Sunday April 29
7 Cs Theory of Leadership and Myers Briggs Interpretation
This session will cover four key elements:
- The first is the 7C approach to conceptualizing executive leadership
- The second the competencies developed by the Network of Social Work Managers
- The third is the Executive Leadership Mix, a double helix in which the tensions between leadership and management are considered; these two perspectives will provide a prism through which others can integrate the entire curriculum
- The fourth is “Characteristics,” the initial C in the 7C approach, and the Myers Brigs Essay Instrument
Instructor: John Tropman, Henry J. Meyer Collegiate Professor of Social Work, University of Michigan School of Social Work
The Coach Approach to Managing within Human Services
Employee engagement is one of the toughest issues facing today’s nonprofit human services world, as we often struggle to maintain the talent and knowledge base necessary for delivering high-quality services. During this session, students will gain an appreciation and understanding of the “Coach Approach to Managing” to empower employees and create an environment of open communication and collaboration. Participants will practice the skills necessary to be an effective coach and leave prepared to apply the behavioral model immediately within your organization to create the climate and build relationships for successful coaching with employees.
Instructor: Sally Schmall, lecturer, University of Michigan School Social Work
This session will introduce action-based learning and the projects students must complete between the first and second years of the Executive Leadership Institute. The purpose of these projects is for students to apply the concepts, tools, and examples from institute within their organizations. The four goals of this action-based learning experience are:
- The application and integration of theory by learning
- The development of critical thinking skills
- The development of project management skills
- Enhanced communication skills
Instructor: Undraye Howard, vice president of the Center on Leadership, Alliance for Strong Families and Communities
Monday April 30
Gender Impact on Leadership
Evidence suggests that women face unique leadership challenges. Marginalization based on gender, family, and work priorities, as well as societal expectations, creates a system that hinders women’s ability to achieve their leadership potential. Women bring diverse capabilities and unique characteristics to the work world today, so organizations must leverage this diversity of leadership to improve decision making, tap into diverse points of view, and inspire social change. This session will raise awareness for all genders to begin to identify and harness the specific needs and capabilities of women. It will provide the knowledge and skills to succeed and contribute added value in their roles as leaders at any level. We will also look at unconscious bias and the role it plays in how we interact with others.
Instructors: Susan Crabb, field educator/lecturer, University of Michigan School of Social Work
Nonprofit Governance: The Looming Crisis
This session will feature an interview/panel discussion on the issues and opportunities in the current state of nonprofit governance. The panel will include three professors from the University of Michigan School of Social Work:
- James Blackburn, former dean of the University of Wisconsin-Milwaukee and Hunter College schools of social work
- Katie Doyle, former CEO of Ozone House
- John Tropman, former interim dean at the University of Michigan School of Social Work
Instructor: John Tropman, Henry J. Meyer Collegiate Professor of Social Work, University of Michigan School of Social Work
Change the Culture to Change the Outcomes
“Business leaders believe a strong organizational culture is critical to success, yet … most executives manage it according to their intuition,” note Lindsay McGregor and Neel Doshi in the Harvard Business Review. In most cases, organizational outcomes are clearly defined and measured, while organizational culture is left up to “good intentions.” This lack of intentional focus on the design and creation of culture often leaves a disconnect between the stated values of the organization and the actions of its employees, resulting in increased turnover and decreased performance.
This session will walk participants through a proven process for designing and building a culture where organizational values are turned into action and metrics are used to ensure alignment between who you say you are and what you do. Infused with research, humorous stories, and real-life examples, this highly interactive workshop will be both a personal and collective journey that allows participants to depart with practical tools to help them design, build, and harness the full power of a healthy culture. Session learning objectives include:
- A four-step model for creating a culture that aligns organizational values and employee actions
- People, processes, and metrics necessary to create and maintain a healthy culture
- Foundational questions that must be asked and answered to move from your current culture to the culture you desire
- Process for leveraging culture to drive performance
- Steps for making organizational culture a priority for all employees
- The role leaders must play to make organizational culture a priority
Instructor: Tony Moore, culture architect, speaker, and author, Tony Moore Speaks
Tuesday May 1
Menlo Innovations: A Culture Focused on Joy
Every year thousands of people from all around the world visit the small Menlo Innovations. They don’t make the trek to learn about technology; rather, they want to witness a radically different approach to company culture. Menlo CEO Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results, but he knew there had to be a better way. With joy as the explicit goal, Sheridan and his team established a share belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.
