The Leadership Council is an advisory group

The Leadership Council is an advisory group
of senior level professionals who help guide the
Center’s programs and research on the topic of
leadership. Each individual has been deeply
involved in leadership development throughout
their careers. They ensure that our emphasis
stays at the frontline of cutting-edge issues in
the field of leadership.
LEADERSHIP COUNCIL:
Joseph Bonito—Pfizer Inc.
Stephen Constantin—Dow Chemical Company
Fred Harburg—Motorola
Grace MacArthur—Mattel
Michael McDermott—Capital One
Ellen Recko—Intel Corporation
The Center
for Effective
Organizations
BUILDING LEADERS 4.0
offers presentations on state-of-the-art best
will host two consecutive leadership
practices, leadership development, selection,
and succession planning from Dow Chemical,
programs from February 11-14, 2003.
The first is Building Leaders 4.0—
From Selection to Succession: How
Eli Lilly, GE Capital, Mattel, Motorola, Nestlé,
PepsiCo, and Shell Oil. Participants will learn
how to use practical tools and frameworks to
fit their organizations’ needs. The seminar also
includes two special presentations: the CEO of
Organizations Build Their Pipelines of
Mattel—the world’s number one toy company
—will give a luncheon presentation; and the
Leadership Talent, February 11-12.
The second is a workshop, Coaching for
Ariel Group will offer a unique dinner presentation that incorporates theater as a means to
teach authentic leadership.
Impact: Applications with Greatest Return,
15% discount. Detailed information
&
regarding both programs and registration
C O A C H I N G F O R I M PA C T
February 13-14. We invite participants
to attend both programs and receive a
is designed around two themes—“Beating the
is provided in this brochure.
Odds: Coaching for Individuals Assuming a
New Leadership Role” and “Coaching for
Sustainable Development”. Four pre-eminent
experts will provide participants with actual
techniques, principles, and frameworks.
Participants will be able to apply these learnings
and receive feedback during a series of interactive
workshops, small groups, and paired exercises.
Sponsored by:
Center for Effective Organizations
Marshall School of Business
University of Southern California
www.marshall.usc.edu/ceo
1
Building
Leaders 4.0
FEBRUARY 11-12, 2003
FROM SELECTION TO SUCCESSION:
H O W O R G A N I Z AT I O N S B U I L D T H E I R
A two-day seminar for leadership development professionals charged with overseeing,
designing, and implementing leadership
development activities. This seminar will
P I P E L I N E S O F L E A D E R S H I P TA L E N T
provide participants with:
1) Presentations on the state-of-the-art best
practices and programs on leadership
development from eminent corporations
2) Presentations on a wide range of leadership development approaches from coaching to 360 degree feedback to education to
selection to succession planning
3) Practical tools and frameworks with which
to create and implement programs appropriate for the leadership development
needs of your organization
4) Two special presentations: the CEO of
Mattel, the world’s number one toy company,
and the Ariel Group—using theater to
teach authentic leadership
5) The opportunity to share experience and
learning with other, similarly situated
professionals in your field
2
Building Leaders 4.0
FEBRUARY 11-12, 2003
FROM SELECTION TO SUCCESSION:
How Organizations Build Their Pipelines
of Leadership Talent
As our understanding of leadership development
has matured over the last decade, organizations
have come to realize that the development
process cannot rely upon a single approach.
For example, stand-alone training on leadership
generally has a short shelf life. It must be supported by selection and succession processes that
guarantee opportunities for continual learning
throughout a leader’s career. In addition to recognizing the need for a multi-pronged approach
to development, the leadership development
field is now focusing on rejuvenating older tools
such as succession planning. In the past, such
tools emphasized selection. Today, they emphasize development. It is clear from these two
trends alone that important changes are afoot.
This seminar is designed to keep you up-to-date
on the latest thinking and trends on leadership
development. It brings together best practices
across the full range of developmental tools and
interventions. The presenters represent companies
who have been ‘leading the way’ on development.
They include Dow, Eli Lilly, GE Capital,
Mattel, Motorola, Nestlé, Pepsico, and Shell.
In addition, there will be a special presentation
on leadership by the CEO of Mattel and an
evening presentation on how theater can be
used to teach leadership.
Workshop Format
The workshop will be highly participative and
interactive with participants committing to
sharing their varied experiences, practices, and
learnings. The subject matter will be addressed
with brief expert presentations on the state-ofthe-art and best practices, followed by a lengthy
discussion period, and a breakout session in
which to share information and build a portfolio
of tools to take home and apply. In addition,
there will be an opportunity for participants to
network around specific leadership development
interventions (e.g. 360 feedback, education, succession, etc.) to discuss and share special interests,
best practices, and implementation challenges.
Who Should Attend
The workshop is designed exclusively for senior
professionals and executives responsible for
directing corporate leadership development
activities. The sole purpose is to provide education on the topic of leadership development
(and not to provide leadership training for
operations executives).
