Ben Collier, PhD

Executive education

Exec Ed Dynamic Organizational Leadership

Exec Ed

How organizations build leaders, and how leaders build teams that speak up

This was the opening course of the 2014 to 2015 executive education season, taught with Tom Emerson and Starling Hunter. My two sessions covered leadership development and leading teams. For the first I wrote a short case set in a Gulf investment bank, and small groups had to design its leadership development program using assessment, challenge, and support. The second used the Reading the Mind in the Eyes test, the collective intelligence research, and IDEO's shopping cart project to get at psychological safety.

Week by week

Fall 2014 (September 28 to 30) · Three mornings, 8:00 to 1:00, at CMU-Q. Scroll the schedule and the slides follow along: five from each session, picked from the decks I taught from.

  1. Day 1
    What makes an effective leaderTaught by Tom Emerson
  2. Day 1
    Leadership development in organizations, with the Tajer Holdings case CaseGroups of three to five design a leadership development program for a fictional MENA investment bank
    No institution can survive if it needs geniuses or supermen to manage itGE, Shell, Goldman Sachs, LG, Unilever: firms known for growing leadersTajer Holdings: the case I wrote for this courseEffective developmental experiences combine assessment, challenge, and supportThe 70-20-10 rule: most development happens on the job
  3. Day 2
    Leading groups and teams
    Reading the Mind in the Eyes: pick the word that fits each pair of eyesThe team task circumplex: generate, choose, negotiate, executeHow would you redesign the shopping cart in five days?Psychological safety: a shared belief that the team is safe for interpersonal riskWhat psychological safety looks like when people describe their own team
  4. Day 2
    Hiring, motivating, and leading in entrepreneurial companiesTaught by Tom Emerson
  5. Day 3
    Leadership networks: what the org chart cannot revealTaught by Starling Hunter
No institution can survive if it needs geniuses or supermen to manage it
Sun, Sep 28 Leadership development in organizations, with the Tajer Holdings case No institution can survive if it needs geniuses or supermen to manage it

Major assignments

  • Tajer Holdings board plan

    Small groups play the bank's leadership development advisory committee and present a plan that runs from strategy, to capabilities, to competencies, to development experiences.

Offerings

  • Fall 2014 (September 28 to 30)

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