Instructor: Richard Sheridan, CEO, Menlo Innovations
Open Book Management at Zingerman’s: Why Our Dishwashers Know our Net Operating Profit
This session will cover Zingerman’s approach to Open Book Management, a solid, ethically oriented program designed to help manage through all kinds of economic circumstances, reduce leadership stress, and get the whole team on board to make financial (and other bottom line) success an activity everyone participates in. Zingerman’s loves it in good economic times, and when the economy tanked, realized that organizations need everyone’s brain actively involved in improving financial results.
So, why Open Bank Management?
- Zingerman’s approach to Open Book Management is designed to help us navigate through all kinds of circumstances including economic turmoil
- Financial responsibility creates buy-in from staff at all levels—there’s no “us” and “them” in Open Book—we all work together to make success happen
- No more financial “surprises”—everyone at Zingerman’s knows what’s happening with the business by coming to the huddles and reading the scoreboards
- Using forecasting is a proactive approach to addressing opportunities and challenges before they occur, rather than trying to solve problems in the moment
- Paying attention to measures that are not on a financial statement (like check average) helps run the business better
- The system works beautifully for all measures, e.g., customer service, food quality, environmental
Instructor: Ari Weinzweig, co-owner and founding partner, Zingerman's Community of Businesses
Cross-Sector Lessons in Leadership and Culture: A Case Study on Quicken Loans
As of recently, Detroit has been gaining more and more attention from media, business leaders, and community organizations—both nationally and around the world! Quicken Loans is extending an invite for social sector leaders to witness downtown Detroit’s renaissance to learn more about their efforts in revitalizing the central business district into a vibrant, urban core. Also, students will be exposed to understanding the culture and leadership of Quicken Loans. Social Sector leaders will realize the valuable cross-sector lessons related to sustainability and endurance of an organization.
Tour Guides: Quicken Loans Employees
Wednesday May 2
Lessons Learned in Managing Leadership Transitions During Three Careers over 50 Years
Ken Fischer has had careers in three different fields: Higher education, management consulting, and performing arts presenting. He has also served on a dozen nonprofit boards. Whether it was in his role as the CEO, board officer, or search committee member, Fischer learned a lot about leadership transitions from his direct experience. During this session, he will share both principles and practical lessons learned from his various careers spanning a total of 50 years. Topics to be covered include:
- Transition planning by the executive—assessing when to stay and when to go
- Succession planning by the organization including unplanned and planned succession
- Honestly assessing the status of the organization and its prospects for the future
- Implementing the components of the succession plan including:
- Announcing and timing the executive’s departure
- Appointing a search committee
- Determining if an executive search firm should be engaged
- Writing the position description
- Managing internal and external communications during the process
- Interviewing candidates
- Keeping confidences
- Making the decision
- Managing the announcement of the successor—coordinating with all parties involved, working with the media
- Onboarding the new leader, what to do—and what not to do—to help assure a successful launch of the new leader
Instructor: Ken Fischer, retired president of the University Musical Society, University of Michigan
Starting an Effective Social Enterprise
Social enterprises can provide a way to provide services without the need for continual fundraising. This session will build upon my research in studying more than one hundred social enterprises, looking at what they have in common, what routes they have taken to success, and what we can learn from their failures.
Instructor: Michael Gordon, Arthur F. Thurnau Professor of Social Entrepreneurship, University of Michigan Ross School of Business
Innovation and the Social Sector World
Making your organization better and new is the name of the game. Productivity is no longer enough; growth is now required. In a down market, innovation isn’t your best friend—it’s your only friend. But innovation turns everything you have been taught about effective leadership upside down.
What happens to an organization when it introduces new practices? What happens when your best people aren’t your people at all? What happens when everyone, everywhere, every day innovates?
OK, you’ve heard what you need to do from everyone, but how to do it is the real challenge. This session will teach students how to develop the practices, projects, and people to implement innovation. It will focus on the role of leaders in developing the ability to make good on the innovation promise—to sync strategies, practices, and competencies to achieve collaborative innovation goals.
Students will learn how to:
- Spot opportunities for innovation
- Pick the right people to create breakthroughs
- Establish a high performance creative culture and work environment
- Develop key individual and organizational creative capabilities
- Measure creativity
- Develop an innovation process
- Pick winning ideas, manage winning projects, and harvest winning innovations
Instructor: Jeff DeGraff, clinical associate professor, University of Michigan Ross School of Business
A Leadership View from the Helm
Greg Harden will offer lessons of leadership from his own lived experiences in a way that encourages, pushes, and inspires individuals to reach above their perceived leadership potential. He will share his personal triumphs and the leadership lessons he has gathered along the way that have turned ordinary into extraordinary human capital.