3
Building Leaders 4.0
FEBRUARY 11-12, 2003
• The US Air Force Academy where he directed
the honors leadership curriculum
TOPIC I:
Trend-Spotting: Where is the Leadership
Development Field Today?
Given the demise of numerous prominent
CEOs and a troublesome economy, what is
happening to the field of leadership development? What are the current trends? What are
the storm clouds on the horizon? Are we in a
‘back to basics’ era? How are our tools and
interventions evolving? Are organizations doing
a better job of development or are their efforts
more fragmented with too many poorly coordinated efforts? In this presentation, Jay Conger
will describe what he sees as the current trends
in the field. As both a researcher on leadership
development and as a popular educator and
consultant to a broad range of organizations,
Jay Conger is uniquely positioned with a ‘bird’s
eye’ view of the world of leadership development.
Jay Conger is Senior Research Scientist at the
Center for Effective Organizations, University of
Southern California, and Professor of Organizational
Behavior at the London Business School. This past
year, Business Week selected him as the Number Five
‘management guru’ in the world. Previously, Business
Week had selected him as the best business school
• CCL, where he taught in the Leadership
•
•
•
•
•
•
•
Development Program (LDP)
ROLM Corporation, where he implemented
the most popular Silicon Valley development
programs
Saturn Corporation, where he was one of the
first to use the Steven Covey programs
Pecos River Learning Center, where he
directed some of the world’s largest experiential programs
InsideOut where he and his partners pioneered
one of the first executive coaching companies
General Motors International, where he created
global leadership development programs in
20 languages
Williams Company, where he directed custom
leadership programs fully staffed by outsiders
Motorola, where he partnered with a
renowned B-School faculty (Kellogg)
With special appreciation for the adage that,
“nothing fails like success,” Fred will provide
insights from some painful, but useful experiences and the positive lessons they produced.
His presentation will provide a backdrop for the
best practice presentations that will be made by
the presenters who follow him.
professor to teach leadership to executives. He is the
author of over eighty articles on leadership as well
Fred Harburg is the Chief Learning Officer and
as ten books. His most recent books include
President of Motorola University. Currently, Fred and
Winning’Em Over (1998), Building Leaders (1999), The
his team are building the competence, capability
Leaders Change Handbook (1999), Corporate Boards
and intellectual capital of Motorola associates
(2001) and Shared Leadership (2002).
through the provision of global business learning
solutions and systems. Fred has spent most of his
career working on leadership development. His
4
TOPIC II:
clients and employees have included AT&T, the
Leadership Development Worst Practices:
Learning From the Lessons of Experience
Center for Creative Leadership, Disney, Dupont, Ernst
In this presentation Fred Harburg will draw
from 23 years of experience in the field of leadership development to identify specific issues
that compromised or lessened the impact of
leadership development programs. Fred’s examples will be drawn from experiences at:
Companies. He has played particularly fulfilling roles
& Young, General Motors, IBM, Intel, and the Williams
working with senior executives in major corporate
change efforts. He is a frequent speaker, advisor and
facilitator in executive development efforts aimed at
integrating spiritual, intellectual, emotional, financial
and physical capabilities for worthy aims.
TOPIC III:
Greenfield Leadership Development:
The Mattel Case
The unique challenge and opportunity of
building a global leadership development function for a well established Fortune 500 company
does not present itself very often during ones
career. In this session, Grace MacArthur will
focus on the ‘Why’ and ‘How’ of developing
Mattel’s leadership talent to maximize benefit
for the overall corporation. Her topics will
range from building a corporate university to
introducing succession planning to establishing
performance management systems. The development of these programs and tools for Mattel
has, for the most part, been a very rewarding
process which has afforded its own learning
opportunities for the presenter. Key lessons
learned during this process will be shared.
Grace MacArthur is Vice President, Leadership
Development for Mattel, Inc. In her current role,
Grace is responsible for worldwide Leadership &
Organizational Development. Before joining Mattel
TOPIC IV:
Succession Planning at Dow:
Lessons Learned From 27 Years of Experience
Since 1976, the executive team of Dow has
engaged in a formal global succession planning
process. The process has continued to evolve
and today, is a key element of developing leaders
for mission critical jobs. This presentation will
review the stages through which succession
planning evolves and the critical lessons learned
from so many years of experience. It will describe
the roles and responsibilities of the executive
team, business leaders, functional leaders, and
geographic leaders as well as explain how the
‘future leader process’ serves as the feed process
for succession planning. This description will
be set in the context of the overall Dow ‘People
Success’ model.
in November 2000, she was Vice President, Executive
Development for Atlantic Richfield Company and has
Steve Constantin has served as Global Director of
spent most of her career in the oil industry, both in the
Human Resources Development and Work Force
United Kingdom and the United States. Grace has
Planning for The Dow Chemical Company since March
18 years of Global Human Resource experience. She
of 1996. In May of 1992, Steve was named Director
received her M.A. from Aberdeen University, Scotland
of Compensation and Benefits for Dow Chemical
and Postgraduate degree in Personnel Management.
