HARRY L. DAVIS ROGER L. AND RACHEL M. GOETZ DISTINGUISHED SERVICE PROFESSOR OF CREATIVE MANAGEMENT

EXECUTIVE PROGRAM FOR EMERGING LEADERS

10 FRIDAYS: AUGUST–DECEMBER 2019

The Executive Program for Emerging Leaders will deliver new approaches to:

• Leadership development

• Building and developing high-performance teams

• Managing cross-functional and cross-organizational relationships

• Crafting strategy

This program will benefit staff members responsible for improving the performance of their organizational units, 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 units and incorporate broader strategic considerations into their management decisions and styles.

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 Chicago Booth’s general management and leadership programs. It features highlights from our best programs taught by our own thought-provoking faculty.

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. Common titles represented by past participants include Associate Directors and Directors.

KEY BENEFITS OF THE PROGRAM• Identify the characteristics of strategic leadership in higher

education.• Understand how and when to build a strong team.• Use financial information in decision-making and

understand how funds are allocated.• Understand the impact of operating decisions on financial

performance.• Identify initiatives that create value.• Develop a strategic action plan for delivering value.• Build social capital, and leverage networks and the

informal organization.• Recognize, manage, and rise above organizational

boundaries.• Engage others to implement important initiatives

or change.

THEMESTheme 1: Strategy and Decision-Making

• University of Chicago Strategy and Vision• Strategy for Growth• Decision-Making and Negotiation

Theme 2: Strategic Leadership

• Social Capital: Collaborating Across the University

• High-Performance Teams• Personal Leadership Agility• Influence and Leading Change

Theme 3: Managerial “Business” Acumen

• Strategic Marketing• Topics in Finance• Managerial Accounting

EXECUTIVE PROGRAM FOR EMERGING LEADERS (EPEL)This program enhances the performance of high-potential leaders in organizational units and furthers the strategy of the University of Chicago.

2 To nominate a member of your team, please visit: uchic.ag/epel.

EPEL will benefit staff members responsible for improving the performance of their organizational units, as well as contributing to the University of Chicago’s broader strategic goals.

DESIGNED TO PROVIDE MAXIMUM EXPOSURE TO KEY UNIVERSITY CONCEPTS AND STRATEGIES

A VIEW FROM UCHICAGOThis program also offers specific content sessions led by officers, vice presidents, and deans focusing on critical challenges and opportunities at the University of Chicago.

VIRTUAL VISITSDuring this program, participants will work with their assigned teams to create an insider’s look at their own group or unit. Each team will present its findings to the class.

INDIVIDUALIZED DEVELOPMENTParticipants are exposed to a framework and given tools and coaching to help them tailor their development of critical action and insight skills based on their personal and professional goals.

PROGRAM DETAILSDATES10 Fridays: August through December 2019 • August 9 and 23• September 6 and 20• October 4 and 18• November 1 and 15 and 22• December 6

This course begins at 8:30 a.m. and ends at 4:30 p.m. each day. A kick-off reception is held after class on the first day, and a closing luncheon is held after class at the conclusion of the program.

PROGRAM FEE$1,000 per participant paid by the sponsoring unit.

The fee includes tuition, educational materials, breakfasts, and lunches.

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Day 1 Day 2 Day 3 Day 4 Day 5

Program Introduction and Leadership Underpinnings• The elements of

performance• Purpose-driven and

purpose-finding journeys• Introducing the “virtual

visits” • Strengthening your action

and insight skills

A View from UChicago

Systems Thinking• Framework for systems

thinking• Decision-making from a

systems perspective

A View from UChicago

Action and Insight Skills• Developing your insight

skills• Learning from experience• Applying collected data • Being your own coach

Your Personal Leadership Brand• Your leadership brand and

how it is perceived• The value of authentic

leadership• Maximizing your natural

talents• How your strengths may

be misunderstood and underutilized

• Enhancing your brand• How to avoid detracting

from your brand• The reality of who you are,

what you stand for, and how you communicate

A View from UChicago

Personal Leadership Agility• Understanding how you

are currently playing in your leadership role

• Identifying how to set the stage to be more effective—what characters need to be center stage

• Seeing how others respond and learning how to influence their responses

• Adapting and growing in a new role with broader responsibilities

• Career transitions for yourself and for others

A View from UChicago

The Power of StrategyAlternative strategies for growthThe limits of strategyLeadership’s role in strategy implementationIdentifying necessary capabilities for implementation

Competitive Advantage of Social Capital: Foundation • Your network: not

unimportant in its own right

• Your network: an important indicator of how you position yourself

A View from UChicago

Kick-Off Reception

Day 6 Day 7 Day 8 Day 9 Day 10

Finance and Accounting • Accounting—the three

financial statements: income statement, balance sheet, and statement of cash flows

