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TRANSCRIPT
Nom
ina'
on Deadline
May
2014
AUG
SEPT
OCT
NOV
DEC
2014
JUNE
Program Offe
rs M
ade
PROGRA
M COMMEN
CES
KEY
Pre-‐work / R
eading
Seminars / Disc
ussio
ns (O
nline)
Intense Blocks (Face-‐to-‐fa
ce)
Collabo
ra've Grou
p Ch
allenges
Interac've W
orksho
ps (O
nline)
Welcome Orie
nta'
on
Prep
ara'
ons
Grou
p Familiariza
'on
Grou
p Ch
eck-‐in
FIRST INTENSIVE
AD
ELAIDE
24 Aug – 29 Au
g
JULY
PROGRA
M CONCLUDE
S
Post Intensive Ch
eck-‐in
SECO
ND INTENSIVE
AU
STIN
9 Nov – 14 Nov
Grou
p Projects
Case Group
Follow-‐up Ca
se Group
Re
port
Grou
p Projects
Post Intensive Ch
eck-‐in Fo
rmal Con
clusion
Transforma9ve Leadership Program: Developing Adap9ve Thinking in Today’s Public Sector Leaders
Co-‐sponsored by the LBJ School of Public Affairs, The University of Texas at Aus9n and The University of Adelaide’s Execu9ve Educa9on Unit
Transforma)ve Leadership is a ground-‐breaking approach to developing these adap've thinking capaci'es in today’s leaders in government. This developmental experience will transform one’s thinking and leadership effec'veness. The unique, integrated program elements include: 6-‐month program/process for leadership development Recognizing that thinking capaci'es can only be developed and imbedded over 'me, Transforma)ve Leadership will include intensive on-‐site sessions (one week in Adelaide, Australia, and one week in Aus'n, Texas), readings, and webinars over a six-‐month period of 'me to beaer ins'll and apply the lessons learned to an organiza'onal context. Interna)onal experience to facilitate a global perspec)ve Research shows that ‘study abroad’ programs are usually defining moments in the lives of their par'cipants, increasing their self-‐confidence, enabling them to beaer tolerate ambiguity, and enhancing their ability to view the world -‐ and its issues -‐ from several perspec'ves. While not a typical ‘study abroad’ program or audience, Transforma)ve Leadership’s interna'onal aspect and designed interac'on with those in similar leadership roles from another country will ins'll and enhance these new perspec'ves needed for addressing complex issues.
CHALLENGES FACING ORGANIZATIONS
A recent IBM survey of 1,500 organiza'onal CEO’s iden'fies the growing complexity of their environments as their number one concern, and a majority of them say their organiza'ons are not equipped to cope with this complexity. These CEOs are also concerned that their organiza)on’s next genera)on of senior leaders lack the ability to think strategically and manage change effec)vely. The method and content of tradi'onal leadership development programs will have to evolve to beaer prepare 21st century leaders to meet these new challenges. The focus on developing leadership competencies must be expanded to develop complex thinking abili'es such as adaptability, self-‐awareness, boundary spanning, collabora'on, and network thinking. Developing leaders with these skills will require an on-‐going, itera've process rather than be limited to isolated events in 'me. Research has shown that leaders who expand these thinking capaci)es learn more, adapt faster, and generate more complex solu)ons than they could before. This leadership agility may be the cri'cal factor for sustainable success in the future.
Interna)onal audience The program will be comprised of, and limited to, 12 middle-‐ to senior-‐level leaders in state government from Texas and 12 from South Australia. To be nominated for par'cipa'on in this program, par'cipants should meet the following criteria: poten)al for senior-‐level leadership roles, commiEed to con)nuous improvement, ability to think strategically, ability to work effec)vely in teams, and commitment to aEend and par)cipate in all sessions, webinars, and assignments.
Integra)on of exposure, experience, and educa)on Topics of leading change, collabora'on, networking, leadership agility, innova'on, neuro-‐leadership, and strategic thinking will be addressed and reinforced through a unique integra'on of classroom sessions led by renown educators, leadership discussions with some of the best thinkers in and out of government, and on-‐site visits to organiza'ons known for leading edge applica'ons in excellence. The program will use a deliberate and on-‐going itera've method of learning, reflec'on, and applica'on to real world challenges. Albert Einstein is credited with saying "The problems that exist in the world today cannot be solved by the level of thinking that created them.” Transforma)ve Leadership will develop that different level of leadership thinking needed for success in the coming decades.
TRANSFORMATIVE LEADERSHIP -‐ ELEMENTS PROGRAM DETAILS
Ideal candidate This unique 6-‐month program is designed to enhance complex thinking capaci'es in a few, select leaders. The ideal candidate is someone who is already in a senior-‐level role or who is poised to be in such a role, already thinks strategically, and is open to learning new perspec'ves.
Schedule July-‐August 2014: Orienta'on Advanced Reading Assignments August 24-‐29, 2014: First Intensive Week The University of Adelaide, Australia September-‐November 2014: Series of Webinars Addi'onal Reading/Applica'on November 9-‐14, 2014: Second Intensive Week The University of Texas at Aus'n November 15-‐December 2014: Concluding Webinars/Applica'on Tui)on $14,500, which covers all program/coaching expenses, coach airfare to/from and 7 nights hotel in Adelaide, Australia, meals in Australia, and all assessment/program costs for the week in Aus'n. A deposit of $2,500 is due by June 2, with the balance of the tui:on due by July 1.
Feedback from par9cipants in the 2013 Transforma9ve Leadership Program
“I was stuck in the ‘expert’ technical leadership mode … This course has helped me to see that there are far greater results to be had if I, as a leader, can challenge myself to get out of that mode.” “… the realiza:on that there is a fundamental difference between a technical manager and an adap:ve leader was my epiphany and the launching pad to my learning journey.” “I now dis:nguish the distrac:ng technical, what I call the noise, from the less obvious adap:ve, the music.” “… learning to be agile, to go back and forth between observa:on and ac:on … an important trait for every person to learn in execu:ve management.” “I'm thinking differently. I'm talking differently. I'm ac:ng differently.” “… the class has made me much more outwardly aware … The willingness and the desire to lean into the challenges at work … will have the biggest impact on my organiza:on and me as an individual.” “The program led me to understand the difference between a transforma:ve leader and a transac:onal leader.”
For registra'on and program informa'on, contact: Governor’s Center for Management Development
LBJ School of Public Affairs, The University of Texas at Aus'n gcmd@aus'n.utexas.edu, 512-‐475-‐8100
July 2014 – December 2014
Transforma9ve Leadership Program
Developing Adap've Thinking in Today’s Public Sector Leaders