Europe located in Zurich, Switzerland. Prior to that
he served as the Human Resources Director for Dow
Plastics USA in Midland, Michigan and as Director of
Compensation and Benefits for Dow Latin America
in Coral Gables, Florida. Steve joined Dow Chemical
in 1975 in the Michigan manufacturing site and in
1977 was supervisor of employee development and
personnel in the Texas manufacturing site. He
received his Ph.D. in Industrial and Organizational
Psychology from the University of Houston in 1975
and his Masters in 1974. In 1970, he received his B.S.
in Psychology from Louisiana State University.
5
Building Leaders 4.0
FEBRUARY 11-12, 2003
TOPIC V:
Simplicity and Integration: Using the Intranet
as a Succession Management Catalyst at Eli Lilly
The intranet holds the promise of making much
of what we do simpler. The challenge comes in
making sure we capitalize on integration opportunities. The end result must be increased output
quality and reduced time for everyone involved.
This presentation will explore how Eli Lilly and
Company has made use of its intranet for talent
assessment, position assessment and succession
planning in the pursuit of simplification and integration for all of its global affiliates and functions.
Specifically, the presentation will focus on:
• Succession management process simplification
and communication
• e.Resume—content and access
• Locating expertise—content and access
• Value of integration with other related
processes; specifically knowledge management
and performance management
TOPIC VI:
Leading With Presence: Lessons in Authentic
Leadership From the Theater
Successful leaders build trust, command attention, develop relationships, and engender followership. In short, they possess “presence”, the
ability to connect authentically with the hearts
and minds of their audience. Learn how great
actors develop powerful communication skills
and see how these skills apply directly to the
corporate world. This program will engage you
through experiential exercises and inspire you
with stories from ten years of teaching leadership through theater to Fortune 1000 companies.
Kathy Lubar is a founding partner of The Ariel
Group and author of the upcoming book Presence:
Lessons in Leadership from the Theater. Kathy offers
her clients the experiences of a consultant, teacher,
Mark Ferrara was named director of global staffing
actress and leader. She has worked with clients in
for Eli Lilly and Company in March of 2002. He has
the U.S., Europe and Asia, including Deloitte &
responsibility for Lilly’s staffing policies and processes
Touche, General Electric, Societe Generale, Computer
including succession management and its supporting
Sciences Corporation, and Capital One.
website and database. He is also responsible for the
international service employee (ISE) development
Rob Salafia is senior consultant at The Ariel Group.
program, as well as corporate aspects of employee
Rob has designed and led Ariel programs for a wide
retention and on-boarding. Prior to his current role,
range of clients including NASA, Abbott Labs,
Mark was manager of succession management from
Fleetbank, Societe Generale, Cadbury Schweppes
1999 to March of 2002. He was Vice President of
and The Federal Reserve. Rob also has 25 years of
Business Furniture Corporation, a Steelcase dealer-
experience in designing and delivering creative, the-
ship, from 1997 to 1998 where he was responsible
atrical presentations for corporations such as Digital
for employee productivity consulting services. Mark
Equipment Corporation, Rational Software and
also worked for Eli Lilly and Company from 1988 to
SeaLand.
1997. He was department head of facilities management from 1995 to 1997. From 1991 to 1995, he was
a senior human resources analyst responsible for
executive compensation and benefits. He received a
Bachelor of Science in Environmental Design, with
honors, in 1986 from Purdue University.
6
TOPIC VII:
Leadership in the Wake of Enron
In the 90s we nearly forgot about the moral
dimension of leadership. Most of the best-selling books on this topic—and most leadership
development programs—treated ethical and
moral aspects of leadership tangentially, if at all.
But what can be taught, and how? And would
it make any difference in managerial and executive behavior? Fortunately, there is a body of
experience to draw on.
Jim O’Toole is Research Professor at the Center for
Effective Organizations. At USC he previously held
the University Associates’ Chair of Management,
served as editor of New Management magazine, and
was Director of the Twenty-Year Forecast Project
(where from 1973-83 he interpreted social, political,
and economic change for the top management of
30 of the largest U.S. corporations). Jim’s research
and writings have been in the areas of planning, corporate culture, and leadership. Among his thirteen
books, Vanguard Management was named “One of
the best business and economics books of 1985” by
the editors of Business Week. His books on leadership include, Leading Change (1995), and Leadership
TOPIC VIII:
Leader Enrollment at Nestlé: A Critical Link in
the Change Chain
Six years ago, Nestlé USA undertook a journey
to create an integrated system for the strategic
development of leaders (as a key component of
the company’s transition to a high-performance
culture.) This presentation will focus on
Nestlé’s Leader Development model and the
lessons learned along the way as the organization struggled to gain the support of mid-level
managers for the culture change effort. Integral
to this effort was the adoption of a number of
innovative materials and techniques. A unique
part of Nestlé University’s Leader Development
curriculum is the use of Nestlé Business Cases.
These cases have proven to be an indispensable
tool in developing a series of world-class leadership courses. In this session, you will learn how
Nestlé USA built this library of in-house business case studies—including successes and failures—and the surprising impact these cases
have had on the attitudes of current leaders
toward growing Nestlé’s future leaders.