• Financing a business• Analyzing financial

statements

A View from UChicago

Knowing What Is a Good Decision• Frameworks for decision-

making under uncertainty• Understanding which

decisions need to be made• Knowing what is a good

decision• Identifying common

decision traps

A View from UChicago

Strategic MarketingIntroduction 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

A View from UChicago

Competitive Advantage of Social Capital (cont.)• Review of social capital• Your importance in an

organization• Strategic partners

A View from UChicago

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

Working in Teams• Common obstacles to

effective team work• Improving group decision-

making

Collaborative Decision-Making• Identifying interests• Finding opportunities for

joint gains (win/wins)rather than zero-sum outcomes

• Approaches to group decisions

Workshop on Communicating Effectively in Organizations• Influencing organizational

behavior and success through communications

• Elements of a sound communications plan

• Case study to put principles into action

Closing Luncheon

Theme 1: Strategy and Decision-Making

Theme 2: Strategic Leadership

Theme 3: Managerial “Business” Acumen

PROGRAM SAMPLE DESIGNAny future course designs of the Executive Program for Emerging Leaders will be similar, yet not necessarily identical, to this one.

4 To nominate a member of your team, please visit: uchic.ag/epel.

TESTIMONIALS FROM PAST PARTICIPANTS

“ I was privileged to participate in EPEL this year. The program was structured to give emerging leaders first-hand experience of practical and emotional skills needed to succeed and inspire others. One of the most important gifts that EPEL gave me was the opportunity to understand the different parts and departments of the University of Chicago and to build bridges and connections with amazing colleagues. Learning from the best faculty was truly a privilege. Not only did it make me want to share my acquired knowledge with my peers and staff, but it encouraged me to start looking for the next learning opportunity at Booth!”

Diala Atassi Director, International Programs, University of Chicago Medicine

“ I didn’t quite know what to expect when I signed up for EPEL. I was extremely grateful that my department supported my opportunity to attend but was not fully aware of how transformative the experience would be. I distinctly recall sitting in a session on social capital and suddenly having my mind blown! It was while we were learning about social network analysis that I realized that I was just given a framework for describing and explaining key values for my work at the university. I will never forget that moment! EPEL allowed me to discuss topics of leadership, negotiations, marketing, etc. across the university with peers in a thought-provoking and stimulating environment, but it also fostered further personal and professional introspection values that will continue to shape me. I highly recommend attending.”

John Carey Facilities Manager, University of Chicago Library

“ EPEL was a perspective-altering experience in the most positive possible way. By having the opportunity to unplug and step back from my work experience, taking the time to deeply engage with not only the world-renowned faculty and professors from Booth but also talented and dynamic employees from across the university, I was able to revisit my work each week with new knowledge and insights to apply. That the knowledge shared was extended to reflect and speak to our work in the specific culture, approach, and place of UChicago, it was easy to come up with tangible ways in which I could put this learning to use in my work. Significantly, the network of new colleagues from across the university has already been hugely valuable and will continue to be for a long time to come. It was an incredible opportunity and one I would recommend to anyone seeking to better understand themselves, their own style of leadership, and how they can put it to use to advance their own career and the work of the University of Chicago.”

Brian Inman Associate Director, Office of Civic Engagement

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TESTIMONIALS FROM PAST PARTICIPANTS

“ I highly valued EPEL’s well-rounded leadership development programming, which could translate into any career path. EPEL’s emphasis on authentic leadership and insight skills allowed me to reflect on my successes and opportunities for improvement. Harry Davis is a phenomenal teacher and leader, and his humble demeanor creates an ideal learning environment for students in various stages of their careers. This fantastic program also provided me with the opportunity to connect with emerging leaders across campus, opening the door to potential collaborations I wouldn’t have previously imagined.”

Samantha Loo Senior Associate Director, Center for Health and the Social Sciences

“ The Executive Program for Emerging Leaders was the most valuable learning experience of my career. If anyone wants to improve his or her leadership or management skills, then EPEL is a necessary course. The program uses lectures, group collaboration, case studies, and simulations to demonstrate leadership and management skills. EPEL was truly an enlightening experience for me, whether it was interacting with world-class Booth faculty, engaging with top management from the university, or collaborating with my colleagues from across campus, it was truly enjoyable.”

Gayle Orlando Director of Budget, Planning and Financial Reporting, Chicago Booth

“ EPEL allowed me to experience the breadth and depth of the University of Chicago in ways I had not imagined. The opportunity to be taught by Booth faculty, hear guest speakers from the university, share their insights and experience, and get to know and work with colleagues from across the university was a unique learning experience. These three legs of the program, combined with the incredible Harry Davis’s leadership and wisdom, not only help you develop new skills but allow for introspection and personal growth.”

