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About the course
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, leaders must adapt and rise to the challenges created by ever-changing circumstances. In this certificate program, you will develop the internal strengths and strategic skills needed to lead with agility. You will also work to improve your ability to influence both within your organization and externally to accomplish your vision. By the end of this series, you will have gained a new level of confidence to better impact your team and organization.
Leading in a VUCA World
VUCA is an acronym that stands for “volatility, uncertainty, complexity, and ambiguity.” Learn from General George W. Casey, Jr. how leaders understand and counteract the impacts of the VUCA world to lead more effectively today. In this course, you will gain insights into how you can identify and reduce the impact of volatility, uncertainty, complexity, and ambiguity in your workplaces, elevating your opportunity to succeed. You will match your strengths and weakness with the leadership characteristics essential in today’s VUCA world to formulate an action plan to guide you in improving your leadership skills. Finally, you will develop skills to improve your vision, courage, and character ultimately preparing you to lead in a VUCA world.
Developing and Communicating Vision and Strategy
Organizations that instill a clear vision and an effective business strategy at all levels are far more likely to succeed in our increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. Before you can effectively define and impart your vision and business strategy to your organization, however, you must analyze and have a comprehensive understanding of the various facets of your operating environment. In this course, you will explore effective ways to achieve these goals with General Casey. You will objectively assess the three critical dimensions of their operating environment (internal, external, and competitive) using the VUCA index so you can identify potential vulnerabilities and opportunities for your organization. Then you will identify the characteristics of an effective vision statement and outline a clear vision for your organization. Finally, you will outline a plan to instill your vision and business strategy in your organization.
Building Great Teams
Given the ever-increasing demands of the VUCA world in which we live and work today, agile leaders need effective ways of gaining commitment to their organization’s vision and strategy. Even if a leadership team has an established vision and strategy, you still need buy-in at all levels of the organization. Led by General Casey, this rigorous, outcomes-driven course will help you build a high-performing team that can consistently carry out the organization’s vision and strategy.
In this course you will evaluate and describe three ways to build commitment to your vision and strategy and use those techniques to outline a plan that cultivates complete buy-in. You will create a plan that identifies specific ways to build your team’s commitment to excellence. Finally you will assess the inclusiveness of your organization’s current environment and formulate a plan to strengthen inclusion and drive excellence.
Setting Internal and External Conditions for Success
Success does not just happen. Successful leaders figure out what matters most to their success and go out and make it happen. This has never been an easy process, but in today’s world it has become even more difficult: The volatile, uncertain, complex, and ambiguous (VUCA) environments that confront organizations today require a new breed of leaders. To lead and succeed in a VUCA world, leaders must now be adept at building consensus and influencing people who are outside their direct control and whose cooperation is essential to the success of their efforts.
In this course, you will develop a checklist to help you determine the most important elements required to execute your vision and strategy. You will establish a sphere of influence that can provide external support and determine the most important elements required to accomplish your vision and strategy. Finally, you will prepare for unexpected challenges.
Preparing for the Future
In our VUCA world, it is easy to become weighed down by daily issues. You can become so consumed by the difficulties of the present moment that you can neglect to look ahead and analyze your larger mission. Yet, as a leader, you have to be able to step back from the challenges that each day brings and assess the big picture. You have to help your people envision what the future looks like. Even the most skilled leaders agree that this is not easy. However, there are concrete measures you can take to prepare for future success.
In this course, you will learn how to develop a plan to evaluate your organization’s ability to accomplish its vision and strategy. You will apply Lewin’s three-stage model of change to enable your organization’s continuous adaptation and devise a plan that demonstrates how you will sustain progress. Finally you will apply the read, exercise, sleep, and think (REST) model to take care of yourself and remain effective as a leader.
KEY COURSE TAKEAWAYS
- Identify strategies to operate under conditions of volatility, uncertainty, complexity, and ambiguity
- Construct an effective vision statement
- Leverage a framework for understanding your operating environment to develop a strategy for your organization
- Develop a clear and succinct communications plan to implement your strategy
- Align the internal culture in your organization with your vision and strategy
- Establish an external sphere of influence
- Prepare the organization for success in the future by looking for opportunities, challenges, and ways to adapt
Who should attend
- Leaders and executives at all levels, in any industry
- Veterans and military personnel
Trust the experts
Biography General George W. Casey, Jr., enjoyed a 41-year career in the US Army following his graduation from Georgetown University''s School of Foreign Service in 1970. He is an accomplished soldier and an authority on strategic leadership. As the Army Chief of Staff, he led one of the nation''...
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