A to Z (1999). He received his Doctorate in Social
Anthropology from Oxford University, where he was
Rich Vincent currently directs Executive Development
a Rhodes Scholar.
at the U.S. subsidiary of Nestlé, one of the world’s
largest and oldest international companies. In that
role, he designs and delivers leadership-building
programs—applying his post-graduate training in
the areas of strategic leadership, management
development, innovation, and organizational renewal
from Harvard Business School, Stanford, Wharton,
Columbia, Darden and many other fine institutions.
Rich joined Nestlé in 1996 working on organizational
change. Rich began his career as an Air Force officer,
working on leadership training in the U.S. and Asia.
He has delivered presentations and seminars worldwide. Recent topics he has addressed include:
strategic business leadership, change management,
and performance excellence. Rich received his
Bachelor’s Degree in Psychology from Brigham
Young University and his Master’s Degree in Human
Resource Management and Development.
7
Building Leaders 4.0
FEBRUARY 11-12, 2003
TOPIC X:
Driving Manager Quality Through 360 Feedback:
Lessons From the PepsiCo Leadership
Development Journey
As Shell Oil continues to transform itself into a
truly global company, leadership development
is becoming more critical to its continued success. In order to help its leaders meet changing
job demands and optimize their performance,
Shell Learning is offering executive coaching as
one type of organizational intervention designed
to unleash leadership potential. This interactive
presentation will provide an overview of what
has been done to date to create Shell’s executive
coaching practice, including the approach that
was initially taken, the challenges encountered,
the issues that are currently being addressed and
the lessons learned. Topics covered will include
the context and business case for coaching at
Shell, the distinctions for the various types of
coaching done throughout Shell, the benefits of
having an internal coaching practice as well as
opportunities for executive coaching.
Over the last decade 360 degree (or multisource)
feedback has indeed become an essential ingredient to building a world class cadre of leaders,
and ensuring a truly developmental culture. In
today’s competitive landscape, those organizations that consistently drive manager quality
and create a workplace environment that nourishes growth and development will ultimately
win in the war for talent. In this session, Allan
Church will describe the approach, philosophy,
and his personal lessons learned as the system
wide process owner for PepsiCo’s 360 feedback
process for its entire executive population.
Emphasizing 360 feedback as a means for driving
organization and leadership development, he’ll
focus on key decisions and challenges in the
process, points of integration with other significant People Development and organizational
change initiatives, and the pros and cons of utilizing technology to capture over 50,000 ratings
for a population of 4,000 executives in a single
implementation.
Mary Dececchi Baros is currently a senior consult-
Allan Church is Director of Organization and
ant and executive coach in Shell Learning, and has
Management Development at PepsiCo Inc. in
been leading the U.S. pilot for an internal executive
Purchase NY. He is responsible for driving the 360-
coaching practice. Previously, she was an OD Director
degree feedback and Organizational Health survey
in Shell Services International, and has held various
processes, the PepsiCo Employer Branding initiative,
TOPIC IX:
Lessons From the Inside:
Building an Internal Coaching Practice
leadership positions in Human Resources, Organization
and the institutionalization of the new PepsiCo
Development, and Leadership Development at
Career Growth Model. Previously he spent nine
Compaq Computer Corporation, Computer Sciences
years as an external OD consultant working primari-
Corporation, and The Minute Maid Division of The
ly for W. Warner Burke Associates, Inc. where he
Coca-Cola Company, both in Canada and the United
focused on the design and implementation of cus-
States. Mary has an undergraduate degree in
tomized 360 feedback systems and organizational
Psychology from McMaster University in Canada,
surveys for Fortune 100 organizations. He also
and has certifications in Executive Coaching from
spent several years at IBM in the Communications
Georgetown University and in Training and
Measurement & Research, and Corporate Personnel
Development from Texas A&M University.
Research departments. He is also an Adjunct
Professor at Columbia University and a Visiting
Faculty Scholar at Benedictine University. An active
writer, he has authored over 100 articles, 12 book
chapters, and 4 books. He received his Ph.D. in
Organizational Psychology from Columbia University.
In 1999 he received the OD Consultant of the Year
award from the Organization Development Institute.
8
TOPIC XII:
Making High Performance and Work/Life
Balance Allies
TOPIC XI:
Building a Systematic Approach to Developing
and Retaining Leadership Talent the GE Way
This session will provide insight into how talent
is identified, developed and retained. The discussion will focus on the Session C process as a
method for knowing your talent. But, it is not
enough to just know who your top talent is.
You must have a systematic approach to help
them grow in their current jobs and to help
them progress in their careers. Too many companies leave this to chance. Building a strong
system and a strong culture of meritocracy is
what sets GE appart.
Linda Sharkey is the Director of Global Executive
Leadership Development for GE Capital and the
Senior Vice President for Human Resources for GE
Equity. She is responsible for the design and launch
of the Executive Leadership Development effort for
GE Capital. Prior to joining GE, Linda was Corporate
Vice President for Leadership and Organizational
Development at PaineWebber where she established an integrated system for developing leaders.
