|The Chicago Booth Executive Program for Emerging Leaders (EPEL) is designed for University of Chicago administrators with high potential. It will deliver new approaches to leadership development, build and develop high-performance teams, manage cross-functional and cross-organizational relationships, and craft strategy. This program will benefit administrators responsible for improving the performance of their organizational unit, as well as contributing to the University of Chicago's broader strategic goals.|
The program content goes beyond training in the administrative operations of the University. Through small group discussions and highly interactive faculty presentations, EPEL teaches participants to think beyond their own organizational unit and incorporate broader strategic considerations into their management decisions and style.
EPEL is delivered in a convenient format that minimizes disruptions to daily operations. Classes convene on Fridays for a total of 10 class days over five months.
The content is based on the University of Chicago Booth School of Business' general management and leadership programs. It features highlights from our best programs taught by our own thought-provoking faculty. This program also offers specific content sessions led by officers, vice presidents, and deans focusing on critical challenges and opportunities at the University of Chicago.
Strategy and Decision Making
University of Chicago Strategy and VisionStrategy for GrowthDecision Making and NegotiationTheme 2:
Social Capital: Collaborating Across the UniversityHigh Performance TeamsPersonal Leadership AgilityInfluence and Leading ChangeTheme 3:
Managerial ‘Business’ Acumen
Strategic MarketingTopics in FinanceManagerial Accounting
During this seminar, you will learn to:
- Identify the characteristics of strategic leadership in higher education.
- Be better able to identify initiatives that create value.
- Analyze financial data and understand how funds are allocated.
- Understand how and when to build a strong team.
- Develop a strategic action plan for delivering value.
- Build social capital and leverage networks and the informal organization.
- Recognize and rise above organization boundaries.
- Manage across organizational boundaries.
- Engage others to implement important initiatives or change.
|Who Should Attend|
|The program is designed for University of Chicago staff members who may or may not have managerial experience but have demonstrated the potential to assume mid- to senior-level leadership positions in the future.|
|Executive Program for Emerging Leaders Outline|
The University of Chicago Strategy
- Program welcome and introductions
- Leadership Perspectives: Purpose Driven and Purpose Finding Approaches
- Introduction: Virtual Visits
- Your professional and personal goals for the program, and work plan
The Power of Strategy
- Framework for systems thinking
- Decision making from a systems perspective
- Alternative strategies for growth
- The limits of strategy
- Leadership’s role in strategy implementation
- Identifying necessary capabilities for implementation
Social Capital: Collaborating Across the University
- How social networks create competitive advantage
- Benefit from advantage depends on behavior and reputation
- The social origins of your reputation & career implications
Your Personal Leadership Brand
- What is Your Leadership Brand and how is it perceived?
- The value of authentic leadership
- How do you maximize your natural talents?
- How might your strengths be misunderstood, underutilized?
- What are you doing to enhance your brand?
- What are you doing that detracts from your brand and how to do less of it?
- The gap between the perception of your personal leadership brand
- The reality of who you are, what you stand for and how you are communicating
Personal Leadership Agility
- Understand how I am currently playing in my leadership role?
- Identify how to set the stage to be more effective- what characters need to be center stage?
- Seeing how others respond and how to influence their response
- Adapting and growing in a new role with broader responsibilities
- Career transitions for myself and for others
Finance and Accounting
Working in Teams
- Reading and understanding financial statements
- The three statements-income statement, balance sheet and statement of cash flows
- Common obstacles to effective team work
- Improving group decision making
Effective Decision Making
Collaborative Decision Making
- Frameworks for decision making under uncertainty
- Understanding which decisions need to be made
- Knowing what is a good decision
- Identifying common decision traps
- Identifying interests
- Finding opportunities for joint gains (win/wins) rather than zero-sum outcomes
- Approaches to group decisions
- Introduction to marketing
- Forming and evaluating marketing strategies
- Analysis of customers and competitors
- Service positioning
- Assessment of pricing and other tactics
- Building and maintaining strong brands
Finance and Accounting
Workshop on Communicating Effectively in Organizations
- Revenue recognition and expense matching
- Sources of financing
- Ratio analysis
- Influencing organizational behavior and success through communications
- Elements of a sound communication plan
- Case study to put principles into action
Influence and Managing Change: Experiential Challenge
- Leading large scale change efforts
- Understanding and managing multiple stakeholders
- Confronting resistance to change
- Reading the organization for effective leadership
- Working with peers to lead a change effort
- Framework for leading change
|Executive Program for Emerging Leaders Faculty|
|Harry Davis teaches MBA and Executive Education courses at the University of Chicago Booth School of Business, where he has been on the faculty since 1963. His teaching and research interests lie in the areas of strategy, leadership, creativity, and innovation.|
|Executive Program for Emerging Leaders Information Request
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Download the Executive Program for Emerging Leaders brochure