Alicia Sams Director, Fellowships, Institute of Politics

6 To nominate a member of your team, please visit: uchic.ag/epel.

“ EPEL was an awesome program in which I am ecstatic to have been afforded the opportunity to be a participant! I did not know what to anticipate when the course started, but I enjoyed every moment from the lectures, guest speakers, and interactive case studies. EPEL taught me so many valuable skills and provided the opportunity to develop talents I had not previously honed in on. All of the professors were excellent, and you truly felt the Booth MBA experience. I would recommend this class to anyone. You will not be disappointed!”

Crystal Smith Manager, Financial Analysis, Facilities Services

“ I didn’t realize how much the Executive Program for Emerging Leaders would elevate my leadership journey at Chicago Booth. EPEL provides a leadership education framework by tapping into the expertise of faculty and staff from across the university. Rooted in Booth’s renowned Chicago Approach, EPEL equips students with a tool kit to navigate the ambiguity inherent to any leadership role and enables us to dive deeper into management education. I integrated strategies I learned in class each week with my own team, until EPEL practices became ingrained in our everyday work. With the application of action and insight, my team now has a platform to reflect on our actions and to learn from these experiences. At the start of EPEL, Harry Davis asked us, ‘Why are you here [at EPEL] and not somewhere else?’ We are here, Harry, because Chicago Booth and the University of Chicago believe in and invest in their people. It is a real privilege to have been here, and not somewhere else, this fall.”

Nahida Teliani Director, Undergraduate Initiatives, Full-Time Admissions, Chicago Booth

“ The EPEL program has been the best training in leadership that I have participated in throughout my professional career, and I have utilized the concepts and skills introduced in the program. Class discussions and facilitation of broad-based business concepts through experimentation and exercises were very valuable. The program highlighted the many facets of leadership and was very insightful. The EPEL team led by professor Harry Davis provided an environment that truly allowed participants to self-evaluate the types of leadership to apply in their respective areas of expertise. This program was an invaluable forum for critical thinking and insight about leadership.”

Diane Ziarno Executive Director, Department of Safety and Security

TESTIMONIALS FROM PAST PARTICIPANTS

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ACTION AND INSIGHT SKILLSParticipants transform knowledge gained through the program into results for themselves and their departments. The program provides frameworks, tools, and coaching to help participants identify and strengthen key action skills. Attendees reflect actively on the data stemming from their actions to assess whether they are drawing insights and learning the right lessons from their experience.

FACULTY DIRECTORHARRY L. DAVISRoger L. and Rachel M. Goetz Distinguished Service Professor of Creative Management, the University of Chicago Booth School of Business

Harry L. 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.

Davis served as interim dean in 2010 and deputy dean from 1983–93. During his tenure, he instituted many new programs and organizational changes, all of which were aimed at strengthening the learning environment for students. The faculty instituted the Harry L. Davis Award in 1994 to recognize his contributions. Given annually, the award recognizes the graduating MBA student who most exhibited creativity, a willingness to take risks, and a strong commitment to Booth.

In 1978, Davis created the New Product Laboratory, which was designed to complement the traditional lecture and case study curriculum by providing a real, action-oriented component to the MBA program. More than 50 companies have sponsored the laboratory, representing fields as diverse as packaged goods, high technology, durables, and financial services. He initiated an innovative program for Leadership Exploration and Development (LEAD) at Booth in 1989. This required, noncredit course for full-time students is designed to strengthen general management communication and interpersonal skills through experiential learning. Davis has introduced innovative executive education programs in the United States and abroad.

He has served on several boards of directors in both the public and nonprofit sectors, as well as being a consultant to many companies both in the United States and abroad. Davis currently serves as a trustee of the National Opinion Research Center at the University of Chicago, a national organization devoted to large-scale social research in the public interest.

He earned a master’s degree in sociology and PhD in marketing from Northwestern University.

8 To nominate a member of your team, please visit: uchic.ag/epel.

Dan AdelmanCharles I. Clough, Jr. Professor of Operations Management and John E. Jeuck Faculty Fellow, Chicago Booth

• PhD in industrial engineering and operations research, Georgia Institute of Technology

• Recipient of George B. Dantzig Prize for best dissertation in any area of operations research and innovative management sciences

Susan Lucia AnnunzioPresident and CEO, The Center for High Performance (CfHP)

• Globally recognized speaker and thought leader on shaping and maintaining high-performance business environments

• Author of prominent books including Contagious Success, voted Fast Company’s Readers’ Choice in January 2005

Gregory D. BunchAdjunct Professor of Entrepreneurship, Chicago Booth

• MDiv in philosophy and religion, Harvard University

• Works with Fortune 50 companies, family businesses, and startups in the areas of innovation and strategy

John BurrowsSenior Lecturer in Leadership, the University of Chicago Harris School of Public Policy