In conversations with senior executives and
managers, a constant complaint is insufficient
time and energy for all the competing demands
for their attention, input and advice. In short,
leaders are overwhelmed. The ability of welltrained leaders to perform effectively depends
on the amount of physical, intellectual and
emotional energy they can commit to their
organizations. Edy Greenblatt’s recent research,
supported by the Harvard Business School and
the Center for Effective Organizations, shows
that strategic management of these personal
resources is critical to maintaining high performance and preventing burnout. Similarly,
ineffective personal resource management (PRM)
is an often ignored, but nonetheless, a critical
contributor to work/life balance problems. In
this session, Edy will briefly share her research
showing how successful PRM simultaneously
improves workforce performance and job satisfaction in those facing relentless work demands.
She will then spend the majority of the session
presenting strategies and tools that leaders can
use to enhance both their own and their employees’ performance and quality of work life.
She has published a number of articles on leadership development, including, “A Case of Leadership
Edy Greenblatt is a Research Assistant Professor at
Transformation in Financial Services” in the
the Center for Effective Organizations, University of
Organizational Development Journal and “Global
Southern California. Her research and consulting
Leadership at GE” in Executive Talent. She has a B.A.
focus on enhancing performance and preventing
from Nazareth College, an M.S.P.A. from Russell Sage
burnout through individual, team and organizational-
College, and a Ph.D. in Organizational Development
level strategic rejuvenation. Edy has more than 15
from Benedictine University.
years experience working in the leisure and entertainment industries. She has authored 11 articles,
books and instructional video tapes with her most
recent article,“Work/life Balance: Wisdom or Whining”
appearing in the Fall 2002 issue of Organizational
Dynamics. Edy holds a B.A. in World Arts and Cultures
and an M.A. in Dance Ethnology from the University
of California at Los Angeles. She subsequently
received an M.A. in Psychology and a Ph.D. in
Organizational Behavior from Harvard University.
9
Building Leaders 4.0
FEBRUARY 11-12, 2003
AGENDA
Tuesday, February 11, 2003
8:00 am
Continental Breakfast
8:30 - 9:30
Introduction
Jay Conger (Center for Effective Organizations)
Trend-Spotting Where is the Leadership Development Field Today?
Jay Conger
9:30 - 12:00
Leadership Development Worst Practices: Learning From the Lessons of Experience
Fred Harburg (Motorola University)
Greenfield Leadership Development: The Mattel Case
Grace MacArthur (Mattel, Inc.)
12:00 - 1:30
Lunch
Special Guest Speaker: Bob Eckert (Chairman and CEO, Mattel, Inc.)
1:30 - 3:30
Succession Planning at Dow: Lessons Learned from 27 Years of Experience
Steve Constantin (Dow Chemical)
Simplicity and Integration: Using the Intranet as a Succession Management
Catalyst at Eli Lilly
Mark Ferrara (Eli Lilly)
3:30 - 5:00
Roundtable Session: Leadership Development Topics
5:00
Reception/Dinner
7:00
Evening presentation
Leading With Presence: Lessons in Authentic Leadership From the Theater
Kathy Lubar and Rob Salafia (The Ariel Group)
Wednesday, February 12, 2003
8:00 am
Continental Breakfast
8:30 - 12:00
Leadership in the Wake of Enron
Jim O’Toole (Center for Effective Organizations)
Leader Enrollment at Nestlé: A Critical Link in the Change Chain
Rich Vincent (Nestlé USA)
Lessons From the Inside: Building an Internal Coaching Practice
Mary Dececchi Baros (Shell Oil Company)
12:00 - 1:00
Lunch
1:00 - 4:00
Driving Manager Quality Through 360 Feedback: Lessons from the PepsiCo
Leadership Development Journey
Allan Church (Pepsico)
Building a Systematic Approach to Developing and Retaining Leadership
Talent the GE Way
Linda Sharkey (GE Capital)
Making High Performance and Work/Life Balance Allies
Edy Greenblatt (Center for Effective Organizations)
4:00 - 4:30
10
Closing
Jay Conger
Coaching
for Impact
A two day seminar for leadership development
and human resources professionals charged
with talent management and executive coaching and for managers who wish to enhance
FEBRUARY 13-14, 2003
A P P L I C AT I O N S W I T H
their coaching skills. This seminar will provide
participants with:
G R E AT E S T R E T U R N
1) Interactive workshops on state-of-the-art
practices in coaching from preeminent
experts
2) Practical tools for coaching managers
and executives
3) A scorecard tool for measuring coaching
outcomes
4) Techniques for coaching high potentials,
leaders experiencing important promotions,
and groups of managers
5) The opportunity to share experiences and
learnings with other, similarly situated,
professionals in your field.
