education and events
Emerging Leaders Track
Today's organizational leaders are one part manager, one part HR professional. This certificate program will teach you how to elevate into a true leader instead of simply a manager. Find out what your leadership style is and how to develop the interpersonal skills needed to take charge. Knowing that will allow you to not only create a high-performing team but manage it to its fullest potential as well. Learn how to manage your time, make clear, decisive decisions for the betterment of your organization, and how to communicate those decisions to upper management.
Cost: $2,500
Registration for this program is now closed. If you would like to participate in this program in the future, please email Jeanne Mendelson, PHTA Vice President of Education & Events.
Coursework
To be completed February 1 - February 14
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.
Learning Objectives:
- Clarify the goals of coaching
- Examine coaching as a relationship
- Identify the five functions of coaching
- Explore the critical aspects of a coaching culture
To be completed February 22 - March 7
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.
Learning Objectives:
- Identify your personal primary driver for motivation
- Conduct a root-cause analysis for an individual with performance gaps
- Evaluate factors that undermine employee motivation and engagement in your organization
- Use the three critical primary motivation drivers to tailor your approach to motivation
- Enhance the conditions for an individual that make optimal use of that person's key motivation driver
To be completed March 29 - April 11
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.
Learning Objectives:
- Diagnose team skill sets and develop a plan to build synergy and collaboration
- Determine team expectations and goals
- Implement healthy team behaviors and functioning
- Facilitate team development
To be completed April 19 - May 2
In this course you will define and differentiate between leadership and management, develop a strategy for overcoming new leadership challenges, and evaluate motivational techniques and determine when to use them. You will also identify the skills needed to develop relationships crucial to your career development as a leader, based on the research and expertise of Professor Kate Walsh, Ph.D. of Cornell University's School of Hotel Administration.
Using tools provided in this course, you will explore what motivates others, assess leadership styles, and examine communication with your leadership team. 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.
Learning Objectives:
- Define and differentiate between leadership and management
- Develop a strategy for overcoming new leadership challenges
- Evaluate motivational techniques and determine when to use them
- Identify the skills and relationships you need to develop that are crucial to your career development as a leader
Schedule
Each session is at the learner's own pace within a two-week time period. In addition, there will be two live virtual sessions with the faculty in the middle and at the end of the program.
- Session 1: February 1 - 14
- Virtual LIVE Session: February 15
- Session 2: February 22 - March 7
- Session 3: March 29 - April 11
- Session 4: April 19 - May 2
- Closing Virtual LIVE Session: May 4
Key Takeaways
- Know the difference between leadership and management and devise a strategy for overcoming new leadership challenges
- Create a strategy to create a high-functioning team
- Apply leverage points for enabling the team to take ownership for its own success and shift leadership role as the team assumes greater responsibility
- Assemble the different dimensions of interpersonal communications and apply them to difficult conversations
- Establish standards for productivity, processes, quality, conduct, and timeliness
- Set appropriate performance goals with individual employees and create an effective system of accountability
- Determine current workforce needs with an eye to future changes and skills that might be needed
- Develop a hiring plan that maximizes your likelihood of a good hire and communicate effectively with job candidates
- Create a workplace atmosphere that reduces the occurrence of behavior issues and learn how to resolve issues as they arise
Faculty
Michelle M. Duguid is Associate Dean of Diversity, Inclusion, and Belonging and an associate professor of management and organizations at the Samuel Curtis Johnson Graduate School of Management at Cornell University. She received her MS and PhD in organizational behavior from Cornell University.
Professor Duguid has two broad, overlapping streams of research. Her primary area of research investigates the interplay of social status, power, politics, influence, and diversity in organizations, with a particular focus on the effect of social status, power, and inter- and intra-group relations on perceptions and interactions. Professor Duguid also does research which examines individual and group processes that affect creativity and the quality of decision-making. She serves on the editorial board of Organization Science, the Academy of Management Journal, the Academy of Management Review and Personnel Psychology.
Professor Duguid's research has been published in numerous academic journals, including Administrative Science Quarterly, The Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organization Science, and Psychological Science. Her research has also been cited in many media outlets, such as Forbes, The New Yorker, Fast Company, NPR, the New York Times, and the Economist. Learn more about Professor Duguid here.