• PhD in behavioral science, University of Chicago; and MBA, Chicago Booth

• Teaching and research interests include organizational design, work-force analytics, social network analysis, and social capital

Kathleen FitzgeraldAdjunct Associate Professor of Strategic Management, Chicago Booth

• MBA, University of Chicago

• Taught courses in investments, corporate finance, financial accounting, money and banking, international finance, and financial management

• Holds the position of director of academic support, in which she prepares students of the Booth Executive MBA Program for the rigors of Chicago’s quantitative approach to finance, economics, statistics, and marketing

Linda E. GinzelClinical Professor of Managerial Psychology, Chicago Booth

• MA, PhD in experimental social psychology, Princeton University

• Founding academic director of corporate executive education at Booth

• Recipient of several teaching awards, including Impact Professor in 2014, Inaugural Hillel Einhorn Global Teaching Award in 2013, and Faculty Excellence Award in 2011

MEET THE WORLD-CLASS FACULTY

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MEET THE WORLD-CLASS FACULTY

Ann L. McGillSears Roebuck Professor of General Management, Marketing, and Behavioral Science, Chicago Booth

• MBA and PhD in marketing and behavioral science, Chicago Booth

• Research interests include: how consumers process information about ads, brands, products, and services

• 2005 recipient of the prestigious McKinsey Award for Excellence in Teaching

• Published in the Journal of Personality and Social Psychology, the Journal of Consumer Research, and the Journal of Marketing

Julie A. PetersonPartner and Cofounder, Peterson Rudgers Group, LLC; Former Vice President for Communications, University of Chicago

• BA in journalism and psychology, Indiana University; and MBA in marketing, Indiana University’s Kelley School of Business

• Seasoned communications executive at top universities, including University of Chicago, University of Michigan, and Indiana University

Bernd WittenbrinkRobert S. Hamada Professor of Behavioral Science, Chicago Booth

• MA and PhD in social psychology, University of Michigan

• Fellow of the Association for Psychological Science; Associate Editor of the Journal of Personality and Social Psychology; grants from the National Science Foundation and the Russell Sage Foundation

• Publishes in major scientific journals; covered by national and international media such as the New York Times, National Public Radio, and German Public Radio

George WuJohn P. and Lillian A. Gould Professor of Behavioral Science, Chicago Booth

• MA in applied mathematics and PhD in decision sciences, Harvard University

• Published widely in a number of journals in economics, management science, and psychology

• Former department editor of Management Science and is on numerous other editorial boards, including Decision Analysis, Journal of Behavioral Decision Making, Journal of Risk and Uncertainty, and Theory and Decision

10 To nominate a member of your team, please visit: uchic.ag/epel.

PROGRAM ADMISSIONS

PROGRAM DATES 10 Fridays: August through December 2019

• August 9 and 23• September 6 and 20• October 4 and 18• November 1 and 15 and 22• December 6

This course begins at 8:30 a.m. and ends at 4:30 p.m. each day. A kick-off reception is held after class on the first day, and a closing luncheon is held after class at the conclusion of the program.

ADMISSIONS CRITERIA The Executive Program for Emerging Leaders 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. Common titles represented by past participants included associate directors and directors. Since the Executive Program for Emerging Leaders is intense, it is vital that participants possess a commitment to prepare for and engage in class discussions. The class is seeded with participants from a variety of units across the university. The admissions committee considers the overall character of the class, as well as individual nominee qualifications.

NOMINATION PROCESSParticipants must be nominated by a senior leader in their unit. Nominations are due by May 31, 2019. Late nominations will be considered if space is available.

To submit a nomination, please visit uchic.ag/epel.

PROGRAM FEEThe Office of the Provost subsidizes a significant portion of the program costs in support of professional development of high-potential university staff.

The resulting tuition for sponsoring departments is $1,000 per participant. The fee includes tuition, educational materials, breakfasts and lunches.

CERTIFICATION OF COMPLETION Upon successful completion of the program, participants receive the Executive Program for Emerging Leaders certificate of completion from the University of Chicago Booth School of Business.

LOCATIONSessions are held at Chicago Booth’s Gleacher Center on the north bank of the Chicago River in the heart of the downtown area known as the “Magnificent Mile.” Gleacher Center offers an ideal setting for academic programs with state-of-the-art classrooms and exceptional cuisine by Wolfgang Puck Catering.

The University of Chicago Booth School of Business450 N. Cityfront Plaza Dr.Chicago, IL 60611-4316

NEED MORE INFORMATION? Susan PopaExecutive Director, Leadership Development and Strategy

P: 773.834.8763E: spopa@uchicago.edu

Bianca WilliamsAssociate Director, Executive Education, Chicago Booth

P: 312.423.8041E: bianca.williams@chicagobooth.edu

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