11
Coaching for Impact
FEBRUARY 13-14, 2003
Coaching has today become a key tool for
developing talent and for fostering cultural
change especially among the ‘high potential’
and executive ranks of organizations. At the
same time, it risks becoming another management fad. With many claiming to be ‘coaches’
and too little understanding of what works and
what does not work, the practice of coaching
may lose its allure as a tool for behavioral change.
At the same time, it is clear that in certain situations and with certain approaches the payoff
can be very high. This seminar is designed to
help you make sense of the ‘state of the practice’
with insights into the situations and techniques
that offer the greatest impact. Drawing upon
the experiences of four highly skilled coaching
experts, you will learn about state-of-the-art
coaching practices and how you can apply
them. Specifically, you will learn techniques for
coaching both individual leaders and teams
during important transitions, how to develop
participants into coaches themselves, designing
peer coaching for high potentials, and how to
more effectively measure coaching outcomes.
12
Workshop Format
This workshop will be highly participative and
interactive with participants practicing actual
techniques and sharing their experiences and
learnings. Principles, frameworks, and tools
along with illustrative case studies will be shared
by the seminar leaders in short presentations.
These will be followed by small group and
paired exercises in which participants apply
their learnings and receive feedback. This seminar
is designed around two themes so that participants can learn in greater depth.
Who Should Attend
The workshop is designed for individuals who
wish to learn more about the practical application
of management and executive coaching. It is
especially designed for those wanting exposure
to a range of coaching methodologies and to new
applications for coaching. Professionals in human
resources and leadership development will find
the seminar very helpful in terms of exposure to
coaching techniques with a track record of success
and to current trends in the practice. Practicing
managers will find the ‘hands-on’ emphasis of
the seminar particularly attractive. For both
groups, the seminar is an opportunity to
expand and advance skills in coaching.
D AY O N E
Beating the Odds: Coaching for Individuals
Assuming a New Leadership Role
One of the highest impact opportunities for
executive coaching occurs when managers are
making a career transition thanks to an important promotion. Such times invoke the “Perils
of Promotion,” or as others refer to it,
“Hazardous Duty.” For example, research indicates that when a manager assumes a new or
different leadership role, he or she has a 40%
chance of either being terminated, demonstrating disappointing performance, or voluntarily
leaving the position within 12-18 months.
They become victims of the “Newly Appointed
Leader Dilemma” where expectations for results
are greater than ever before, but where the
patience for these results to materialize is the
lowest it has ever been. This session will actively
involve you in understanding what it takes to
succeed in these leadership transitions along with
insights into the common derailment factors. It
will introduce practical coaching strategies that
can be utilized with both novice and very experienced leaders when they are appointed or promoted to new roles. Participants will be able to
use these approaches in both a coaching capacity,
as well as for themselves, when they are provided
the opportunity to assume new leadership
responsibility. Seminar leaders Ed Betof and
Ray Harrison are two highly seasoned experts
whose specialty is coaching during important
leadership transitions.
Ed Betof is Chief Learning Officer at Becton
Dickinson (BD), a global medical technology, device
and biosciences company. Ed has responsibility for
BD University, HR Planning/Leadership Development
and for integrating world-wide performance and
development processes. Ed previously has held senior leadership roles in pharmaceutical project management, regulatory affairs and human resource
development at Hoffmann-LaRoche and Reliance
Insurance Companies. He was Senior Vice President
of Manchester Consulting where he co-created, with
Ray Harrison, the “Newly Appointed Leader
Coaching” practice. Ed has held adjunct faculty
appointments at the Center for Creative Leadership,
Penn State and Temple Universities and is the lead
author of Just Promoted! (McGraw-Hill) as well as
having authored numerous articles and programs.
Ed received his Doctoral degree from Temple
University.
Ray Harrison is the President and CEO of Executive
TransforMetrics, LLC. He has over twenty years of
experience working with Fortune 1000 organizations
and their executives. Ray received his doctorate from
The Pennsylvania State University and was on the
faculty of the University of Pennsylvania Medical
School from 1979 to 1989. He was the Executive
Vice President and Head of Executive Development
Participants will leave the workshop with:
• an increased understanding of the dynamics
of leadership transitions and the challenges
they pose to managers and executives
• over a half dozen practical tools and interventions for coaching newly appointed/
promoted managers and leaders
• practice in peer coaching groups utilizing a
number of these tools
• points of reference on how to obtain additional information on the subject
for Manchester, Inc. before founding Executive
TransforMetrics. Ray is the author of numerous professional articles and the upcoming book: The Hero’s
Welcome: The Critical First 100 Days in a New Position.
13
Coaching for Impact
FEBRUARY 13-14, 2003
D AY T W O
Coaching for ‘Sustainable Development’
Playing off an analogy with the concept of ‘sustainable development’, seminar leaders Dianne
Young and David DeVries will explore how
coaching can transform itself from a one-time
experience into a self-sustaining or renewable
process for participants and for their organizations. The workshop facilitators will introduce
dilemmas that have emerged with coaching,
with emphasis upon the lack of support for
embedding solid coaching principles and practices. In other words, many coaching practices
fail to foster a process which allows individuals
and their organizations to not only meet present needs but to also build capacities to meet
future needs and opportunities. This workshop
will showcase a new framework for moving
coaching from strictly a set of interventions
focusing on today’s needs to a methodology
that supports a “way of being” which supports
development over time and the achievement of
outstanding business results. Principles and
practices will be shared as well as case studies
from the organizations the workshop leaders
work with. Participants will have an opportunity to experience two of the practices during
the workshop. Finally, the workshop leaders
will address the critical arena of measuring outcomes and indicators by sharing a new scorecard for assessment.
