within and outside of your organization.
How do you turn an inflection point in your career into an opportunity? How can you catapult your career to the next level?
Executive Leadership Development won’t give you a specific leadership recipe to follow. But it will teach you how to cook for yourself — strengthening your analytical tools, management acumen, and interpersonal skills.
This comprehensive two-module program, which provides enhanced content and coaching over the course of six months, will empower you to build and motivate effective teams, resolve strategic problems, and drive change in yourself and your organization.
Learn design thinking tools and techniques developed at Stanford’s Hasso Plattner Institute of Design, affectionately called “the d.school.” This experiential learning process draws on methods from engineering and design, and combines them with ideas from the arts, tools from the social sciences, and insights from the business world. You will explore mindsets of empathy, rapid prototyping, collaboration, iteration, and feedback. Then, put newfound skills into action to tackle real-world design challenges.
Personal leadership development is a key focus of the program. To enhance your awareness of your leadership style and how it’s perceived by others, we combine classroom learning with Stanford’s proprietary 360º in-depth leadership assessment tool called LEAP (Leadership Evaluation and Action Planning).
LEAP is designed to help you strengthen your leadership skills so you can improve your performance, energize your workplace, and advance your career. It also helps you set priorities and develop a 100-day action plan with one-on-one leadership coaching.
Understanding Competitive Advantage
Many businesses are successful in their markets, but have only a limited understanding of the reasons behind their success. This lack of understanding can be dangerous: Seemingly sensible decisions can turn an organization’s fortunes for the worse. More generally, companies with sustained competitive advantages are ones in which managers throughout the enterprises have a deep understanding of their key success factors.
This session will present a framework for analyzing your business’s basis of competitive advantage, and allow you to consider the implications of different sources of competitive advantage for strategic decision-making.
Motivating Employees to Work Harder and Smarter
In these tough economic times, leaders must find ways to motivate their employees to work harder and smarter. Most managers tend to rely on “carrots” as means of motivation. This session will explore alternative “psychological levers”: tools that truly motivate and inspire employees to perform without excess spending. The group will draw examples from successful companies that have unlocked their employees’ true potential by providing meaning in their work.
As a leader, you spend the majority of your time communicating with others: team members, subordinates, and clients. You probably don’t spend much time thinking about the way you communicate, nor are you likely, in a business setting, to get honest feedback about the way you communicate. Yet the quality of your communication largely determines your effectiveness.
This session will help you appreciate the nature and complexity of a specific form of communication — persuasion — and provide guidelines for boosting the strength of a persuasive message. We will draw on specific examples from other organizations to highlight our takeaways.
This session will draw on a collection of video cases featuring leaders talking about the toughest challenges they have faced, the decisions they have made, and the lessons they learned from these experiences. You will then discuss how these challenges relate to your own careers and to your development as leaders.
What should management do when a crisis focuses the harsh spotlight of public opinion on their organization? Whether it results from a company’s own missteps (think BP) or from strategic activism or media action (think Greenpeace), dealing with crisis is increasingly on the agenda for today’s executives.
In this session, you’ll examine the nature of crises and develop a deeper understanding of where they come from, how they evolve, and what you can do about them. You’ll explore the skills and organizational structures required to prepare for, and productively manage, a crisis to avoid bringing lasting damage to a firm’s reputation.
Strategy and Organizational Design: Translating Strategy Into Action
This session will examine the role of organizational design in executing a company’s strategy. The group will begin by identifying JetBlue Airways’ strategy and then discuss and evaluate how the company’s organizational design supports this strategy.
The case of JetBlue will be used to discuss the way a company culture is built and reinforced and how this helps to support the execution of the company’s strategy.
Advancing to the executive ranks typically means relying less on one’s own knowledge or technical skill and more on being effective at developing others, yet most leaders are relatively unprepared to do this. Coaching is among the most powerful and yet undeveloped and underutilized skills at a leader’s disposal.
We will introduce you to coaching fundamentals (listening, inquiring, reframing, and setting up experiments) as well as provide an opportunity to practice and further develop these competencies.
Strategy Beyond Markets
Most business school classes focus on companies’ interactions with customers, competitors, suppliers, and shareholders in the form of mutually beneficial voluntary exchange transacted in markets. In contrast, these sessions consider businesses’ strategic interactions with comparably important constituents, organizations, and institutions outside of markets.
Strategy beyond markets is a central component of a company’s approach to achieving superior overall performance, and it must be integrated with the company’s market strategy. Examples of topics to be discussed in these sessions include boycotts, activist pressures, regulation, judicial decisions, and political risk, all of which can substantially impact an enterprise’s performance and profitability.
Who should attend
- High-potential leaders on the fast track who are poised and motivated to take on significant managerial responsibility in their organizations
- Mid-level executives with at least 10 years of work experience and a minimum of three to five years of management experience — from any size company, any industry, and any country
- Individuals who are eager, engaged, and inspired to make a positive impact in this program and in their organizations