Harden is widely viewed as the University of Michigan's secret weapon. He has made lasting impressions on the school's student athletes including NFL quarterback and former Wolverine Tom Brady.
Instructor: Greg Harden, executive associate athletic director, University of Michigan
Thursday May 3
Finding Your Productivity and Focus in a Hyper-Interrupted, E-Distracted World
E-mail, texts, interruptions, phone calls, project transitions, office clutter, social media and other Media.
Smart phones and apps.
Even family and friends.
These common distractions make it almost impossible to get anything done. It seems like there is always something getting in the way of what you really need to do. But forethought and effective strategies, as well as some discipline, make it possible to find your focus, even in a hyper-distracted world. This session will feature a game plan for getting and keeping your distractors under control and finding critical productivity time every day, leading to better performance and clarity of mind and purpose.
This program will cover the following:
- The state of interruptions and distraction in today’s professional world
- The two key ways e-mail distracts you (and solutions for managing it)
- How to more effectively deal with unexpected interruptions and project transitions to maintain traction and reduce distraction
- Reducing the e-distraction of smart phones, tablets, and apps
- A few key office/information clutter strategies for better organization
- A game plan for better managing the start of your day and your work/information through the day for higher productivity, more focus, and less distraction
Instructor: Randall Dean, president & CEO, Randall Dean Consulting & Training
Introduction to Social Style®
Participants will learn the two dimensions of behavior of the Social Style® model, developed and owned by the Tracom Corporation. They will learn the four Social Styles and characteristics and behaviors of each style. They also will learn about the Style Need, Style Orientation, Growth Action, and Backup Reactions under stress for each of the four styles. Participants will receive their Social Style® profile report and will better understand how others see them and how aligned this is with how they see themselves. Then, participants will learn about Versatility and the four components that make up Versatility. They then will receive their Versatility report and see how others see them compared to how they self-assessed. They will also have an opportunity to do an exercise in a small group with participants with the same Social Style® to help all participants understand each style better.
Learning objectives include:
- How others view personal behavior
- Why some relationships are more productive than others
- Insight on personal behavioral strengths and behavioral weaknesses
- Reliable assessments about another person’s behavior
- How to communicate with others while considering their behavioral needs and preferences
- How to build on personal strengths and the strengths of others to develop productive relationships
Pre-Work: Participants will complete a self-assessment and identify at least five people who know them well at work to complete a multi-rater inventory on them. A minimum of three raters is required to receive a profile report. (Anything less than that is not deemed valid and the participant would only receive a sample report.)
Instructor: Howard Garval, founder and principal, Leaders 4 Futures
A Leader’s Role in Developing a Culture of Equity
“Ethical leadership is a process by which a good person rightly influences others to accomplish a common goal to make the world better, fair, and more humane,” says Peter Northouse in Introduction to Leadership Concepts and Practices. He goes on to discuss the intertwined essence of ethical leadership, character, and justice. This session will examine this nexus as participants study the role, duty, and actions ethical leaders are called to take to foster and advance a culture of equity.
Instructors: Kerron Norman, vice president and chief program officer, ANDRUS; and Sheryl White, vice president of training and organizational development and general manager of InnoVisions, Neighborhood House Association
Leadership in Policy and Advocacy for the Sector
Policies and systems establish the environment for all of your individual and organizational efforts to improve outcomes for individuals, families, and communities. In today’s uncertain and fast-moving environment, policy advocacy is a part of an organizational risk management strategy as well as an important element for achieving an organizational mission that is focused on improving health and well-being. This session will include policy updates, leadership in advocacy lessons, and how to frame and talk about your work to elected officials.
Instructor: Marlo Nash, senior vice president of public policy and mobilization, Alliance for Strong Families and Communities
Friday May 4
Connecting the Dots: Strengths-Based Leadership in Action
Building a bridge between your knowledge and the practice of leadership requires awareness of your strengths. In this session, students will begin the bridge-building work by analyzing their leadership strengths, developing an action plan for employing our strengths to accomplish goals, and exploring how we build winning team through the collective impact of strengths. This session will draw upon the book Strengths Based Leadership by Tom Rath and Barry Conchie as a roadmap.