Participants will leave the workshop with:
• Tools to engage in continuous development
throughout their careers and those of their
clients/staff
• Tools to identify one’s personal ‘genius’ and
to ensure leadership versatility
• Practices that can enhance organizational
breakthroughs
• Techniques for group coaching with high
potentials and for coaching teams facing significant challenges
• A scorecard that includes potential outcomes
to be measured, as well as indicators of how
the journey is going so that changes and
course corrections can be made in the appropriate arena
Dianne Young is Director, Training & Development
for ConocoPhillips’ Gas & Power Organization. She
joined Conoco University in 2001 with primary
accountability for building a coaching capacity and
culture across the organization. Prior to joining
Conoco, she spent almost 16 years with the Center
for Creative Leadership. At CCL, Dianne served in a
variety of research & development roles; served as a
feedback coach in a variety of CCL programs; and
was Group Director, Partnerships & Alliances when
she left to join Conoco. While coaching is her first
love, Dianne’s research focus is on leadership transitions. She holds an M.A. in Industrial/Organizational
Psychology from Appalachian State University.
David DeVries joined Bob Kaplan as Co-President at
KaplanDeVries Inc. in 1993. It is a firm dedicated to
helping senior managers become better leaders.
Since 1975 David has worked with leaders, helping
them become more versatile and effective through
giving them feedback on who they are and how
they lead. For eight years, as Executive Vice
President at the Center for Creative Leadership, he
guided the research and executive-level training
programs. He has a Ph.D. in social psychology from
the University of Illinois. He is a fellow in the
American Psychological Association.
14
AGENDA
Thursday, February 13, 2003
8:30 am
Continental Breakfast
9:00 - 12:00
Introduction
Jay Conger (Center for Effective Organizations)
Beating the Odds: Coaching for Individuals
Assuming a New Leadership Role
Ed Betof (Becton Dickinson) and
Ray Harrison (Executive TransforMetrics, LLC)
(Break 10:15-10:30)
12:00 - 1:30
Lunch
1:30 - 5:00
Beating the Odds: Coaching for Individuals
Assuming a New Leadership Role (continued)
Ed Betof (Becton Dickinson) and
Ray Harrison (Executive TransforMetrics, LLC)
(Break 3:00-3:15)
5:00
Reception / Dinner
7:00
Fireside Chat (Panel Discussion)
Friday, February 14, 2003
8:30 am
Continental Breakfast
9:00 - 12:00
Coaching for ‘Sustainable Development’
Dianne Young (ConocoPhillips) and
David DeVries (KaplanDeVries)
(Break 10:15-10:30)
12:00 - 1:30
Lunch
1:30 - 4:00
Coaching for ‘Sustainable Development’
(continued)
Dianne Young (ConocoPhillips) and
David DeVries (KaplanDeVries)
(Break 2:30-2:45)
4:00
Closing
15
Registration
Registrations are accepted in order of receipt.
Space is limited. The registration deadline is
January 21, 2003. To register, complete and
return the registration form at the back of the
brochure. If paying by check, please fax your
registration in advance and send the original
form with your check.
offering participants a special group rate of
$175/single per night only through January 21,
2003. In order to receive this special group rate
you must mention the Center for Effective
Organizations. After the deadline, room accomodations and rates will be based on hotel
availability.
Cancellations: On or before January 21st, the
cancellation fee is $75; After that time 50% of
the fee will be refunded for the seminar that is
cancelled.
Reservations can be made by calling the hotel
directly at (310) 823-1700 OR call the RitzCarlton Worldwide Reservations Center at
(800) 241-3333. Alternatively, on-line reservations can be made at www.ritzcarlton.com.
On-line reservations for the Building Leaders
seminar requires the code: USA. On-line
reservations for the Coaching for Impact seminar
requires the code: USB.
Registration Fees
Building Leaders Seminar (February 11-12):
$950 per person / Sponsor Companies
$1,475 per person / Non-Sponsor Companies
Coaching for Impact Seminar (February 13-14):
$950 per person / Sponsor Companies
$1,475 per person / Non-Sponsor Companies
A 15% discount will be applied to registration
fees for participants who attend both the
Building Leaders Seminar and the Coaching
for Impact Seminar.
Payment in advance is required. We accept
Visa, MasterCard, and Discover Card (sorry,
the University does not allow us to accept
American Express). Please complete and sign the
credit card payment section on the registration
form. Checks should be made payable to the
Center for Effective Organizations.
Location
We will meet at the Ritz-Carlton Hotel,
Marina Del Rey; Address: 4375 Admiralty Way,
Marina Del Rey, CA; Phone: (310) 823-1700;
Fax: (310) 823-2403. Continental breakfast and
lunch will be served each day. For session details,
please see the Building Leaders agenda on page 10
or the Coaching for Impact agenda on page 15.
The Ritz-Carlton, Marina Del Rey is an AAA
Five Diamond hotel, located directly on the
marina, overlooking the Pacific Ocean. Every
guest room features a panoramic view of the
Marina. The hotel is approximately 10 minutes
from Los Angeles International Airport (LAX)
and is within close proximity to Santa Monica,
Beverly Hills, and Hollywood.
Airport Shuttle/Taxi
The SuperShuttle is available to take you to
the Ritz-Carlton, Marina Del Rey. The cost is
approximately $13 one-way. Upon arriving at
LAX, claim your luggage, and step outside to
the shuttle stop. The SuperShuttle service representative at the stop will assist you. Return
reservations must be made 24 hours in advance.
For reservations, call (800) 258-3826 or visit
their web site at www.supershuttle.com.
Cab fare from Los Angeles International Airport
(LAX) to the Ritz-Carlton, Marina Del Rey is
approximately $20 one-way.
Parking
Hotel Accomodations
Hotel Reservation Deadline: January 21, 2003
Parking is available at the Ritz-Carlton at a
special rate of $16/day for overnight guests and
$5/day for day guests.
Hotel reservations should be made by the participant. The Ritz-Carlton, Marina Del Rey is
Attire
Dress for the conference is business casual.
16
Registration Form
P L E A S E I N D I C AT E T H E S E M I N A R ( S ) YO U W I S H TO AT T E N D :
■ Building Leaders 4.0:
Registration Deadline: January 21, 2003
FROM SELECTION TO SUCCESSION:
Registration Fees
Building Leaders Seminar (February 11-12):
$950 per person / Sponsor Companies
$1,475 per person / Non-Sponsor Companies
H O W O R G A N I Z AT I O N S B U I L D T H E I R
P I P E L I N E S O F L E A D E R S H I P TA L E N T
February 11-12, 2003
■ Coaching for Impact
Coaching for Impact Seminar (February 13-14):
$950 per person / Sponsor Companies
$1,475 per person / Non-Sponsor Companies
A P P L I C AT I O N S W I T H G R E AT E S T R E T U R N
February 13-14, 2003
■ Yes!
I’ll attend BOTH Building Leaders 4.0 and
Coaching for Impact and receive a 15% discount
on the registration fees!
Building Leaders and Coaching for Impact Seminar
(February 11-14):
$1,615 per person / Sponsor Companies
$2,507 per person / Non-Sponsor Companies
■ Dr. ■ Mr. ■ Ms.
Full Name (please type or print clearly):
Name Preferred on Name Tag:
Title
Company
Mailing Address (please include mail code)
City
State
Telephone
Fax
Zip
E-mail Address
Please complete the following information:
■
■
I will / will not ■
I will / will not ■
Please select one:
I prefer: ■ Beef
attend the Building Leaders cocktail/dinner reception on February 11th.
attend the Coaching for Impact cocktail/dinner reception on February 13th.
■
Chicken
■
Vegetarian
Payment in advance is required. To pay by credit card, you must complete the credit card information and sign
your registration form. Make checks payable to: Center for Effective Organizations.
Credit Card Payment: (Sorry, the University does not allow us to accept American Express.)
Card type:
■
Visa
■
MasterCard
■
Discover Card
/
Card Number
Cardholder’s Signature
Return Registration Form To:
attn: Building Leaders 4.0 / Coaching for Impact
Center for Effective Organizations
Marshall School of Business
University of Southern California
Los Angeles, CA 90089-0806
Phone: (213) 740-9814
Fax: (213) 740-4354
Expiration Date
S P O N S O R C O M PA N I E S
Corporate Sponsors
Amgen
Applied Materials, Inc.
Avery Dennison
Bayer Corporation
BP International
Brady Corporation
Candle Corporation
Capital One
Charles Schwab & Company
ChevronTexaco
Cisco Systems
Conoco, Inc.
Deloitte & Touche LLP
DuPont
Exelon
Frito Lay
Hewlett-Packard Company
Honeywell International, Inc.
Intel Corporation
International Paper
International Truck and Engine
Isvor Fiat
KPMG LLP
Limited, Inc.
Lloyds TSB Group
Lockheed Martin Corporation
Mattel, Inc.
Mercer, Inc.
Motorola
Nortel Networks
Payless ShoeSource, Inc.
Pfizer, Inc.
Philips International B.V.
PricewaterhouseCoopers LLP
Procter & Gamble Company (The)
Qwest Communications International, Inc.
Raytheon
Sabre, Inc.
Shell Oil Company
Siemens Corporation
Solectron Corporation
Sun Microsystems
Sysco
UBS A.G.
United Airlines
Unocal Corporation
U.S. Cellular
Washington Mutual
Research Sponsor
WorldatWork